The Inner-Workings of Collaboration in Environmental Management and Governance: A Systematic Mapping Review
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The Inner-Workings of Collaboration in Environmental Management and Governance: A Systematic Mapping Review Alison Feist
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Ryan Plummer
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Julia Baird
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Received: 15 January 2020 / Accepted: 13 July 2020 © Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract Collaboration has taken centre stage in addressing complex environmental issues and yet several voids are evident in our understanding of it. A systematic mapping review was conducted to synthesize knowledge about the inner workings of collaboration (qualities, outcomes, and their relationship(s)) in environmental management and governance scholarship. Eighty-five scholarly works were included in the review and the analysis revealed 27 qualities, 20 outcomes, and 104 relationships. The frequency and magnitude of each were established through multiple rounds of coding, surfacing their relative prominence in the literature. Collaborative qualities with the greatest prominence included trust building, social learning, dialogue, and active involvement; the most prominent outcomes included social learning and social capital. Descriptive analyses illuminated myriad relationships among collaborative qualities to achieve outcomes, and emphasized the role of collaborative qualities of lesser scholarly attention on achieving outcomes. Findings offer insight for individuals engaging in collaboration and for future work aiming to further explore collaboration. Keywords Collaboration Collaborative governance Collaborative management Collaborative decision-making Environmental governance Environmental management ●
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Introduction Collaboration in environmental management and governance (EMG) is paramount to effectively addressing complex issues (Schuett et al. 2001; Ansell and Gash 2007; Brisbois and de Loë 2017). The emphasis on collaboration is partially a response to limitations of conventional commandand-control approaches to deal with complexity and uncertainty (e.g., Armitage et al. 2009) as well as challenges associated with wicked environmental problems (e.g., Head et al. 2016). Collaboration is also argued to result in a higher likelihood of implementation of solutions and
Supplementary information The online version of this article (https:// doi.org/10.1007/s00267-020-01337-x) contains supplementary material, which is available to authorized users. * Alison Feist [email protected] 1
Environmental Sustainability Research Centre, Brock University, 1812 Sir Isaac Brock Way, St. Catharines, Ontario L2S 3A1, Canada
enhance cooperation among diverse stakeholders (e.g., Fish et al. 2010; Light et al. 2013; Scott 2015). Collaboration is broadly defined as “a process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible” (Gray 1989, p 5). The general concept has garnered increasing attention (Hibbard and Madsen 2003; Koontz and Thomas 2006) and sustained call
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