Types and Mechanisms of Science‐Driven Institutional Change: The case of desertification control in northern China

Abstract

AbstractScience plays an important role in institutional change, but the types and mechanisms of science‐driven institutional change have received little attention in the mainstream discourse concerning institutions, institutional change and social governance. Comparing 25 cases using data from surveys, interviews, observations and a meta‐analysis of archives regarding desertification control in northern China, this study found that, although science influenced the results of desertification control through influencing institutional change, its influence was also constrained by the types and working principles of science‐driven institutional change. When analyzing the application of different methods of desertification control, the type of biological control that dominates the interaction (biological‐control‐dominant interaction) may be that of science‐driven intuitional change variables with the highest desertification control performance, whereas for the participants in desertification control the type of high participation and multiple interactions may be the variable with the greatest influence. This study also proposes nine principles for effective science‐driven institutional change that address collaborative, effective and sustainable applications and extensions of advanced scientific methods, effective collaboration among various social actors and organizations, and localized, collaborative and nested laws, regulations and rules regarding desertification control. Stronger rules result in more effective science‐driven institutional changes. These findings provide an outline for reforming the models of science‐driven institutional change and implementing future science and technology policies for desertification control and other types of ecological and environmental governance. This study also provides a theoretical and empirical foundation for further research concerning science‐driven institutional change. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment