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Designing NGO Interventions in Forest Commons of the Western Ghats, India

Is it Possible to Avoid Institutional Panaceas While Using Design Principles

Bibliographic Data

ID12960498
AuthorsAnushri Narayan Visweswaran (0000-0002-1443-6812, Utrecht University), Frank Van Laerhoven (0000-0003-4282-7383, Utrecht University, corresponding author)
Year2024
Volume18
Issue1
Publication date2024-02-19
Open AccessYes
TypeARTICLE
VenueInternational Journal of the Commons (JOURNAL)
Journal identifiersISSN: 1875-0281 • E-ISSN: 1875-0281
PublisherUbiquity Press, Ltd. (PUBLISHER)
DOI10.5334/ijc.1314
OpenAlexW4391931643
LanguageEN
References cited22

Scholarship shows that community forests can be sustainably self-governed through collective action. In the Western Ghats (India), many NGOs have risen to support communities with this task. Few scientific studies explore NGO interventions in CPR governance. As a result, we observe a risk of over-generalising scientific knowledge over many different contexts when designing interventions, resulting in prescriptive institutional panaceas. We ask: Can design principles be applied by practitioners, NGOs in particular, in designing forest CPR interventions while avoiding institutional panaceas? We identified 12 design principles for sustainable community CPR governance in literature. We compared these conditions against NGO interventions in the Western Ghats. Data was collected through semi-structured interviews and document analysis of 10 NGOs. We found that NGOs applied most design principles through a range of particular activities. By combining these activities in different ways based on local contexts and intervention stage, we show how the concern about over-generalisation of design principles could be avoided

Business · Commons · Economics · Environmental resource management · Natural resource economics · Political science · Psychological intervention · Conservation, Biodiversity, and Resource Management · Forest Management and Policy · Law · Psychology · Sustainability and Climate Change Governance

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Highly citedNo

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