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The main purpose of this paper is to critically evaluate community‐based natural resource management as an alternative approach to government stewardship of natural resources. The paper discusses Kenya's experience with community‐based approaches, identifies some of the problems that have been experienced in implementing the approach, and suggests ways of strengthening these approaches to ensure that natural resources are managed more sustainably and efficiently and in ways that generate tangible economic benefits to local communities.

The research reported in this paper was undertaken through an extensive review of existing literature, discussions with representatives of local communities and resource managers and personal observations.

The paper finds that the community‐based approach to the stewardship of natural resources is a viable alternative to state management and can, if properly implemented, result in more equitable distribution of power and economic benefits, reduced conflicts, increased consideration of traditional and modern environmental knowledge, protection of biological diversity, and sustainable utilization of natural resources. In many cases where the approach has been implemented it has not yielded substantial benefits mainly because of institutional, environmental and organizational factors. The successful implementation of CBNRM projects requires a legal and policy framework that empowers local communities and grants them responsibility and authority for natural resource management. It also requires that an acceptable formula be defined for the sharing of the benefits and responsibilities.

This paper challenges the stewardship of natural resources by the state and presents arguments in support of a community based approach that prioritizes the livelihood needs of local communities and provides them with strong incentives to conserve and utilize natural resources sustainably.

This paper is original in applying the principles of community based natural resource management to specific local wildlife and forestry cases in Kenya.

Community-based fire management (CBFiM) integrates community action with the standard elements of fire management and mitigation, such as prescribed fire (managed beneficial fires for reducing hazardous fuel loads, controlling weeds, preparing land for cultivation, reducing the impact of pests and diseases, etc.), mechanical fuel treatment, defensible space planning, wildfire awareness and prevention, preparedness planning, and suppression of wildfires. In developed examples of CBFiM, communities are empowered to have effective input into land and fire management and problem solving and to self regulate to respond to fire and other emergencies. Its premise is that local people usually have most at stake in the event of a harmful fire, so they should clearly be involved in mitigating these unwanted events.

The purpose of this paper is to identify and describe the pervasiveness and importance of various types of institutional and organizational interactions across multiple levels for the management of a community forest enterprise.

The paper analyzes a long‐standing case in Michoacán, Mexico, the San Juan Nuevo (SJN) enterprise, a community‐based system with a multiplicity of actors, objectives, and partners. Information was collected through 100 semi‐structured interviews. By presenting and discussing the main community‐based development strategy within the overall socio‐political context and achievements of the case, the authors attempt to understand the complexity of cross‐scale institutional and organizational linkages and their role in sustainable resource management.

SJN enterprise had linkages with some 22 major partners over the years across four levels of organization: local, state, federal, and international. Cross‐scale partnerships were not merely important, but essential for the overall success of the enterprise in the face of uncertainty over resource ownership and lack of legal jurisdiction. These diverse partnerships and interactions enabled robust institutional structures, making possible the development of linkages to help conserve the resource base and create grassroots socio‐economic development for the comuneros.

Further understanding of the importance of partnerships and linkages for the development and maintenance of community‐based initiatives will require the analysis of, and comparison between, several long‐standing case studies.

There is the need to recognize the multiple roles of partnerships, from business networking to research and training, thus unpacking different kinds of capacity building. Actors at various levels can influence management practices in diverse ways, helping to find a balance between local livelihoods and larger conservation needs.

The paper brings a new approach to analyze how indigenous and other rural communities are “opting‐in” to the global economy, through a diversity of partnerships and a complexity of interactions across organizational levels.

The goal of this paper is to develop a conceptual framework to understand the processes by which rural communities are using commons‐based social enterprises to engage global actors and forge local places.

The paper uses a four‐step conceptualization of commons‐based social enterprises within a complex world: deal with communities as complex systems embedded in larger complex systems, understand cross‐scale linkages between communities and other levels of organization, identify drivers of change, and build adaptive capacity to increase the resilience of communities in the face of globalization. The paper draws upon an international set of cases undertaken by the Centre for Community‐based Resource Management to illustrate each step.

Social enterprises are one means by which rural communities are negotiating with global actors through recent processes of globalization. The social enterprise provides a mechanism for rural people to secure tenure for common‐pool resources and allows them to make direct decisions regarding their management.

To further develop the understanding of commons‐based social enterprises will require further integration of theory regarding commons and social enterprises.

States and development agencies lack enabling policies for commons‐based social enterprises that support the multiple goal strategies of rural communities for natural resources.

Commons and social enterprise literature have tended to exist in separate domains and this paper makes a first step toward their integration.

Drawing on qualitative fieldwork on a remote outer island in Fiji, this paper aims to address a shortcoming in the literature on climate adaptation in the Pacific. Internationally community-based adaptation (CBA) is recognised as a promising approach to help vulnerable populations adjust to climate change. However, with pilot projects in their infancy documented experience for Pacific Islands remains scarce. This limits the ability of the region – faced with persisting development challenges and predicted significant climate impacts – to learn from and build on previous experiences and develop robust responses to climate change.

By using a community-based initiative in response to environmental challenges and unsustainable development as a proxy, the paper interrogates the potential usefulness of the CBA framework for the Pacific and identifies potential strengths and weaknesses. Sketching out the process and its outcomes, it shows how the initiative has resulted in a diversity of strategies, ranging from pollution control measures, to improved governance of resources and community participation in decision making, to livelihood and income diversification.

Findings indicate that CBA could have a lot of potential for building more resilient communities in the face of climate change and other pressures associated with modernising Pacific societies. However, to be effective, interventions should pay attention to people’s development aspirations; immediate economic, social and environmental benefits; dynamics of village governance, social rules and protocols; and traditional forms of knowledge that can inform sustainable solutions.

The conclusions provide a reflection on the CBA framework in general and make concrete suggestions for practitioners on how the framework could be usefully implemented in the Pacific context.

Understanding bottom-up approaches including local coping mechanisms, recognizing them and strengthening community capacities is important in the process of disaster risk reduction. The purpose of this paper is to address the questions: to what extent existing disaster policies in Nepal support and enable community-based disaster resilience? and what challenges and prospects do the communities have in responding to disaster risk for making communities resilient?

This paper is based on policy and academic literature reviews complimented by field research in two communities, one in Shankhu, Kathmandu district and another in Satthighare, Kavrepalanchowk district in Nepal. The author conducted in-depth interviews and mapped out key disaster-related policies of Nepal to investigate the role of communities in disaster risk management and post-disaster activities and their recognition in disaster-related policies.

The author found that existing literature clearly identifies the importance of the community led initiatives in risks reduction and management. It is evolutionary phenomenon, which has already been piloted in history including in the aftermath of Nepal earthquake 2015 yet existing policies of Nepal do not clearly identify it as an important component by providing details of how communities can be better engaged in the immediate aftermath of disaster occurrence.

The author conducted this research based on data from two earthquake affected areas only. The author believes that this research can still play an important role as representative study.

The practical implication of this research is that communities need to understand about risks society for disaster preparedness, mitigation and timely response in the aftermath of disasters. As they are the first responders against the disasters, they also need trainings such as disaster drills such as earthquakes, floods and fire and mock practice of various early warning systems can be conducted by local governments to prepare these communities better to reduce disaster risk and casualties.

The mantra of community-based disaster risk management (CBDRM) is community engagement, which means the involvement of local people to understand and prepare against their local hazards and risks associated with disaster and haphazard development. CBDRM approaches motivate people to work together because they feel a sense of belongingness to their communities and recognize the benefits of their involvement in disaster mitigation and preparedness. Clearly, community engagement for disaster risk reduction and management brings great benefits in terms of ownership and direct savings in losses from disasters because the dynamic process allows community to contribute and interchange ideas and activities for inclusive decision making and problem solving.

This research is based on both primary and secondary data and original in case of its findings and conclusion.

Definition of community varies based on its perspective. Many people describe community in different ways. McMillan & Chavis (1986) described community as “a feeling that members have of belonging, a feeling that members matter to one another and to the group, and a shared faith that members’ needs will be met through their commitment to be together.” This definition is preferred in the current context because of its general nature. Community includes not only the people living in a certain location, but also the local government, local business sectors, local academic bodies, and nongovernment organizations (NGOs) (Shaw, 2006a).

Local organisations have been established on participatory approach whose central purpose is to establish development activities bringing about positive change as four pillars of developments: to establish decentralised robust local organisation for sustainable forest management to enhance livelihood of rural people, to meet the forest products basic needs of local people, targeted interventions for poverty alleviation and social mobilisation initiatives and biodiversity conservation climate change mitigation and adaptation.

Local organisational elites designed/conceptualised the concept, where it can be operated organisationally and in local organisational context that provides new ways and methods to develop conceptual framework (Table I), which sheds light on involvement of poor and underprivileged members in decision-making process and distribution of benefit on equity basis.

The findings will lead to a positive change through the organisational elite model through both reorganising organisations and restructuring of power with change in the society and reduce the impact of rational choices, vested interests of elites (leaders of local organisation) and political factors, which are otherwise playing a game or tragedy of commons.

Because of the limited resources and time, the authors are unable to verify it on the other development line agencies such as drinking water scheme, livestock, health and cooperative.

It considerably appears that the impacts are very sound to conclude from the review of above models of elites that provide a very clear understanding and useful conceiving lens to formulate how participation occurs in the executive committee of the community forestry user groups (CFUG) and community-based organisations based on three key elements. First are the caste and the caste structure of the community. Second is the wealth status of the individual, and third is power created both from wealth and caste. This should be determined from the local organisational elite model (Table I) about the nature of interactions on the executive of the CFUGs and other vehicles of local community-based development organisations.

Local organisations will provide an opportunity in reality to both elites and non-elites to considerably change, make aware and create a realistic situation to determine the dialectical opportunity to develop relationship, interaction and configuration between elite and non-elite members both outside and inside of the local organisations.

It has not been found in literatures yet such sort of concept developed in development field particularly in the development activities performed by participation of local users. Hence, it is certainly original conceptual framework.

This study aims to examine the altering paradigms for two specific characteristics of the international diamond industry: community-based business model and competitive advantage and their impact and interaction effect.

This study uses global value chain (GVC) analysis to understand the industry characteristics, social impacts and disruption in the international diamond industry. Further, normalized revealed comparative advantage is used to measure the competitiveness of different countries over time. Finally, stochastic frontier analysis is used to test the impact of the community-based business model and competitiveness on exports and estimate the technical efficiency.

The international diamond industry is witnessing changes in the business model, competitiveness, processes, policies and consumer behavior. While competitive advantage and community have a positive impact on exports, the relationship between competitive advantage and exports gets negatively moderated by the community. Further, insights from the GVC analysis indicate that though the industry is facing several disruptions and challenges, it has shown the unique quality of community reconfiguration and relocation.

This paper provides insights into the diamond industry facing multiple disruptions at various stages of GVC and contributes to the literature on international trade, community-based business models and GVC.

The purpose of the paper is to provide an overview on two specific issues of reconstruction process: environment disaster linkage, and cross‐learning among affected countries. The paper also demonstrates a unique community‐based reconstruction program in three affected countries.

Two approaches are adopted in the paper: one, description of salient features of past reconstruction process, roles of different stakeholders, and vulnerability reduction – human security context. The other part is description of a specific program highlighting its goal, objective, scope and activities. Focus is given on the community‐based reconstruction process with in‐depth analysis, followed by the dissemination of the results to wider communities.

The major finding of the paper is that the reconstruction process should be considered as development opportunity, and should be linked to vulnerability reduction measures of the community, which, in long term, will lead to enhancement of human security.

The long‐term impact of the reconstruction process is yet to be verified. It will remain as future challenge how the community‐based initiatives are linked to policy and plans of the government.

The paper describes field‐based reconstruction process in three countries, which are implemented in cooperation with local communities and local non‐government organizations. Thus, the findings of the paper are directly related to its practical implications.

The original part of the paper is that it highlights two very important issues of the reconstruction process. The paper also provides detail description of the innovative community‐based reconstruction process. It gives a unique analysis to link reconstruction process with vulnerability reduction and enhancement of human security.