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Abstract This narrative review critically assesses the implementation and purported success of co‐management in forest management in Bangladesh. Co‐management has gained global popularity, celebrated for its participatory approach to natural resource conflict resolution, yet critiqued for potential design flaws, susceptibility to elite capture, and perpetuating power imbalances in predominantly top‐down management cultures. Despite two decades of application and reports of positive outcomes in managing forest protected areas of Bangladesh, concerns persist regarding the authenticity of its success and sustainability, particularly in terms of power dynamics and effective community participation in decision‐making processes. The review delves into these aspects, revealing instances where successes might be superficial, overlooking the underlying issues of power disparity among stakeholders. It highlights the crucial role of enhancing social capital within co‐management frameworks to foster institutionalization and sustainability. Recommendations include advancing robust collaboration and communication, alongside the adoption of adaptive management practices to navigate the complex interplay of natural, social, and institutional challenges.
Mohammed Abdul Baten (Wed,) studied this question.