What Makes Grassroots Conservation Organizations Resilient? An Empirical Analysis of Diversity, Organizational Memory, and the Number of Leaders

Abstract

Conservation Area Management Committees (CAMCs)-the functional decision-making units consisting entirely of local villagers-are grassroots organizations legally established to manage the Annapurna Conservation Area (ACA) in Nepal. These committees suffered due to the decade-long Maoist insurgency, but they survived. The paper attempts to test what factors contributed to their resiliency. For this, I surveyed 30 CAMCs during the summer of 2007 and conducted semi-structured interviews of 190 executive members of the CAMCs and 13 park officials who closely monitor the CAMCs. Regression results showed that the number of leaders (b=0.44, t=2.38, P=.027) was the most critical variable for building the resilience of CAMCs to the Maoist insurgency, i.e., retaining the same function, structure, and identity of the committees. As there were no reported conflicts among leaders and they were involved in negotiations and devising contingency plans, CAMCs actually benefited from having more leaders. Of the three diversity indices, the quadratic terms of age diversity (b=-5.42, t=1.95, P=.064) and ethnic diversity (b=-4.05, t=1.78, P=.075) had a negative impact on the CAMCs' resilience. Skill diversity and organizational memory had no significant influence on the CAMCs' resilience (t<1.48, P>.10). These results have important implications for building resilience in community-based conservation.