Document Type : Research Paper
Authors
1 Professor, Department of Reclamation of Arid and Mountain Regions, Faculty of Natural Resources, University of Tehran, Karaj, Iran
2 Associate Professor, Department of Architecture, Faculty of Architecture and Urban Planning, Central Tehran Branch, Islamic Azad University, Tehran, Iran
3 M.Sc in Watershed Management, Department of Reclamation of Arid and Mountain Regions, Faculty of Natural Resources, University of Tehran, Karaj, Iran
4 Research Assistant Professor, Rural Development Studies Center, Natural Hazards Research Institute, Tehran, Iran
Abstract
Background and Objectives
Sustainable natural resource management in arid regions necessitates adopting novel approaches like participatory governance, which emphasizes interaction and collaboration among diverse stakeholders. In this context, organizational cohesion, as an indicator of coordination and interconnectedness among relevant entities, plays a fundamental role in facilitating participatory processes. This research aims to analyze the dynamics of organizational cohesion in Taftan County and investigate the impact of implementing development plans on it, utilizing the Social Network Analysis (SNA) method. By doing so, it seeks to provide a clearer picture of how institutional cohesion contributes to achieving participatory resource governance in arid environments.
Methodology
This study employs the Social Network Analysis (SNA) approach to examine the structure of relationships and interaction patterns among organizations and institutions involved in implementing the Rural Development and Progress Plan in Taftan County, which plays a vital role in the participatory and sustainable governance of the region's rangeland and desert resources. For this purpose, the relationships among 25 relevant organizations involved in this plan were studied across two time points: before its implementation (2021) and after its implementation (2023). The organizations under study were identified through a review of relevant documents related to the Rural Development and Progress Plan for rural complexes, using a full network sampling method. Data on the level of information exchange and collaboration among these organizations were collected via a questionnaire utilizing a 5-point Likert scale. The collected data were converted into a binary matrix (zero and one) and processed using Excel for preparation and UCINET for network analysis. To analyze the network structure and its characteristics, various SNA macro-level indicators including density, centralization (in-degree and out-degree), reciprocity, transitivity, and average geodesic distance were calculated, and their changes over time were evaluated.
Results
The results of the social network analysis indicated that, following the implementation of the rural development and progress plan in Taftan County, significant changes occurred in the structure of the organizational relationship network. Network density increased from 42% before the project to 59% after the project, indicating an expanded level of communication and interaction among organizations for better coordination in natural resource management. Furthermore, the reciprocity of ties significantly increased from 28% to 59%, reflecting the formation of more reciprocal and stable relationships among network actors in information exchange and collaboration pertinent to natural resources. Conversely, degree centralization decreased in both in-degree and out-degree networks; out-degree centralization dropped from 63.9% to 52.8%, and in-degree centralization fell from 24.8% to 22.4%. This signifies a more balanced distribution of power and influence within the network and increased participation of more organizations in natural resource-related decision-making processes. In addition, the increase in network transitivity from 32% to 43% and the reduction in average geodesic distance from 1.33 to 1.25 clearly demonstrate improved structural cohesion and accelerated information and knowledge exchange among active organizations in the region. These positive structural changes enhance the organizational network's potential to respond cohesively to natural resource management challenges and advance the goals of collaborative governance in this domain.
Conclusion
The findings of this research indicate that the implementation of the rural development and progress plan in Taftan County, by creating positive changes in the structural indicators of the organizational relationship network, has significantly contributed to strengthening organizational cohesion towards effective participatory governance in the management of this region's resources. Future research could delve deeper into the mechanisms creating these changes and their impact on the tangible outcomes of resource management and rural development in Taftan County.
Keywords
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