Exploring institutional adaptive capacity in practice: examining water governance adaptation in Australia

Bettini, Yvette; Brown, Rebekah Ruth; Haan, Fjalar J. de

doi:10.5751/es-07291-200147

Cited by 86 publications

(53 citation statements)

References 57 publications

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“…The revelation of drivers of unsustainability and path dependencies creates the condition forrevealing institutions, technologies and behaviours that need to be strategically phase-out (Meadowcroft 2009;Burch and Robinson 2007). Undermining vested interests and existing (financial, regulatory) incentive structures enables reducing the comparative advantage of business-asusual towards emerging alternatives, for example, by penalising unsustainable practices (Bettini et al 2015;Geels 2014;Kivimaa and Kern 2016). Breaking open resistance to change diminishes support for business-as-usual and creates opportunities and awareness for alternatives (Kivimaa and Kern 2016;Hermwille 2017).…”

Section: Capacities Framework For Transformative Climate Governancementioning

confidence: 99%

Steering transformations under climate change: capacities for transformative climate governance and the case of Rotterdam, the Netherlands

2018

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In light of the persistent failure to reduce emissions decisively, facilitate long-term resilience against climate change and account for the connectedness of climate change with other social, environmental and economic concerns, we present a conceptual framework of capacities for transformative climate governance. Transformative climate governance enables climate mitigation and adaptation while purposefully steering societies towards low-carbon, resilient and sustainable objectives. The framework provides a systematic analytical tool for understanding and supporting the already ongoing changes of the climate governance landscape towards more experimental approaches that include multi-scale, cross-sectoral and public-private collaborations. It distinguishes between different types of capacities needed to address transformation dynamics, including responding to disturbances (stewarding capacity), phasing-out drivers of path dependency (unlocking capacity), creating and embedding novelties (transformative capacity) and coordinating multi-actor processes (orchestrating capacity). Our case study of climate governance in Rotterdam, the Netherlands, demonstrates how the framework helps to map the activities by which multiple actors create new types of conditions for transformative climate governance, assess the effectiveness of the capacities and identify capacity gaps. Transformative and orchestrating capacities in Rotterdam emerged through the creation of space and informal networks for strategic and operational innovation, which also propelled new types of governance arrangements and structures. Both capacities support stewarding and unlocking by integrating and mainstreaming different goals, connecting actors to each other for the development of solutions and mediating interests. Key challenges across capacities remain because of limited mainstreaming of long-term and integrated thinking into institutional and regulatory frameworks. As the ongoing changes in climate governance open up multiple questions about actor roles, effective governance processes, legitimacy and how effective climate governance in the context of transformations can be supported, we invite future research to apply the capacities framework to explore these questions.

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Section: Capacities Framework For Transformative Climate Governancementioning

confidence: 99%

Steering transformations under climate change: capacities for transformative climate governance and the case of Rotterdam, the Netherlands

2018

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“…The concept of adaptive governance refers to an institutional design characterized by relationships between and among individuals, organizations, management agencies, and other key entities at various scales that encourage adaptive learning and institutional reform (Garmestani and Benson 2013, Chaffin et al 2014, Bettini et al 2015, Koontz et al 2015. Adaptive capacity reflects the ability of people within specific institutional settings to proactively or reactively respond to threats and dynamics (Smit and Wandel 2006), with adaptation associated with greater flexibility of institutions, opportunities for communication and learning, a polycentric design that avoids high transaction costs, and the presence of leadership in the face of complex challenges (Koontz et al 2015).…”

Section: Environmental Governance and Extreme Eventsmentioning

confidence: 99%

Adaptation to a landscape-scale mountain pine beetle epidemic in the era of networked governance: the enduring importance of bureaucratic institutions

Abrams¹,

Huber-Stearns²,

Bone³

et al. 2017

E&S

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ABSTRACT. Landscape-scale forest disturbance events have become increasingly common worldwide under the combined influences of climate change and ecosystem modification. The mountain pine beetle (Dendroctonus ponderosae) epidemic that swept through North American forests from the late 1990s through the early 2010s was one of the largest such disturbance events on record and triggered shocks to ecological and economic systems. We analyze the policy and governance responses to this event by focusing on three national forests in the state of Colorado and on the agency responsible for their management, the U.S. Forest Service. We found that the event triggered the formation of new hybrid agency/nonagency organizations that contributed both legitimacy and capacity to address the most immediate threats to human safety and infrastructure. Despite the use of a highly networked governance structure, longstanding U.S. Forest Service institutions continued to heavily influence the scope of the response and the means for implementing management activities. We detected relatively limited institutional response at the level of the agency as a whole, even as regional-and local-scale institutions within Colorado showed greater dynamism. Indeed, the changes to agency institutions that were detected were largely consistent with institutional change trajectories already in place prior to the epidemic. Our study points to the importance of institutional persistence and path dependence in limiting the latitude for adaptation to social and environmental shocks.

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“…As decisões precisam aproveitar o conhecimento por meio da geração de objetivos comuns e planos de ação (BETTINI;HAAH, 2015). A empresa 1 institucionalizou um comitê socioambiental interno onde diretores de todas as áreas da organização participam para avaliar se as decisões tomadas vão ao encontro dos princípios da sustentabilidade.…”

Section: Capacidade De Decisãounclassified

A resiliência como fonte de renovação da sustentabilidade organizacional

Souza¹

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Muitas práticas organizacionais antes inexistentes estão sendo implementadas e, ainda, construídas pelas empresas a fim de garantir uma atuação marcada pela geração de resultados positivos para o meio ambiente, a sociedade e viáveis financeiramente. A sustentabilidade tem que estar integrada na estratégia de negócio da empresa e, por isso, há a necessidade de adotar práticas que visem o desenvolvimento de capacidades e competências sustentáveis de modo contínuo. Neste contexto, usa-se o conceito de resiliência que significa a capacidade de uma empresa em lidar com um ambiente complexo e dinâmico. A resiliência é uma capacidade dinâmica e sua principal característica é a geração de competências. Desse modo, a perspectiva da resiliência pode ajudar no desenvolvimento de práticas sustentáveis capazes de gerar novas capacidades para lidar com as demandas da sustentabilidade num ambiente de alta complexidade para sistemas dinâmicos. O presente estudo teve como questão de pesquisa: "como a resiliência contribui para a sustentabilidade das organizações?". Dois métodos de coleta foram utilizados para responder a esta pergunta: entrevistas semiestruturadas com gestores de empresas da área de meio ambiente ou sustentabilidade e grupo focal com especialistas das áreas de resiliência e sustentabilidade. Após a análise dos dados, encontrou-se os procedimentos para desenvolver a resiliência na sustentabilidade organizacional tanto na teoria como na prática -planos de longo prazo, reuniões periódicas, benchmarking, comunicação entre áreas e hierarquias distintas, parcerias e ações eco eficientes -e práticas de valorização dos aspectos humanos como o comportamento dos líderes e a cultura compartilhada entre os membros da organização. Os especialistas compreendem a resiliência como um conjunto de práticas que consideram os aspectos procedimentais e humanos para o alcance da sustentabilidade validando, assim, a teoria e os achados do primeiro método -entrevistas com gestores de empresas do setor industrial.Palavras-chave: Resiliência; Capacidade dinâmica; Sustentabilidade. Many organizational practices did not exist before are being implemented, and also built by companies in order to ensure a performance marked by generating positive results for the environment, society and financially viable. Sustainability has to be integrated in the company's business strategy and therefore there is a need to adopt practices aimed at capacity building and sustainable skills continuously. In this context, we use the concept of resilience which means the ability of a company to deal with a complex and dynamic environment. Resilience is a dynamic capability and its main feature is the generation of skills. Thus, the perspective of resilience can help in the development of sustainable practices that generate new capabilities to cope with the demands of sustainability in a highly complex environment for dynamic systems. This study was the research question: "how resilience contributes to the sustainability of organizations?". Two collection method...

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Exploring institutional adaptive capacity in practice: examining water governance adaptation in Australia

Cited by 86 publications

References 57 publications

Steering transformations under climate change: capacities for transformative climate governance and the case of Rotterdam, the Netherlands

Steering transformations under climate change: capacities for transformative climate governance and the case of Rotterdam, the Netherlands

Adaptation to a landscape-scale mountain pine beetle epidemic in the era of networked governance: the enduring importance of bureaucratic institutions

A resiliência como fonte de renovação da sustentabilidade organizacional

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