Scholars of political ecology have long been interested in questions of access, equity, and power in environmental management. This paper explores these do

Privatized fishery management schemes, alongside other cultural and social changes, have led to a high average age in some fisheries, where youth and newcomers are not meaningfully present in the industry. This research explored the current and future opportunities and constraints for youth and newcomers in Icelandic fisheries, which are managed by an Individual Transferable Quota system. Data were collected through participant observation and 25 semi-structured interviews with key individuals in fisheries. Inductive qualitative analysis of interview data determined recurrent themes that illustrate how rural outmigration, cost, and changing social expectations have led to a decrease of youth and newcomers in Icelandic fisheries. Results show that the perception of fishers in Iceland by the general society fluctuates as the economic and cultural climate of the country changes. The ageing of the fleet in small-scale fisheries is explained by the limited access to consolidated fisheries rights, and the inability for youth to secure capital and invest in a fishery operation. Large-scale fisheries, on the other hand, have a different set of barriers for youth, such as lack of career advancement opportunities and a heavy workload. This research also documents how the absence of youth in small-scale fisheries is partially linked to a high turnover of youth in large-scale fisheries. Youth have more opportunities in large-scale fisheries, but over time, they do not receive adequate training or support to further an independent career, thereby creating a negative feedback loop leading to further reduction of recruitment in small-scale fisheries. Findings from the study support the continued call from academics and practitioners to include issues of access for newcomers in fishery management goals.

Human resource management (HRM) is challenging in times of crisis, more so than when there is a stable business environment. Consequently, the overall aim of the study is to identify the preparedness, transition process, learning, and growth that businesses in the Westfjords region experienced because of the COVID-19 pandemic. In total, 42 semi-structured interviews were conducted with various members of the society, such as health authorities, healthcare workers, staff of a university center, social workers, and business owners, to gain as broad of an understanding of the local impacts as possible, as well as the coping strategies that emerging or were employed. The model employed for the analysis is an organizational resilience and organizational coping strategies model, which considers both the pre- and post-crisis situation. The core components of this model—anticipate and plan, manage and survive, and learn and grow—were the themes that were used in the thematic analysis of the interviews presented in the results. The findings of the study suggest that the preparedness aspect of the model employed, namely anticipate and plan, was negligible, as institutions were neither very ready for disruption prior to the crisis, nor had plans in place to deal with such a situation. Despite the lack of pre-crisis anticipation and planning mechanisms, examples of how institutions managed and coped during the pandemic were evident in the data. Also, during the crisis, some institutions managed to not just learn and grow, but, through adaptation to the situation, they were able to thrive. The findings also suggest both positive and negative aspects to HRM in public and private institutions. The implications of the study are theoretical in cases of alteration to the analytical model employed, practical in the case of coping mechanisms and practical solutions suggested, and have policy relevance, as the study emphasizes the importance of integrating flexible approaches to national mandates, thus enabling local conditions to be taken into account.

Fisheries are a complex mixture of social, political, economic, and biological aspects, and often biological or economic end goals are given priority in fisheries governance. However, there is a growing trend around the world to include non-economic social objectives in fisheries management schemes, e.g., supporting rural communities, increasing opportunities for newcomers or part-time fishermen, or providing equitable access for culturally and historically important fisheries. In Iceland, fisheries management has given biological and economic goals' precedence over social goals, and there is no formal inclusion of a social science advisory body or formalized direct input from all relevant stakeholders in the fisheries governance process. Non-economic social sciences such as geography, anthropology, sociology, and political science can add important information and considerations that in turn make fisheries more sustainable in the long run. In this paper, we explain the role of social science in fisheries governance, explore how social aspects are addressed in other fisheries governance schemes, and review highlights from fisheries social science research in Iceland. We hope to generate a meaningful conversation regarding the possibilities of a modern, pioneering fisheries' governance process in Iceland where social, economic, and biological goals and research are all given equal attention.

Climate-driven changes in the Subarctic will directly impact capelin populations and the ecosystem they inhabit, including their predators, prey, and physical habitats. Consequently, incorporating ecosystem considerations in future capelin fisheries management is crucial. In this study, a multidisciplinary group of experts critically evaluated whether the current capelin stock assessment and management frameworks for the four main capelin stocks in the Barents Sea (BS), Iceland-East Greenland-Jan Mayen (IEGJM), Newfoundland and Labrador shelf (NL) and Alaska (AK) align with the principles of an Ecosystem Approach to Fisheries Management (EAFM). An evidence-based ranking of our knowledge on current capelin dynamics across ecological, economic, and social dimensions was conducted, using expert knowledge supported by literature. This exercise also identified data currently used for assessment and management, which highlighted that the existing capelin assessment frameworks include varying degrees of EAFM elements across stocks, such as considerations of trophic interactions, bottom-up processes, accounting for ecosystem uncertainty, and stakeholder engagement in the advisory process. Nonetheless, there is room for improvement where data and knowledge are lacking. We provide some key tactical (short-term) and strategic (long-term) recommendations from our perspective on what is required to ensure the sustainable management of capelin in the circumpolar region over the coming decades.