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THE ROLE OF A GLOBAL ORGANIZATION IN TRIGGERING SOCIAL LEARNING: Insights from a Case Study of a World Heritage Cultural Landscape Nomination in Bali
Stockholm University, Stockholm Resilience Centre.
2009 (English)Independent thesis Advanced level (degree of Master (Two Years)), 40 credits / 60 HE creditsStudent thesis
Abstract [en]

Cultural landscapes provide goods and services that humans depend on. Managingsuch landscapes requires an institutional context that is safeguarding its functions.Collaboration among various stakeholders, organizations and authorities for establishingecosystem- based management is considered to be a major challenge and often transformationin governance is required. While governance that is integrating agencies across multiplespatial and institutional levels is increasingly suggested in trans-disciplinary research onsocial-ecological systems, processes on how to achieve this are poorly understood.Social learning is acknowledged for enhancing collaboration among multiplestakeholders, to increase actors’ capacity to deal effectively with the plurality of perceptions,to take collective decisions and to learn from experience. This case study is arguing that aninternational organization can trigger social learning. Emphasizing the role of guidance, thesense of prestige and creation of a common platform, specifically, it is exploring learningconditions, procedures and outcomes within a stakeholder group that is carrying out theWorld Heritage nomination of a cultural landscape in Bali. It exemplifies the challenge formanagement of a social-ecological system, in which no longer only the local resource usersand authorities have interest concerning the cultural landscape they are living in, but alsoglobal agencies are influencing management and hence the ecosystem itself.In that sense, the study is supporting the need of multi-scale governance dealing withglobal changes in natural resource management. It provides an example of a global actorsupporting self- organized learning processes. Though a structural social learning analysis, theunderstanding for this concept is deepened. Results reveal the potential and limits of aninternational organization in triggering sense making for a common vision, integratingstakeholders across vertical and horizontal scales and changing institutional frameworks thatenhance further learning and collaboration.

Place, publisher, year, edition, pages
2009. , 78 p.
National Category
Social Sciences Interdisciplinary
URN: urn:nbn:se:su:diva-41262OAI: diva2:329245
Life Earth Science
Available from: 2010-07-08 Created: 2010-07-08 Last updated: 2010-07-08Bibliographically approved

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