Suchergebnisse

This case study investigates change processes in the International Council for the Exploration of the Sea (ICES) over a 10-year period. It aims to increase the understanding of the dynamics of change processes in organizations which operate at the science-policy interface at the international level. ICES plays a key role in supplying policymakers and marine management agencies with scientific advice. The challenges facing governance of oceans and coastal areas have led these actors to embrace an ecosystem-based approach. This study takes a qualitative, transdisciplinary approach to investigate if and how ICES has responded to this shift towards a more holistic management paradigm. Resilience theory, combined with organizational change theory, is used to analyze several change processes identified. The ICES advisory program and the ICES science program have both undergone major reforms during the last 10 years. The ICES Secretariat has been reorganized, and strategic planning has given ICES new guiding documents. While the ecosystem-based approach was important as a backdrop for the reforms, it was not manifested as a dominating driver behind the changes. The major drivers were the need to improve efficiency and a striving for better integration between different components within the organization. The findings show that the international network structure of ICES gives a different dynamics of change compared to similar processes in traditional hierarchical government organizations. Implementation of change requires time to allow for broad consultations, which are important to ensure support and a sense of ownership within the ICES community. Changes are implemented incrementally to align with opportunities and constrains embedded in the complex institutional landscape within which ICES resides. These insights can contribute to the development of strategies aiming to enhance the capacity to govern marine ecosystems and build resilience of social-ecological systems.