Age, experience, social goals, and engagement with research scientists may promote innovation in ecological restoration.

Innovation in ecological restoration is necessary to achieve the ambitious targets established in United Nations conventions and other global restoration initiatives. Innovation is also crucial for navigating uncertainties in repairing and restoring ecosystems, and thus practitioners often develop innovations at project design and implementation stages. However, innovation in ecological restoration can be hindered by many factors (e.g., time and budget constraints, and project complexity). Theory and research on innovation has been formally applied in many fields, yet explicit study of innovation in ecological restoration remains nascent. To assess the use of innovation in restoration projects, including its drivers and inhibitors, we conducted a social survey of restoration practitioners in the United States. Specifically, we assessed relationships between project-based innovation and traits of the individual practitioner (including, for example, age, gender, experience); company (including, for example, company size and company's inclusion of social goals); project (including, for example, complexity and uncertainty); and project outcomes (such as completing the project on time/on budget and personal satisfaction with the work). We found positive relationships between project-based innovation and practitioner traits (age, gender, experience, engagement with research scientists), one company trait (company's inclusion of social goals in their portfolio), and project traits (project complexity and length). In contrast, two practitioner traits, risk aversion and the use of industry-specific information, were negatively related to project-based innovation. Satisfaction with project outcomes was positively correlated with project-based innovation. Collectively, the results provide insights into the drivers and inhibitors of innovation in restoration and suggest opportunities for research and application.

Big events, little change: Extreme climatic events have no region-wide effect on Great Barrier Reef governance.

Extreme climatic events trigger changes in ecosystems with potential negative impacts for people. These events may provide an opportunity for environmental managers and decision-makers to improve the governance of social-ecological systems, however there is conflicting evidence regarding whether these actors are indeed able to change governance after extreme climatic events. In addition, the majority of research to date has focused on changes in specific policies or organizations after crises. A broader investigation of governance actors' activities is needed to more fully understand whether or not crises trigger change. Here we demonstrate the use of a social network analysis of management and decision-making forums (e.g. meetings, partnerships) to reveal the effects of an extreme climatic event on governance of the Great Barrier Reef over an eight-year period. To assess potential shifts in action, we examine the topics of forums and the relative participation and influence of diverse governance actors before, during, and after two back-to-back mass coral bleaching events in 2016 and 2017. Our analysis reveals that there is little change in the topics that receive attention, and in the relative participation and influence of different actor groups in the region. Our research demonstrates that network analysis of forums is useful for analyzing whether or not actors' activities and priorities evolve over time. Our results provide empirical evidence that governance actors struggle to leverage extreme climate events as windows of opportunity and further research is needed to identify alternative opportunities to improve governance.

Turnover during a corporate merger: How workplace network change influences staying.

The upheaval created by a merger can precipitate voluntary employee turnover, causing merging organizations to lose valuable knowledge-based resources and competencies precisely when they are needed most to achieve the merger's integration goals. While prior research has shown that employees' connections to coworkers reduce their likelihood of leaving, we know little about how personal social networks should change to increase the likelihood of staying through the disruptive post-merger integration period. In a pre-post study of social network change, we investigate over 15 million email communications between employees within two large merging consumer goods firms over 2 years. We use insights from network activation theory to posit and find that employees with high formal power (rank) and high informal status (indegree centrality) react to the merger's general uncertainty and threat by developing new social connections in a manner indicative of a network widening response: reaching out and connecting with those in the counterpart legacy organization. We also investigate whether increased personally felt threat in the form of merger-related job insecurity strengthens these relationships, finding it does in the case of high formal power. We also find that employees increasing their cross-legacy social connections is key in reducing those employees' turnover after a merger. Our study suggests that network activation theory can be extended to explain network changes and not simply network cognition. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Leadership in informal stormwater governance networks.

Recent transitions in the governance of urban stormwater, specifically developments that leverage the environmental and social benefits of green infrastructure (GI) including infiltration and neighborhood stabilization, often require capacities beyond those of any single municipal- or regional-scale organization. In many cities, transitions toward green stormwater infrastructure have been shepherded by networks of individuals spanning a diversity of organizations from governments to NGOs. These networks are often informal, that is, not established by legal mandate, governing authority, or formal agreement, and are often striking for their lack of formal hierarchy or formal leadership. Previous scholarship has revealed the importance of leadership in the development and efficacy of these multiorganizational, cross-sector environmental governance networks, but research has yet to empirically investigate and characterize informal network leaders within the context of GI for stormwater mitigation. To address this gap, we designed and administered a social network analysis (SNA) survey to individuals in a regional network of GI stormwater management professionals in and around Cleveland, Ohio USA. We collected network data on individual relationships, including collaboration and trust, and tested the impact of these relationships on peer-recognition of leaders in the GI network. Our findings suggest that network size, frequency of collaboration, and individual position within the network-specifically, betweenness centrality and openness-defined and likely supported leaders in the stormwater governance network. Leaders in this non-hierarchical, multi-institution context were more likely to be women and brokerage roles within the network benefitted women, not men, which contrasts with previous findings from research on single-organization and corporate networks. The implications of this research suggest that informal environmental governance networks, such as the GI network investigated, differ substantially from the generally more hierarchical networks of organizations. This finding is useful for municipalities and regional authorities grappling with complex environmental challenges, including transitions in strategies to manage excess stormwater for the protection of municipal drinking water sources and urban freshwater ecosystems.

Employees' responses to an organizational merger: Intraindividual change in organizational identification, attachment, and turnover.

The authors used pre-post merger data from 599 employees experiencing a major corporate merger to compare 3 conceptual models based on the logic of social identity theory (SIT) and exchange theory to explain employees' merger responses. At issue is how perceived change in employees' own jobs and roles (i.e., personal valence) and perceived change in their organization's status and merger appropriateness (i.e., organizational valence) affect their changing organizational identification, attachment attitudes, and voluntary turnover. The first model suggests that organizational identification and organizational attachment develop independently and have distinct antecedents. The second model posits that organizational identification mediates the relationships between change in organizational and personal valence and change in attachment and turnover. The third model posits that change in personal valence moderates the relationship between changes in organizational valence and in organizational identification and attachment. Using latent difference score (LDS) modeling in an SEM framework and survival analysis, the results suggest an emergent fourth model that integrates the first and second models: Although change in organizational identification during the merger mediates the relationship between change in personal status and organizational valence and change in attachment, there is a direct and unmediated relationship between change in personal valence and attachment. This integrated model has implications for M&A theory and practice. (PsycINFO Database Record