Structures Indicating a Shift Toward a Culture of Collaboration in National Park Service Urban Networks
Year: 2024
Type: article
Abstract: Park and protected area agencies are increasingly enacting a “culture of collaboration” – or viewing relationships (with agencies, nonprofits, educational institutions, etc.) as the routine approach to meeting immediate needs and longer-term goals (e.g., relevance, stewardship). Trust is fundamental to developing a culture of collaboration. We examine potential components of trust in a culture of collaboration in National Park Service (NPS)-identified urban relationships promoting relevance with stakeholders. Specifically, we detail three-actor relationships and network-wide structures using a quantitative Exponential Random Graph Model analysis. Networks in Detroit, Tucson, and Boston exhibit potential transitions toward a culture of collaboration, perhaps spurred by the NPS’ Urban Agenda efforts. These relate to the development of trust, the NPS positionality as supportive rather than core in the networks, and the large potential for increasing reciprocity (which decreases network hierarchy). These structures highlight where Urban Agenda relationship-building processes may aid in developing collaborative cultures across settings.
Source: Society & Natural Resources
Authors: Elizabeth E. Perry, Daniel H. Krymkowski
Institutions: Michigan State University, University of Vermont
Language: English
Subfield: Public Administration
Field: Social Sciences
Domain: Social Sciences
Open Access status: hybrid
Funder: National Park Service
OpenAlex ID: W4405570921