Rodriguez, JP and Taber, AB and Daszak, P and Sukumar, R and Valladares, Padua C and Padua, S and Aguirre, LF and Medellín, RA and Acosta, M and Aguirre, AA and Bonacic, C and Bordino, P and Bruschini, J and Buchori, D and González, S and Mathew, T and Méndez, M and Mugica, L and Pacheco, LF and Dobson, AP and Pearl, M (2007) Globalization of Conservation: A View from the South. In: Science, 317 (5839). pp. 755-756.
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Large international nongovernmental organizations (INGOs) are increasingly setting the global conservation agenda. These INGOs have developed a range of tools, e.g., Biodiversity Hot Spots (1), Global 200 Ecoregions (2), and others (3) to set priorities and to compete with each other. They often use a corporate "branding" strategy to help raise funds and to define and communicate their niches in a crowded and competitive market. This corporate model has been very successful for fundraising: Conservation International’s "Hot Spots" strategy accompanied an increase in overall annual expenditures from U.S.\$27.8 million in 1998 to U.S.\$89.3 million by 2004, and World Wildlife Fund U.S.A.'s "Ecoregions" program accompanied a rise in expenditures from U.S.\$80 million to U.S.\$121.7 million between 1997 and 2005 (4). This helped offset declines of $\sim 50\%$ in government and multilateral agency investment in biodiversity conservation over the past decade (5) while expanding the influence of these INGOs globally. These factors have led some to equate the operations of large INGOs with transnational corporations 6).
|Item Type:||Journal Article|
|Additional Information:||Copyright of this article belongs to American Association for the Advancement of Science.|
|Department/Centre:||Division of Biological Sciences > Centre for Ecological Sciences|
|Date Deposited:||05 Jun 2008|
|Last Modified:||24 Feb 2012 09:00|
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