Evolution Of Resource Management Research Articles

WATERSHED MANAGEMENT AND POLICY IN HAWAII: COMING FULL CIRCLE1

ABSTRACT: Changes in watershed management and policy in Hawaii are an instructive case study on the evolution of resource management from a traditional vertically integrated system, to a segmented central government‐based system, and now towards a community and watershed focus. The rise of European social and economic influences coupled with the precipitous decline in the Hawaiian population in the years following European contact led to the destruction of traditional management structures. Subsequently, the dominance of outside interests in Hawaii society and politics, culminating with the sugar industry, facilitated the unrestricted use and privatization of land and water resources. The post‐World War II era ushered in fundamental changes in Hawaii society and politics including renewed appreciation of traditional management practices. Government policies, increased community interest in resource management, and a renaissance in Hawaiian culture have converged in recent years to facilitate the development of new management structures that draw on both traditional and contemporary management. These structures hold great promise for improving Hawaiian watershed management. Our observations suggest that other jurisdictions may find it productive to examine traditional management and policy structures and try to relate them to contemporary community‐based resource management policies and activities.

Constructing change: The evolution of land and resource management in Alberta, Canada

Recognizing the limitations common to both centralized and privatized management regimes, institutionalized resource management is beginning to incorporate the knowledge and skills of local resource users, coupled with the enabling policies and legislation of state systems, to arrive at cooperative approaches to resource management. These varying and dynamic approaches to resource management have been compelled largely through the recognition of the limited capabilities of existing management systems to adapt effectively to ecosystem change and the evolving needs of resource users. These cooperative approaches to management should not, however, be considered an institutional end-point, but rather a phase in the perpetual transition of a social system; each unique in character and individually variable depending on the resource being managed, the political climate in which management occurs, as well as the differing strategies employed by resource users to enact institutional change. Drawing from the experiences of the Whitefish Lake First Nation of Alberta, Canada, this paper presents a brief overview of the evolution of resource management theory, grounded in the real-world formation of the Whitefish Lake First Nation — Province of Alberta Cooperative Management Agreement.

Fisheries and the evolution of resource management on the lower Amazon floodplain

Traditionally, the ribeirinhoeconomy has been based on strategies of multiple resource use including agriculture, fishing, and small-scale stock raising. In the last two decades though, ribeirinhostrategies of resource management have undergone major changes due to the decline of jute production (the principal cash crop), and the intensification of the commercial fisheries. As a result of these trends, there has been a shift of ribeirinholabor from agriculture to commercial fishing. Today, the diversity which once characterized ribeirinhosubsistence strategies is disappearing, and fishing has become the primary economic activity for the great majority of varzeafamilies. As pressure on varzeafisheries has increased, ribeirinhocommunities have attempted to assert control over local varzealakes and exclude fishermen from outside the community. In a number of cases, ribeirinhocommunities have closed lakes to outsiders and established informal lake reserves under local community management. These lake reserves are a promising strategy for managing lake fisheries on a sustainable basis.

Evolution of Resource Management in the IT Industry

Information technology is one of the most fluid industries of our time. F International's positive approach to resource management evolves from the company's determination to survive in the highly competitive computer services sector of that industry. Founded in 1982 with the underlying aim of providing work opportunities for those who choose not to work in a conventional office environment, it is now a leading computer consultancy and software house. The vast majority of the workforce are self‐employed, working from home for a flexible number of hours, based on a minimum availability (whilst working on a project) of 20 hours a week. The disparate workforce is divided into eight regions throughout the UK, each region's management team being headed by a regional manager and including a regional personnel and training manager. Training requirements are established from information gained on actual project work, as well as being tailored to meet individual career aspirations, and training is carried out via distance learning, internal day courses and external courses.