نوع مقاله : علمی - پژوهشی
نویسندگان
1 دانشجوی دکتری مدیریت جنگل، گروه جنگلداری، دانشکده منابع طبیعی، دانشگاه لرستان، خرم آباد، ایران
2 دانشیار، گروه اقتصاد کشاورزی و توسعه روستایی، دانشکده کشاورزی، دانشگاه لرستان، خرم آباد، ایران
3 دانشیار، گروه جنگلداری، دانشکده منابع طبیعی، دانشگاه لرستان، خرم آباد، ایران
4 استادیار، گروه اقتصاد کشاورزی و توسعه روستایی، دانشکده کشاورزی، دانشگاه لرستان، خرم آباد، ایران
چکیده
کلیدواژه‌ها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Background and Objective: The Zagros forests, Iran’s second-largest natural forest ecosystem, are facing intense environmental pressures. Lorestan Province, covering 1,217,259 hectares (43% of the province’s land area), is a key region within this ecosystem. In recent years, climatic stressors such as rising temperatures, drought, and dust storms, coupled with socio-economic challenges like unemployment, poverty, and financial constraints, have posed significant obstacles to effective resource management. The heavy reliance of local communities on forests for fuel and livelihoods has further complicated decision-making in forest governance. Various stakeholders—including government agencies, private entities, and third-sector organizations—play a role in this management framework. To ensure efficient governance, it is crucial to identify and categorize these actors while analyzing their interactions. This study applies stakeholder analysis to examine the institutional landscape governing forest resources in Lorestan, highlighting the need for an integrated and coordinated management approach.
Material and Methods: This study adopts a mixed-method approach, integrating both quantitative and qualitative analyses across three phases. The first phase focuses on stakeholder identification, employing semi-structured interviews, stakeholder mapping, and the snowball sampling method to pinpoint key institutions involved in forest resource management in Lorestan Province. The second phase involves stakeholder classification, utilizing a power-interest matrix to categorize them based on their influence and engagement. The third phase examines the communication networks among stakeholders, employing social network analysis to evaluate the nature and strength of their interactions.
Results: The first phase identified 26 institutions engaged in managing Lorestan’s forest resources, including 24 governmental bodies, one private organization, and one public entity. The power-interest matrix revealed that the most influential stakeholders include the "General Directorate of Natural Resources and Watershed Management," "General Directorate of Environmental Protection," "Agricultural Jihad Organization," "Agricultural and Natural Resources Research and Training Center," "Management and Planning Organization," "Governorate," "General Directorate of Nomadic Affairs," "Provincial Radio and Television Center," and the "Judiciary." These entities hold the highest levels of both authority and concern regarding forest management in the province. An analysis of network density and reciprocity indices indicated that only a subset of actors are interconnected, and stakeholder relationships within the network remain relatively weak compared to their potential. Many institutions have yet to fully leverage their organizational capacity to establish effective collaborative ties, and a significant proportion of existing connections are unidirectional. Furthermore, social network analysis revealed that some key stakeholders identified in the power-interest matrix have struggled to secure a central or influential position within the network, leaving them marginalized. Among these, the "Agricultural and Natural Resources Research and Training Center of Lorestan," the "Governorate," the "General Directorate of Nomadic Affairs of Lorestan Province," and the "Provincial Radio and Television Center of Lorestan" stand out as particularly underrepresented.
Conclusion: The findings indicate that forest resource management in the studied region lacks a balanced distribution of participation and influence. Notably, only one private entity was identified and validated by stakeholders, with government institutions maintaining a dominant role in governance. However, global best practices emphasize the importance of private sector involvement through outsourcing, as well as the active participation of local communities and non-governmental organizations (NGOs). From both economic and social sustainability perspectives, the current approach lacks long-term viability and adaptability. To address this imbalance, outsourcing certain forest management activities to the private sector could enhance efficiency and sustainability. Additionally, despite the critical role that local social institutions could play, their current numbers and influence remain inadequate. Encouraging the formation and expansion of community-based organizations—supported by capacity-building initiatives and training programs—could strengthen their role in decision-making and enhance their negotiating power within the forest management framework.
کلیدواژه‌ها [English]
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