Document Type : Research Paper

Authors

• Iman Islami ¹
• Farhad Khabazi ²
• Elmira Asadi-Fard ³
• Mohammad Reza Kargar ⁴

¹ Assistant Professor of Rangeland Management Department, Faculty of Natural Resources and Marine Sciences, Tarbiat Modares University, Noor , Iran

² Department of Forest Science and Engineering, Faculty of Natural Resources and Marine Sciences, Tarbiat Modares University, Noor, Iran

³ Department of Environmental Sciences, Faculty of Natural Resources and Marine Sciences, Tarbiat Modares University, Noor, Iran

⁴ Senior Expert, General Department of Natural Resources and Watershed Management of Fars Province, Shiraz, Iran

Abstract

Extended Abstract
Background and Objectives: One of the major contemporary challenges in the field of natural resources is their degradation and decline, a process that has unfortunately accelerated with population growth and increasing human pressures. Furthermore, many national and regional development programs have been implemented without due consideration for strengthening governance structures in natural resource management. In this context, the role of governmental organizations and institutions in mitigating these damages is undeniable. One powerful tool for understanding the governance network and the behavioral patterns of such organizations is Social Network Analysis (SNA), which facilitates a deeper understanding of inter-organizational relations and their respective roles. Accordingly, the main objective of this study is to map the hybrid or inter-organizational network of key decision-making actors in the governance and management of natural resources in Fars Province (including governmental and non-governmental organizations), visualize their relationships, and identify their structural patterns within the natural resource governance framework of the region.
 
Materials and Methods: The research was conducted in three main stages. The first stage involved identifying organizational stakeholders, while the second involved analyzing their functional roles using the UCINET 6.0 software and the core–periphery index. Stakeholder identification was carried out through snowball sampling, and data collection was based on a structured SNA questionnaire and in-depth interviews with 25 key actors involved in natural resource governance in Fars Province. The questionnaires aimed to identify key stakeholders and their communication patterns in the governance network. The second stage focused on the analysis of inter-organizational interactions and the identification of the nature of these collaborations. Functional roles were analyzed using the core–periphery structure, in which nodes (organizations) were classified into core and peripheral categories. Core organizations were characterized by strong, frequent connections and high density across the network, while peripheral organizations displayed weak ties and lower network density.
Results: The study identified 25 key actors in the participatory natural resource governance network in Fars Province. These were classified into two main categories: 17 actors in the core group and 8 in the periphery. The core group included key players responsible for planning and enhancing the coherence of the governance network. The Fars Natural Resources and Watershed Management Organization emerged as the most central and influential node in the network. Additionally, six organizations with intermediary roles and six with developmental roles were identified as important actors in the network. For example, organizations such as Rural Cooperatives and County Governorates contributed to local empowerment and capacity building. Similarly, village councils and rural municipalities served as intermediaries for promoting public participation and monitoring natural resources. The findings emphasize the significance of inter-organizational collaboration and the pivotal role of local actors in achieving participatory natural resource governance. According to the results of the core–periphery index, the actors were categorized into two groups: Group 1 (Core), with a density index of 0.713, included key organizations playing major roles in resource management and regional development. Group 2 (Periphery), with a lower density of 0.196, consisted of organizations that contributed less significantly to governance and coordination.
Conclusion: The findings reveal that 17 core actors maintain high levels of interaction in the natural resource governance network of Fars Province. Other identified actors demonstrated weaker collaborative ties and lower network dynamism. The Natural Resources and Watershed Management Organization remains the central institution with the most influential role, followed by the Fars Provincial Government and the Agricultural Jihad Organization, both of which play key roles in coordination and supervision. In contrast, organizations such as the Railway Administration, Civil Registration Organization, and Cultural Heritage Department were identified as having minimal connectivity within the governance network.
A noteworthy phenomenon in this assessment was the emergence of hybrid organizational communities within the institutional decision-making network of natural resource governance in Fars. These hybrid structures consist of clusters of 2 to 5 organizations that jointly execute key management functions.
The formed hybrid governance model revolves around the Natural Resources Organization and includes interconnected communities with 2 to 6 members, whose collaborations are based on shared goals or complementary functions. These hybrid networks are understood as relational structures shaped by organizational pathways and governance objectives. Thus, by identifying and defining the hybrid network governance model in Fars Province, this study has revealed the trajectory of organizational collaboration in natural resource management and provided a targeted framework for improving governance. The findings can inform policy formulation to enhance the efficiency, agility, and cohesion of governance components and offer a more robust response to the ongoing challenges in the region's natural resource management.

Keywords

• Core–Periphery
• Hybrid Networks
• Institutional Actors
• Natural Resource Governance
• Network Density
• Social Network Analysis (SNA)