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.

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.

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.

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.

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.