Skip to main content Accessibility help
×
Hostname: page-component-8448b6f56d-jr42d Total loading time: 0 Render date: 2024-04-23T09:53:38.141Z Has data issue: false hasContentIssue false

17 - Leaping Forward

The Need for Innovation in Wildlife Conservation

Published online by Cambridge University Press:  19 April 2019

Beatrice Frank
Affiliation:
Capital Regional District of Victoria Regional Parks
Jenny A. Glikman
Affiliation:
Institute for Conservation Research, San Diego Zoo Global
Silvio Marchini
Affiliation:
Universidade de São Paulo
Get access

Summary

Through the lens of the Lion Guardians model, we discuss the paradigms of conservation success by focusing on innovation. We posit that a linear view of coexistence is limiting and can reduce conservationists’ ability to successfully understand the conservation context and implement long-term successful initiatives. To overcome this, we can borrow insights from the business world and pedagogy of innovation to elucidate our understanding of how to maintain long-term coexistence in conservation. We work with local communities to protect lions by blending traditional knowledge and values with science. The Guardians monitor lions and mitigate conflicts between livestock and carnivores through various interventions and preventative actions. Through this model, radical innovation was employed, characterized by high risk and high uncertainty, and a focus on unprecedented performance created a dramatic change in the landscape. This resulted in a tripling of the lion population, one of the only places in Africa outside of protected areas with this achievement. This chapter provides an ideal case study to highlight the importance of transformative innovation for communities and lions.
Type
Chapter
Information
Human–Wildlife Interactions
Turning Conflict into Coexistence
, pp. 359 - 383
Publisher: Cambridge University Press
Print publication year: 2019

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

17.5 References

Bauer, H., Becker, M., Begg, C., Bertola, L., Chapron, G., Croes, B., Dricuru, M., Funston, P. F., Groom, R., Henschel, P., Hunter, L., Loveridge, A., Macdonald, D., Packer, C., Petracca, L., Robinson, H., Tende, T., Tumenta, P. F., Venktraman, M., White, P. A. & Winterbach, C. (2016). Panthera leo. The IUCN Red List of Threatened Species 2016. e.T15951A79929984.Google Scholar
Berkes, F., Coldin, J. & Folke, C. (2008). Navigating Social-Ecological Systems: Building Resilience for Complexity and Change. Cambridge: Cambridge University Press.Google Scholar
Berkes, F. & Folke, C. (2000). Linking Social and Ecological Systems: Management Practices and Social Mechanisms for Building Resilience. Cambridge: Cambridge University Press.Google Scholar
Biggs, R., Westley, F. R. & Carpenter, S. R. (2010). Navigating the back loop: Fostering social innovation and transformation in ecosystem management. Ecology & Society, 15(2), art. 9.Google Scholar
Brashares, J. S., Abrahms, B., Fiorella, K. J., Golden, C. D., Hojnowski, C. E., Marsh, R. A., McCauley, D. J., Nuñez, T. A., Seto, K. & Withey, L. (2014). Wildlife decline and social conflict. Science, 345(6195), 376–8.Google Scholar
Cantwell, J. (1989). Technological Innovation and Multinational Corporations. Cambridge, MA: B. Blackwell.Google Scholar
Carrillo-Hermosilla, J., del Río, P. & Könnöläc, T. (2010). Diversity of eco-innovations: Reflections from selected case studies. Journal of Cleaner Production, 18(10), 1073–83.Google Scholar
Colfer, C. J. P. (2005). The Complex Forest: Communities, Uncertainty, and Adaptive Collaborative Management. Washington, DC: Resources for the Future.Google Scholar
Cooke, B. & Kothari, U. (2001). Participation: The New Tyranny?. London: Zed Books.Google Scholar
Dangol, S. (2005). Participation and decision making in Nepal. In Colfer, C. J. P., ed., The Equitable Forest: Diversity, Community, and Resource Management. Washington, DC: Resources for the Future and CIFOR, pp. 5471.Google Scholar
Dewar, R. D. & Dutton, J. E. (1986). The adoption of radical and incremental innovations: An empirical analysis. Management Science, 32(11), 1422–33.Google Scholar
Dolrenry, S., Hazzah, L. & Frank, L. G. (2016). Conservation and monitoring of a persecuted African lion population by Maasai warriors. Conservation Biology, 30(3), 467–75.CrossRefGoogle ScholarPubMed
Duchesneau, T. D., Cohn, S. F. & Dutton, J. E. (1979). A Study of Innovation in Manufacturing: Determinants, Processes, and Methodological Issues. Orono: University of Maine, Social Science Research Institute.Google Scholar
Ettlie, J. E., Bridges, W. P. & O’Keefe, R. D. (1984). Organization strategy and structural differences for radical versus incremental innovation. Management Science, 30(6), 682–95.Google Scholar
Govindarajan, V. & Srinivas, S. (2013). The innovation mindset in action: 3M corporation. Harvard Business Review, H00B25-PDF-ENG.Google Scholar
Greenleaf, R. K. & Spears, L. C. (2002). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Mahwah, NJ: Paulist Press.Google Scholar
Gunderson, L. (1999). Resilience, flexibility and adaptive management – antidotes for spurious certitude? Conservation Ecology, 3(1), art. 7.Google Scholar
Gunderson, L. H. (2001). Panarchy: Understanding Transformations in Human and Natural Systems. Washington, DC: Island Press.Google Scholar
Hage, J. (1980). Theories of Organizations: Form, Process, and Transformation. New York: John Wiley & Sons.Google Scholar
Hahn, T., Olsson, P., Folke, C. & Johansson, K. (2006). Trust-building, knowledge generation and organizational innovations: The role of a bridging organization for adaptive comanagement of a wetland landscape around Kristianstad, Sweden. Human Ecology, 34(4), 573–92.Google Scholar
Hazzah, L. (2006). Living among Lions (Panthera Leo): Coexistence or Killing? Community Attitudes towards Conservation Initiatives and the Motivations behind Lion Killing in Kenyan Maasailand. MSc Thesis. Madison: University of Wisconsin-Madison.Google Scholar
Hazzah, L. (2011). Exploring Attitudes, Behaviors, and Potential Solutions to Lion (Panthera leo) Killing in Maasailand, Kenya. PhD Dissertation. Madison: University of Wisconsin-Madison, Nelson Institute of Environmental Studies.Google Scholar
Hazzah, L., Bath, A., Dolrenry, S., Dickman, A. & Frank, L. (2017). From attitudes to actions: Predictors of lion killing by Maasai warriors. PLoS ONE, 12(1), e0170796.Google Scholar
Hazzah, L., Dolrenry, S., Naughton-Treves, L., Edwards, C. T., Mwebi, O., Kearney, F. & Frank, L. (2014). Efficacy of two lion conservation programs in Maasailand, Kenya. Conservation Biology, 28(3), 851–60.Google Scholar
Hellstrom, T. (2007). Dimensions of environmentally sustainable innovation: The structure of eco-innovation concepts. Sustainable Development-Bradford, 15(3), 148.Google Scholar
Holling, C. S. (1973). Resilience and stability of ecological systems. Annual Reviews in Ecology & Systematics, 4(1), 123.Google Scholar
Holling, C. S. (2001). Understanding the complexity of economic, ecological, and social systems. Ecosystems, 4(5), 390405.Google Scholar
Holling, C. S. & Meffe, G. K. (1996). Command and control and the pathology of natural resource management. Conservation Biology, 10(2), 328–37.Google Scholar
Huwyler, F., Käppeli, J. & Tobin, J. (2009). Conservation Finance from Niche to Mainstream: The Building of an Institutional Asset Class. Credit Suisse et al. Available from https://assets.rockefellerfoundation.org/app/uploads/20160121144045/conservation-finance-en.pdf (accessed November 2018).Google Scholar
IUCN. (2006). Regional conservation strategy for the lion Panthera leo in Eastern and Southern Africa. Gland, Switzerland, IUCN SSC Cat Specialist Group, p. 60.Google Scholar
Kim, W. C. & Mauborgne, R. (2004). Value innovation: The strategic logic of high growth. Harvard Business Review, July–August. Available from https://hbr.org/2004/07/value-innovation-the-strategic-logic-of-high-growth (accessed November 2018).Google Scholar
Kling, K. & Goteman, I. (2003). IKEA CEO Anders Dahlvig on international growth and IKEA’s unique corporate culture and brand identity. The Academy of Management Executive, 17(1), 31–7.Google Scholar
Kumar, N., Scheerb, L. & Kotlerc, P. (2000). From market driven to market driving. European Management Journal, 18(2), 129–42.Google Scholar
Manoa, D. O. & Mwaura, F. (2016). Predator-proof bomas as a tool in mitigating human–predator conflict in Loitokitok Sub-County, Amboseli Region of Kenya. Natural Resources, 7(1), 2839.Google Scholar
McCauley, C. D. & Van Velsor, E. (2004). The Center for Creative Leadership Handbook of Leadership Development. San Francisco: John Wiley & Sons.Google Scholar
McKeown, M. (2008). The Truth about Innovation. India: Pearson Education.Google Scholar
Mutimukuru, T., Kozanayi, W. & Nyirenda, R. (2006). Catalyzing collaborative monitoring processes in joint forest management situations: The Mafungautsi Forest case, Zimbabwe. Society & Natural Resources, 19, 209–24.Google Scholar
Okello, M. M., Kiringe, J. W. & Warinwa, F. (2014). Human–carnivore conflicts in private conservancy lands of Elerai and Oltiyiani in Amboseli Area, Kenya. Natural Resources, 5(08), 375.Google Scholar
Okemwa, B. O. (2015). Evaluating Anti-Predator Deterrent against Lions in Group Ranches surrounding Amboseli National Park, Kenya. MSc Thesis. Kenya: University of Nairobi.Google Scholar
Olsson, P., Folke, C. & Berkes, F. (2004). Adaptive comanagement for building resilience in social–ecological systems. Environmental Management, 34(1), 7590.Google Scholar
Ortolani, G. (2016). Nepal goes high-tech in its fight against rhino poachers. Mongabay, 14 November. Available from https://news.mongabay.com/wildtech/2016/11/nepal-goes-high-tech-in-its-fight-against-rhino-poachers/ (accessed November 2018).Google Scholar
Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T. & Villarreal Travis, D. (2007). Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3), 515–43.Google Scholar
Rangan, V. K. & Thulasiraj, R. (2007). Making sight affordable (innovations case narrative: The Aravind eye care system). Innovations, 2(4), 3549.Google Scholar
Sorice, M. & Donlan, J. (2015). A human-centered framework for innovation in conservation incentive programs. Ambio, 44, 788–92.Google Scholar
Tukker, A. & Butter, M. (2007). Governance of sustainable transitions: About the 4(0) ways to change the world. Journal of Cleaner Production, 15(1), 94103.Google Scholar
Tushman, M. L. & O’Reilly, C. A. (1996). The ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 830.Google Scholar
Un, C. A. (2010). An empirical multi-level analysis for achieving balance between incremental and radical innovations. Journal of Engineering & Technology Management, 27(1), 119.Google Scholar
Van den Bergh, J. C., Truffer, B. & Kallis, G. (2011). Environmental innovation and societal transitions: Introduction and overview. Environmental Innovation & Societal Transitions, 1(1), 123.Google Scholar
Vredenburg, H. & Westley, F. (1997). Innovation and sustainability in natural resource industries. Optimum: The Journal of Public Sector Management, 27(2), 3249.Google Scholar
Westley, F. (2002). The devil in the dynamics: Adaptive management on the front lines. In Gunderson, L. H. & Holling, C. S., eds., Panarchy: Understanding Transformations in Human and Natural Systems. Washington, DC: Island, pp. 333–60.Google Scholar
Westley, F. & Antadze, N. (2010). Making a difference: Strategies for scaling social innovation for greater impact. Innovation Journal, 15(2), art. 2.Google Scholar
Woodroffe, R., Thirgood, S. & Rabinowitz, A. (2005). The future of coexistence: Resolving human–wildlife conflicts in a changing world. In Woodroffe, R., Thirgood, S. & Rabinowitz, A., eds., People and Wildlife, Conflict or Coexistence? Cambridge: Cambridge University Press, pp. 388405.Google Scholar
Zaltman, G., Duncan, R. & Holbeck, J. (1973). Innovativeness and Organizations. New York: John Wiley & Sons.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×