Derek Armitage

TL;DR: In this paper, the authors identify and outline the core features of adaptive co-management, which include innovative institutional arrangements and incentives across spatiotemporal scales and levels, learning through complexity and change, monitoring and assessment of interventions, the role of power, and opportunities to link science with policy.

TL;DR: In this paper, the authors examine five dimensions of the learning paradox in the context of adaptive co-management, where the learning and linking functions of governance are stressed: (i) definitions of learning, (ii) learning goals and expectations; (iii) mechanisms by which learning takes place; (iv) questions regarding who is involved in the process of learning; and (v) the risks and ethical ambiguities faced by different actors expected to willingly participate in a learning process, whether formal or informal.

TL;DR: In this paper, the authors examine the role of knowledge co-production as an institutional trigger or mechanism to enable learning and adaptation in a rapidly changing Arctic environment, and highlight the importance of a long-term commitment to institution building, an enabling policy environment to sustain difficult social processes associated with knowledge coproduction, and the value of diverse modes of communication, deliberation and social interaction.

TL;DR: The relationship among adaptive capacity, community-based resource management performance, and the socio-institutional determinants of collective action, such as technical, financial, and legal constraints, and complex issues of politics, scale, knowledge, community and culture are examined.

TL;DR: Armitage et al. as mentioned in this paper explored the many faces of co-management, including social learning, social learning and social capital through theory and practice, and the role of adaptive capacity in building resilient livelihoods through Adaptive Co-management.