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Organizational Change in the US Forest Service: Negotiating Organizational Boundaries in the Collaborative Process
Patricia B Orth1, Antony S Cheng2
1Forest and Rangeland Stewardship, Colorado State University, Fort Collins, CO, USA. patti.orth@gmail.com.
Environmental Management
|February 28, 2019
Summary
Community collaboration in forest management is driving organizational change within the United States Forest Service. Boundary negotiations foster learning and adaptation in forest governance.
Area of Science:
- Environmental Management
- Organizational Studies
- Public Administration
Background:
- Growing demand for community participation in forest management globally.
- Limited research on the organizational impacts of collaborative forest governance.
- Need to understand how governmental agencies adapt to stakeholder involvement.
Purpose of the Study:
- To examine organizational change in the United States Forest Service.
- To understand the impact of community collaboration on agency structures and processes.
- To analyze boundary negotiations within forest management field offices.
Main Methods:
- Qualitative case study approach.
- Examination of three community collaborative groups.
- Analysis of organizational boundaries and negotiations.
Main Results:
- Boundary negotiations facilitate organizational change.
- Individual-level learning and behavior changes are key outcomes.
- Negotiations occur across boundaries of knowledge, responsibility, and capacity.
Conclusions:
- Community collaboration induces significant organizational change in forest agencies.
- Understanding these changes aids adaptation to evolving forest management strategies.
- Field-level boundary work is crucial for integrating community input.
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