Abstract
This paper investigates the consequences of the organization of actors on the performances of biodiversity restoration projects. It leans on an interdisciplinary framework that uses ecological engineering information to answer an economic issue following the transaction cost economics framework. Applied to four case studies, this analysis allows us to establish a direct link between the organization of restoration projects and their ecological performance and in fine on their reproducibility. In the end we show that projects that are embedded within flexible organizational forms are in phase with ecological engineering principles and are more likely to be replicated. This focus on the organization of actors in restoration projects provides new insights to foster investment in biodiversity restoration.
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