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Institutional change and institutional performance under decentralized forest management in Babati District, Tanzania

Babili, Innocent H [autor] | Mtalo, Elifuraha [autor/a] | Kajembe, George C [autor] | Van Der Wal, Hans [autor].
Tipo de material: Artículo en línea Artículo en línea Tipo de contenido: Texto Tipo de medio: Computadora Tipo de portador: Recurso en líneaTema(s): Ordenación forestal | Política forestal | Gobernanza | Comunidades rurales | Instituciones ambientalesTema(s) en inglés: Forest management | Forest policy | Governance | Rural communities | Environmental institutionsDescriptor(es) geográficos: Babati (Manyara, Tanzania) Nota de acceso: Disponible para usuarios de ECOSUR con su clave de acceso En: Small-scale Forestry. volumen 14, número 3 (September 2015), páginas 381-400. --ISSN: 1873-7854Número de sistema: 6876Resumen:
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In the last three decades, self-governed robust institutions and design principles were emphasized for effective management of the commons including forests. However, little attention was given to institutional change and institutional performance. This paper addresses the relationship between institutional change and institutional performance under decentralized forest management (DFM) in Babati District, Tanzania. It is demonstrated that both constitutional and operational changes occurred under DFM in Babati. Institutional changes were found to be associated with improved condition of forest resources, good governance and sustainable livelihoods. However, cash income accrued from forests under DFM did not improve. Theoretically, a framework of multiple institutional logics of action was found more capable of explaining institutional change and institutional performance than Ostrom's rational choice institutionalism and design principles.

Recurso en línea: http://link.springer.com/article/10.1007%2Fs11842-015-9294-x |
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Disponible para usuarios de ECOSUR con su clave de acceso

In the last three decades, self-governed robust institutions and design principles were emphasized for effective management of the commons including forests. However, little attention was given to institutional change and institutional performance. This paper addresses the relationship between institutional change and institutional performance under decentralized forest management (DFM) in Babati District, Tanzania. It is demonstrated that both constitutional and operational changes occurred under DFM in Babati. Institutional changes were found to be associated with improved condition of forest resources, good governance and sustainable livelihoods. However, cash income accrued from forests under DFM did not improve. Theoretically, a framework of multiple institutional logics of action was found more capable of explaining institutional change and institutional performance than Ostrom's rational choice institutionalism and design principles. eng

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