Collaborative networks for collective action in a Brazilian Marine Extractive Reserve

Abstract

Community-based co-management strategy has been implemented in coastal and marine protected areas to reconcile resource use with biodiversity conservation, and to foster governance through the participation of multiple actors like governments, social civil organizations, and traditional resource users. How actors engage in collaboration will determine specific network structures that can facilitate or hinder different processes. The analysis of network structures can evidence the presence of social capital and leadership, both necessary to achieve collective action and contribute to build resilience and increase adaptability. Through the statement of collective action problems related to (1) biodiversity, (2) governance, and (3) socioeconomic issues we study the potential for collaboration between institutions in the Deliberative Council of Canavieiras Extractive Reserve. We identify network structures that can promote the presence of social capital and leadership necessary to address the collective action problems that may arise. The federal environmental agency was the most sought institution for solving almost all problems. This central institution can act as a coordinator and fosters collective action. Regardless, the high dependency on this federal environmental agency can affect the system’s resilience because of its complex and bureaucratic structure, which can delay and hinder the collective action process. Traditional communities and their leadership institution have high social capital for collective action. Several institutions seem to share the bridging position in the networks, revealing the decentralization of this role that may provide resilience to changes in the governance of the system.

Keywords

• co-management
• common-pool resource
• governance
• leadership
• marine protected area
• small-scale fisheries
• social capital
• social network analysis