Bridging organizations and strategic bridging functions in environmental governance and management

Abstract

Strategic bridging functions performed by three voluntary, multi-stakeholder bridging organizations engaged in environmental governance and management in the Calgary Region of Alberta, Canada, are examined. Structured interviews revealed how the bridging organizations influenced an increase in municipal participation in regional-scale environmental governance and management activities. Bridging organizations connect stakeholders who would otherwise not be connected. They identify shared values and issues of concern, build trusting relationships, co-create knowledge, resolve conflict, and contribute to social learning processes. Social network structure is made visible through social network graphs. The legitimacy of natural resource management plans co-created through strategic bridging processes is also addressed.