Abstract Effective large landscape conservation in the Appalachian Trail Landscape (ATL) requires coordination among diverse stakeholders, yet the structure of existing partnerships remains poorly understood. Using social network analysis, we examined the ATL conservation network and assessed how organizational characteristics shape structure and centrality. Focusing on Virginia and Pennsylvania, we surveyed organizations whose authority, expertise, activities, or interests intersect directly with conservation, stewardship, or outdoor recreation. Analyses included core‐periphery modeling and comparisons of core‐periphery membership, centrality, and Appalachian Trail Conservancy (ATC) partnerships by organizational characteristics. Findings indicated a large, low‐density network with a modest core‐periphery pattern and sizeable core. Natural resource agencies and conservation non‐profits were most central by degree and betweenness, and outdoor recreation/stewardship organizations by closeness. Non‐conservation/non‐outdoor recreation organizations were less central and more likely to occupy peripheral positions. Centrality did not differ by sector; degree centrality increased with organizational scale. ATC partnerships were most common with natural resource agencies and outdoor recreation/stewardship organizations, regardless of sector or scale. Strategies for enhancing ATL conservation include strategically strengthening connections among peripheral organizations; leveraging capacities of high centrality actors for convening and brokering (natural resource agencies, conservation non‐profits) and efficiently diffusing information (outdoor recreation/stewardship); and expanding engagement with non‐traditional conservation stakeholders.
Powers et al. (Mon,) studied this question.