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With a growing human population, we are faced with the challenge of managing limited spaces for multiple social and environmental needs. Identifying opportunities to align social and environmental needs is thus a transdisciplinary design challenge. To meet this task, we present the concept of spatiotemporal multifunctionality (i.e., the provisioning of more than one social or environmental function in a given place at different times) and demonstrate how integrating principles of landscape ecology, social-ecological systems, and land system architecture enables a dynamic approach to landscape design and planning. Such an integration is capable of providing conservation tools for diverse social-ecological systems to maximize spatiotemporal multifunctionality. We use migratory birds as a working example to present a dynamic conservation opportunity and related challenges. By adding a temporal component to land-use classification in areas of high human use, we demonstrate the potential to enhance land-system sustainability and promote human-wildlife coexistence in a changing world. [ABSTRACT FROM AUTHOR]

In this article we develop a model of social-ecological resilience for organizations in complex and rapidly changing social-ecological systems. We find that the existing literature on resilience in management journals focuses on the organizational level or the resilience of organizations. This body of work centers on the adaptation of organizational structures and processes to changing environmental conditions and the ability of the organization to survive in the future. In order to develop our model, we draw on Gunderson and Holling's (2002) theory of change in social-ecological systems, panarchy. We use panarchy to contribute to the growing literature on resilience in organization studies by developing a multi-level model of the role of organizational change in social- ecological systems. We contribute to the literature by focusing on the interconnections of organizations with social-ecological systems and the dynamic feedbacks that exist between organizations and social-ecological systems. We conclude by offering insights for managers and future research directions. [ABSTRACT FROM AUTHOR]

The management literature has given relatively little attention to companies' embeddedness in social-ecological systems and the potential for companies to have positive environmental impacts. Based on two in-depth case studies of innovative corporate initiatives in South Africa, we define "systemic engagement" as strategically committed efforts to enhance social-ecological resilience, and we identify six dimensions and 15 elements that characterise systemic engagement as a distinct category of environmental responsiveness. Firms' pre-existing strategic commitments to geographically specific resources, such as suppliers or customers, motivate and facilitate such engagement because they make the case study companies vulnerable to social-ecological risks and also give them influence and ecological sensemaking capabilities. A further motivating factor is limited statehood, which gives rise to the strategic dilemma of either replacing or engaging the state. [ABSTRACT FROM AUTHOR]