TY  - JOUR
A1  - Wenzel, Bertolt
T1  - Organizing coordination for an ecosystem approach to marine research and management advice
BT  - the case of ICES
JF  - Marine policy
N2  - This study examines the reorganization of formal coordination structures of a unique international public organization involved in marine governance in Europe, namely the structural reorganizations of the International Council for the Exploration of the Sea (ICES) between 1999 and 2009. The findings indicate that the reorganizations of ICES’ formal coordination structures were not driven primarily for reasons of efficiency, by clear and consistent goals, and by clear means-ends considerations for organizational design as proposed by rational perspectives in organization theory. Instead, the formal coordination structures have also been adapted to live up to changing expectations in the institutional environment, to modern management concepts in marine governance such as the Ecosystem Approach to Management (EAM), and to ensure the legitimacy of the organization. However, it is also found that institutional explanations alone are insufficient to comprehensively understand why the formal organizational structures of ICES were reorganized. Instrumental and cultural perspectives in organization theory as well as resource-dependence theory additionally add to understand how ICES responded to external demands and why organizational structures have been changed.
KW  - International public organization
KW  - Coordination
KW  - Organization theory
KW  - Ecosystem Approach to Management (EAM)
Y1  - 2017
U6  - https://doi.org/10.1016/j.marpol.2017.05.009
SN  - 0308-597X
SN  - 1872-9460
VL  - 82
SP  - 138
EP  - 146
PB  - Elsevier
CY  - Oxford
ER  - 
TY  - JOUR
A1  - Wenzel, Bertolt
T1  - Organizing coordination in fisheries and marine environmental management: Patterns of organizational change in Europe
JF  - Bulletin of the Seismological Society of America
N2  - Over the past decade, an increasing number of public organizations involved in marine governance in Europe have adapted their formal coordination structures for fisheries and marine environmental management. This study examines why the International Council for the Exploration of the Sea (ICES), DG FISH of the European Commission, the Norwegian Institute of Marine Research (IMR), and the Swedish Agency for Marine and Water Management (SwAM) have changed their sectoral structures into organizations with a geographical focus on marine ecosystems. The study finds that the gradual convergence of formal coordination structures for fisheries and marine environmental management is driven by coercive, normative and mimetic processes of isomorphism. The structural changes reflect an organizational adaptation to a changing institutional environment and an Ecosystem Approach to Management (EAM) focusing on regional marine areas, cross-sector integration and coordination. (C) 2016 Elsevier Ltd. All rights reserved.
KW  - Public organizations
KW  - Coordination
KW  - Fisheries management
KW  - Marine environmental management
KW  - Isomorphism
Y1  - 2016
U6  - https://doi.org/10.1016/j.ocecoaman.2016.10.012
SN  - 0964-5691
SN  - 1873-524X
VL  - 134
SP  - 194
EP  - 206
PB  - Elsevier
CY  - Oxford
ER  - 
TY  - JOUR
A1  - Wenzel, Bertolt
T1  - Organizing coordination in a public marine research and management advice organization: The case of the Norwegian Institute of Marine Research
JF  - Marine policy
N2  - Public organizations involved in marine management are increasingly confronted with coordination challenges in marine governance. This study examines why and how the Norwegian Institute of Marine Research (IMR) reorganized its formal coordination structures between the areas of fisheries management and marine environmental management The findings indicate that organizing efficient and, at the same time, legitimate coordination structures between different areas of marine governance is a "wicked" organizational problem with no ultimate and single optimal solution. In contrast to the assumptions of classical organization and management theory, the study finds that the reorganization of formal coordination structures is not necessarily driven for reasons of efficiency and perceived coordination problems. Instead, public marine management organizations also change their organizational structures to live up to external expectations to adopt modern management concepts, such as the Ecosystem Approach to Management (EAM). However, the study indicates that the adoption of the EAM has stimulated coordination and integration efforts in the research and advisory activities of the IMR. (C) 2015 Elsevier Ltd. All rights reserved.
KW  - Public organizations
KW  - Coordination
KW  - Wicked problems
KW  - Ecosystem approach
KW  - Fisheries management
KW  - Marine environmental management
Y1  - 2016
U6  - https://doi.org/10.1016/j.marpol.2015.11.017
SN  - 0308-597X
SN  - 1872-9460
VL  - 64
SP  - 159
EP  - 167
PB  - Elsevier
CY  - Oxford
ER  -