Staff Publications

Staff Publications

  • external user (warningwarning)
  • Log in as
  • language uk
  • About

    '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.

    We have a manual that explains all the features 

Record number 432964
Title Trust and hidden conflict in participatory natural resources management: The case of the Pendjari national park (PNP) in Benin
Author(s) Idrissou Aboubacary, L.; Paassen, A. van; Aarts, N.; Vodouhè, S.; Leeuwis, C.
Source Forest Policy and Economics 27 (2013). - ISSN 1389-9341 - p. 65 - 74.
DOI https://doi.org/10.1016/j.forpol.2012.11.005
Department(s) Communication Science
Knowledge Technology and Innovation
WASS
Publication type Refereed Article in a scientific journal
Publication year 2013
Keyword(s) critical discourse analysis - organizational trust - integrative model - distrust - realities - future
Abstract This paper investigated how and why the issue of trust building between the park direction and the local communities gave way to a hidden conflict in the participatory management of the Pendjari national park (PNP) in Benin, and how it was managed. The findings revealed that calculus-based trust was built at the beginning of the process and enabled an improved relationship and collaboration between the park direction and local communities, and a subsequent raise of wildlife in the park. However, dysfunctional use of the trust built led to the emergence of distrust, which evolved into conflict. This conflict was hidden by the illusion of peaceful relationships between the stakeholders as pursued in common meetings. It was noticeable only through accusations on each other, including the shift of responsibility for solving the conflict when discussing the management separately with the different stakeholders. We conclude that (dis)trust should not be looked as a static/cognitive state, but as a dynamic frame that may be strategically used in interaction.
Comments
There are no comments yet. You can post the first one!
Post a comment
 
Please log in to use this service. Login as Wageningen University & Research user or guest user in upper right hand corner of this page.