Salient values, social trust, and attitudes toward wolf management in south-western Alberta, Canada

Carly C Sponarski,Jerry J Vaske,Marco M Musiani,Alistair J Bath

doi:10.1017/s0376892913000593

Abstract

SUMMARYShared values, public trust in an agency, and attitudes can influence support for successful conservation initiatives. To understand these relationships, this paper examines the role of social trust as a partial mediator between salient values similarity and attitudes toward wolves in south-western Alberta, Canada. Rural residents in this area face increasing wolf depredation on livestock. Data were obtained from a mail questionnaire (n= 566 respondents, response rate = 70%) sent to rural residents in three municipal districts in south-western Alberta. Attitudes were predicted to directly influence behavioural intention to support or oppose wolf management. Most respondents held slightly similar values as the management agency and minimally trusted the agency to effectively manage wolves. As predicted, social trust in the agency served as a partial mediator between salient value similarity and attitudes toward wolves. Salient value similarity was also a strong predictor of attitudes toward wolves. Attitudes toward wolves predicted behavioural support. Thus, social trust of the management agency can influence attitudes and management preferences concerning a species. When dealing with human-wildlife conflict, social trust should be examined to understand the context of the problem.

Highlights

South-western Alberta residents were neutral in their belief that they shared the same values (SVS1: M = 0.33, SD ± 1.68), thoughts (SVS2: M = 0.22, SD ± 1.67), actions (SVS3: M = 0.20, SD ± 1.66), and goals (SVS4: M = 0.31, SD ± 1.68) as the AFWD managers
Our model indicates that attitudes toward wolves and toward wolf management options may be partially determined by salient value similarity (SVS) and social trust in the management agency
Our findings indicate social trust partially mediates the relationship between SVS and attitudes, and attitudes in turn influence behavioural support

Summary

Introduction

Social trust in the management agency is an integral component in establishing cooperation between the agency and the public (Beierle & Konisky 2000; Cvetkovich & Winter 2004; Höppner 2009) and influences the public’s support of management decisions (Winter et al 1999; Cvetkovich & Winter 2004; Liljeblad & Borrie 2006). As negative actions tend to have greater impacts than positive actions (White & Eiser 2005; Davenport et al 2007). People may base their trust judgments on whether they feel that the agency shares similar goals, thoughts, values and opinions. This approach is known as salient value similarity (SVS), but has been referred to as salient similarity, perceived shared values, and perceived similarity (see for example Siegrist et al 2001; Cvetkovich & Winter 2003; Earle 2004; Needham & Vaske 2008). SVS and social trust have had limited application to wildlife management and have not been employed with the controversial issue of wolves and large carnivores

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Discussion

Conclusion