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The frames and approaches adopted for collaborative catchment management (CCM) by 22 host organizations in England were examined. Hosts framed and approached CCM according to their particular funding arrangements, management priorities, actor networks, attitudes toward knowledge and uncertainty, and willingness to share power and take risks. The findings support the theory of path dependency, and indicate that the majority of hosts created CCM groups that were much narrower in scope, direction, and structure than had been envisaged by government policymakers. To address this, a new national policy framework for catchment management in England is recommended that defines guiding principles for collaboration and balances the needs for clear direction and discretion in policy implementation.

Develop understanding of business arguments and reasoning, with a clear progression pathway and case studies that illustrate core points. - Guides students through the content in an easy to understand way, with the new 'logic chain' feature at the start of every chapter showing them the progression clearly. - Helps students apply their knowledge and analyse business data with real business examples throughout. - Consolidates students' learning and prepares them for assessment with the workbook feature at the end of every chapter containing knowledge check and practice questions

AbstractAn important, although insufficiently answered, environmental governance research question concerns how exactly participation improves policy implementation at different scales. Numerous studies have highlighted important variables influencing the effectiveness of participatory processes. However, studies of participation tend to be strongly process‐oriented rather than system‐oriented and often overlook the reality that participatory processes are part of increasingly complex and broader decision‐making systems. By analyzing particular process‐system linkages, this paper contributes new knowledge regarding how participatory processes can influence decision‐making in polycentric governance systems. This study focuses on the implementation of the EU Water Framework Directive, which aims for good ecological and chemical status in all European waters, in six German states with varied polycentric decision‐making structures. No direct decision‐making power was found to be associated with any of the participatory processes themselves. Rather, the power remained embedded within the other established institutional structures. Nevertheless, the participatory processes did still intend to influence decision‐making within those established structures through the aggregation and multiplication of information. The findings show that only a few representatives or a small proportion of the total number of decision‐makers are involved in participatory processes. Therefore, those processes may either affect decisions directly due to the binding nature of the decisions taken within participatory processes or alternatively have effects through more complex and nuanced multiplication routes following the conclusion of each participatory process. Moreover, all of the participatory processes examined in this study were reliant to some extent on such multiplication mechanisms to amplify the effects on decisions throughout the overall polycentric governance system.

Guidelines produced by some major international organisations create a misleading impression that Integrated Water Resources Management (IWRM) can be implemented in a standardized fashion. However, contextual conditions vary from place to place, and differences in beliefs, attitudes, customs, and norms sensibly influence interpretation and implementation. Experiences with IWRM in Oregon (USA) and Ontario (Canada) are examined with regard to scope, scale, responsibility, engagement, finances and financing, and review processes and mechanisms. Development of IWRM and the evolution of governance have been shaped by different concerns and beliefs. Oregon has adopted a locally-driven and entrepreneurial approach, whereas Ontario developed a co-operative inter-governmental approach. In both cases, IWRM governance has also evolved due to changes in funding and priorities, which have benefitted some catchments and communities more than others. Both cases provide positive examples of reflexivity and resilience, and demonstrate the importance of review processes and strong cross-scale connections for effective governance. While underlying principles may be relevant for other locations, it would be a mistake to think that either of the two approaches for IWRM could be replicated elsewhere in their exact form. Implementation of IWRM in other parts of those countries and the world should,therefore,start with careful analysis of the local context, and existing governance arrangements and governmentalities.

Dies ist kein Lehrbuch, sondern ein interessant aufgemachtes Buch, das auf unterhaltsame Art in das Management einführt. Entsprechend gängiger Gliederung (Unternehmensgründung, Personalwesen, Finanzwesen, Betriebsführung, Marketing, Produktionswirtschaft) wird anhand erfolgreicher Personen und Konzepte (z.B. Steve Jobs und Apple, Lawrence Page und Google, Jeff Bezos und Amazon) gezeigt, wie man im Management ticken muss, wenn man erfolgreich sein will. Amüsante Zuspitzungen, kurze und knappe Ausführungen, Fotos, Diagramme, alles bereitet Lesevergnügen. Und so ganz nebenbei bekommt man noch Modelle und Strategien beigebracht, die sich in "seriöser" Hochschulliteratur ziemlich sperrig anfühlen könnten. Interessierte Laien haben wohl den gröt︢en Gewinn, aber auch Praktiker können durchaus profitieren, indem ihnen der Blick über den Tellerrand, das Querdenken, das Infragestellen eigener Positionen erleichtert wird. (2)

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This review was undertaken during October 2016. As the review was very rapid (in an attempt to coincide with strategic national environment policy considerations) and unfunded, what follows should be considered as a high-level review; raising questions and pointers for further research and evidence gathering. CSG members drew upon their own experience, documents provided by the Defra group, other sources and CSG members' understanding of their research evidence in developing the review. Three questions were specified: 1. Is the CaBA Policy Framework still fit for purpose? 2. Is the purpose and goal of the Policy Framework still being met? 3. What changes are required to improve wider partnership working or how the CaBA Policy Framework might be expanded? We are acutely aware of the uncertainties associated with Brexit and therefore our review is inevitably subject to revision as national policy and legislative priorities emerge. This includes possible responses to the expected consultation on Defra's 25 Year Environment Plan.