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annotated bibliography of fisheries economics literature - Office of ...

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(1990). "Managing unpredictable resources: traditional policies<br />

applied to chaotic populations." Ocean and Shoreline Management,<br />

13, pp. 179-197.<br />

Conventional theory for the management <strong>of</strong> living ocean resources assumes<br />

a predictable link between current management actions and the future state <strong>of</strong><br />

managed populations. As a practical matter, however, it is very hard to<br />

establish this kind <strong>of</strong> predictable relationship. It is possible that the<br />

dynamics <strong>of</strong> these populations exhibit chaotic variation. This paper addresses<br />

the question <strong>of</strong> appropriate management policies in a regime characterized by<br />

chaotic population dynamics. The problem is approached through a bioeconomic<br />

simulator that has chaotic properties. With light fishing, policies that<br />

alter the conditions <strong>of</strong> fishing perform better than policies dependent upon<br />

population predictions. A lightweight paper that discusses the project in<br />

general terms. It does not present the model or any explanation <strong>of</strong> how the<br />

results were derived. The dissertation by Susan McKay (?) may be a better<br />

source for the actual model used in this paper.<br />

Wilson, James R. (1997). Peer Review <strong>of</strong> the Economics <strong>of</strong> Management<br />

Strategies for Red Snapper in the Gulf <strong>of</strong> Mexico. Draft report for U.S.<br />

Department <strong>of</strong> Commerce, National Oceanic and Atmospheric Administration,<br />

National Marine Fisheries Service, 63 du Sommet est, Rimouski, Quebec<br />

G5L 7B5, Canada, September, 62 pp.<br />

A review <strong>of</strong> the social science analyses relating to red snapper<br />

management <strong>of</strong> the directed fishery, the recreational fishery, and the<br />

incidental catch issue associated with the shrimp fishery.<br />

Wilson, James R. and Rebecca Lent (1993). "Economic Perspective and the<br />

Evolution <strong>of</strong> Fisheries Management Methods: Towards Subjectivist<br />

Methodology." Presented at the International Conference on<br />

Fisheries Economics, Os, Norway, May 26-28.<br />

This paper attempts to explain, using neo-institutional <strong>economics</strong>, why<br />

some <strong>of</strong> the most vaulted and comprehensive management programs have been<br />

failures while others have been qualified successes. It is argued that the<br />

failures <strong>of</strong>ten occur with programs that take a more constructivist approach to<br />

public management, proposing integrated solutions to common pool problems that<br />

surpass the ability <strong>of</strong> managers and managed to foresee and predict outcomes.<br />

Wilson, James R. and Rebecca Lent (1994). "Economic Perspective and the<br />

Evolution <strong>of</strong> Fisheries Management Methods: Towards Subjectivist<br />

Methodology." Marine Resource Economics, 9(4):353-373.<br />

Some perspectives <strong>of</strong> neo-institutional <strong>economics</strong> are used to reexamine<br />

the common pool fishery. Applications <strong>of</strong> property rights theory in models<br />

simulating the evolution <strong>of</strong> <strong>fisheries</strong> management suggest that even in the<br />

presence <strong>of</strong> positive information and transactions costs (ITCs), resource users<br />

may have incentives to sequentially negotiate rules <strong>of</strong> common pool use. Such<br />

a result might imply that <strong>fisheries</strong> managers should be more concerned with<br />

ITCs than inefficiencies due to overcapitalization. This impression is<br />

further reinforced in collective choice examples taken from U.S. <strong>fisheries</strong><br />

management. These comparative cases <strong>of</strong> public decision making in New England<br />

and Alaska suggest that variations in the style <strong>of</strong> public management as well<br />

as other aspects such as fleet heterogeneity might cause variations in<br />

management effectiveness. These variations in effectiveness may be related to<br />

the ITC environment internal to the public agencies, as well as to the<br />

external ITC environment they face.<br />

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