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Sustainable management processes have undergone a shift from a top-down approach to a bottom-up approach allowing for a more apprehensive inclusion of stakeholders. In traditional hierarchical societies a combination is considered more desirable which is described as a participatory approach that allows for bi-directional knowledge sharing. The question is whether this theoretical approach is viable in practice, taking into account different social, political and cultural influences? Qualitative research was conducted using coding analysis which showed that in practice a great reluctance for change affects the implementation of ICZM. This reluctance is directly related to the level
of power and the level to which stakeholders are embedded in top-down traditions. Two contradicting results emerged. On the one hand theoretical understanding is the highest when reluctance for change is the highest and vice versa. On the other hand a decrease in power results in an increase of the
sustainability of the implementation of participatory ICZM. In the Vietnamese context the tradition of power results in a platform which is both formal and non-formal. The research concludes that a nonformal platform is needed to create social capital, whereas a formal platform will limit the risk for arbitrariness and allow for institutionalisation.
Original languageEnglish
Pages (from-to)42-53
Number of pages12
JournalJournal of Marine and Island Cultures
Volume4
Publication statusPublished - 11 Jul 2015

    Research areas

  • Integrated Coastal Zone Management, bi-directional knowledge sharing, participatory resource management, social learning, change management

ID: 6209662