Abstract
This research explores the roles of Organizational Culture, Environmental Worldview, and Environmental Risk Perception in shaping the interactions between environmental stakeholders in Northwest Germany, with a particular focus on sustainable land use. By integrating a psychological Stakeholder Analysis and Social Network Analysis, the study examines the expression of these psychological constructs among key stakeholder groups—conservation associations, land use associations, research groups, and public authorities—and their correlation with the presence of collaboration and conflict. Our analysis reveals that Organizational Culture significantly affects stakeholder interactions, with Clan and Hierarchy cultures predominating and influencing the nature of stakeholder relationships. Moreover, the study highlights a generally pro-environmental orientation across stakeholders as captured by the New Environmental Paradigm (NEP), indicating a shared foundation for potential collaborative efforts. Analysis of Environmental Risk Perception, through the Cultural Theory's myths of physical nature, uncovers a widespread preference for the hierarchical myth, suggesting a common perception of environmental risks and resilience. This study emphasizes the importance of understanding psychological and social dimensions in environmental stakeholder management to enhance collaborative efforts towards sustainable development. It highlights the need for management approaches that acknowledge the complex interplay of diverse psychological constructs in driving effective and sustainable collaborations between stakeholders of regional land use and nature conservation. Through its insights into stakeholder interactions, this research contributes to the broader discourse on achieving sustainable development goals through informed, cooperative stakeholder engagement.