Does the Social Capital in Networks of “Fish and Fire” Scientists and Managers Suggest Learning?

Patterns of social interaction influence how knowledge is generated, communicated, and applied. Theories of social capital and organizational learning suggest that interactions within disciplinary or functional groups foster communication of knowledge, whereas interactions across groups foster generation of new knowledge. We used social network analysis to examine patterns of social interaction reported in survey data from scientists and managers who work on fish and fire issues. We found that few fish and fire scientists and managers interact with one another, suggesting low bridging social capital and thus, limited opportunity for generation of new knowledge. We also found that although interaction occurs among scientists—suggesting modest bonding social capital—few managers interact with other managers, indicating limited opportunity for communication of scientific knowledge for the purposes of application. We discuss constraints and opportunities for organizational learning evident in these patterns of social interaction among fish and fire scientists and managers.
Keywords: natural resource agencies, organizational learning, riparian and aquatic issues, social capital, social network analysis, wildland fire