Staff Publications

Staff Publications

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    'Staff publications' is the digital repository of Wageningen University & Research

    'Staff publications' contains references to publications authored by Wageningen University staff from 1976 onward.

    Publications authored by the staff of the Research Institutes are available from 1995 onwards.

    Full text documents are added when available. The database is updated daily and currently holds about 240,000 items, of which 72,000 in open access.

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Record number 408322
Title From cohesion to conflict in participatory forest management: The case of Ouémé Supérieur and N'Dali (OSN) forests in Benin
Author(s) Idrissou Aboubacary, L.; Paassen, A. van; Aarts, N.; Leeuwis, C.
Source Forest Policy and Economics 13 (2011)7. - ISSN 1389-9341 - p. 525 - 534.
Department(s) Communication Science
Publication type Refereed Article in a scientific journal
Publication year 2011
Keyword(s) social cohesion - public-participation - urban governance - conversations - netherlands - policies - india
Abstract Community-based natural resources management (CBNRM) was introduced in Benin in the early 1990s. Because of the initially positive results, the Forest Department decided to continue and scale up this participatory approach to all Benin's protected areas. Focusing on the relationships between the actors involved, this paper seeks to explain the dynamics of the participatory management process in the Ouémé Supérieur and N'Dali forests in Northern Benin. The analysis is based on data gathered from interviews with the different actors involved. The study shows that social cohesion between people involved in CBNRM, the Forest Rangers and local communities was built at the beginning of the process, but then disappeared and was followed by conflict. Stakeholders interpreted and made sense of formally declared participatory management rules (formal institutions) and gradually developed informal relationships, rules and routines (informal institutions) that facilitated the collaboration process and resulted in social cohesion. Conflicts and distrust emerged when replacement CBNRM officers did not respect the informal rules of conduct. The case shows that it is the state of informal rules and relationships that determines the success of a collaborative process rather than formally declared institutions; hence this should be recognized.
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