Against idealistic beliefs in the problem-solving capacities of integrated resource management

Integrated resource management (IRM) is currently implemented in many parts of the world. This article promotes a pragmatic interpretation and suggests that idealistic beliefs in the problem-solving capacities of IRM are not justified. Successful implementation and performance of IRM are primarily a function of the historical context into which a project is placed. A comparative analysis of several case studies in Western Canada provides evidence for this argument, and the results can be summarized in a conceptual model about integration in resource management. IRM is interpreted as a process of constructing an objective reality of integration for sectorial management decisions, and this construction involves the transformations of power structures. This article suggests several pragmatic conclusions for IRM practice.