Information Flow within the Social Network Structure of a Joint Strategic Plan for Management of Great Lakes Fisheries

Abstract

Transboundary fish stocks are governed by multiple entities, involving individuals with different expertise and sociocultural backgrounds and representing various institutions and jurisdictions. At times, individuals from these entities collaboratively make fishery governance decisions, and the existence of collegial or personal relationships may facilitate the decision‐making process and result in better management of fish stocks. Although studies have assessed several aspects of fisheries institutional structures, very few have looked at the impact of social network structure. In this study, we found evidence for the perceived effectiveness of A Joint Strategic Plan for Management of Great Lakes Fisheries in its social network structure. We focused on the frequency of interactions for exchanging information about Great Lakes fish stocks in general and lake sturgeon Acipenser fulvescens in particular. These informational exchanges correspond to distinct social network structures, the fish stocks network and the lake sturgeon network. Similarities in participants’ attributes and perceptions about fisheries governance may have facilitated the formation of social ties within these networks. The lake sturgeon network had significant subgroups wherein flow was more concentrated. The formation of these subgroups appears to have been influenced by individuals’ employer type, committee affiliation, and perception about lake sturgeon governance. These subgroups were found to have 11 central individuals and two central subgroups. When comparing the central and noncentral individuals’ attributes and perceptions, we did not find a significant difference that explains why the 11 individuals were central. Similarly, no significant differences were found in comparing the central and noncentral subgroups. In assessing the flow of information within and across these subgroups, we found that it was evenly distributed with some specialization of flow between subgroups, the latter probably related to the presence of bridging individuals connecting the subgroups. Received March 24, 2010; accepted March 23, 2011

Who You Speak to Matters: Information Sharing and the Management of a Small-Scale Fishery

“…organizations. To our knowledge, this is the first study looking at information sharing in an Australian fishery social network and one of the few network studies looking at information sharing between small-scale fishery stakeholders globally (Bodin and Norberg, 2005;Leonard et al, 2011;Turner et al, 2014).…”

“…The inclusion of stakeholders in the management process (i.e., co-management), along with the study of social networks is fundamental when assessing fishery management approaches. One way to integrate the study of social networks in fisheries research is by better understanding informationsharing within the network and how the structure of the network influences this exchange (Leonard et al, 2011). Information exchange often depends on making and maintaining positive interactions with key individuals and organizations.…”

The need for decision‐support tools for a changing climate: application to inland fisheries management

“…For example, Leonard et al . () found that a well‐integrated social network supported the effectiveness of a Joint Strategic Plan for Management of Great Lakes Fisheries. Participants in the Joint Strategic Plan formed strong social ties, benefitted from an easy exchange of information and their ability to share resources facilitated the implementation of the Plan.…”

Overcoming barriers to transfer of scientific knowledge: integrating biotelemetry into fisheries management in the Laurentian Great Lakes

“…The emphasis on the importance of these meetings is a unique feature of the GLFC and GLATOS and has been identified for its success in promoting social ties and establishing relationships. These meetings are thought to increase the effectiveness of management coordination in the multi-jurisdictional Great Lakes (Leonard et al 2011). Although the Joint Strategic Plan and coordination efforts from the GLFC have been viewed as an important and successful initiative for improving coordination and communication among management jurisdictions and researchers, room for improvement still exists to bridge across differences in culture and norms of science and practice.…”