for their thoughtful feedback.

The Convention on Biological Diversity and the Nagoya Protocol establish that genetic resources shall be accessed only upon the existence of prior informed consent of the country that provides those resources and that benefits arising from their utilization shall be shared. Pursuant to both agreements several countries have adopted regulations on access and benefit-sharing. These regulations have created a challenging obstacle to classical biological control of weeds. This paper reviews the experiences of Argentina, Brazil, South Africa, the USA, Canada and CABI in implementing access and benefit-sharing regulations and the implications these measures have on the effective and efficient access, exchange and utilization of biological control agents. We conclude that policy makers should be made aware of the key role biological control plays for agriculture and the environment and they are encouraged to develop tailored access and benefit-sharing legal frameworks that facilitate biological control research and implementation.

El Protocolo de Nagoya sobre acceso a los recursos genéticos y participación justa y equitativa en los beneficios que se deriven de su utilización podría ayudar a lograr varios objetivos, entre ellos: a) conservar la diversidad genética; b) achicar la brecha tecnológica existente entre el Norte y el Sur y c) compensar a las comunidades indígenas y locales por el uso de su conocimiento tradicional en relación con la utilización de la biodiversidad. Sin embargo, el texto del acuerdo, de carácter complejo, ambiguo y controversial, crea serios desafíos de cara a su implementación. Esta investigación destaca tres: (1) la complejidad, dinamismo y polémica de su ámbito material, (2) las dudas sobre su grado de retroactividad y (3) los problemas que suscita la elección y configuración de las medidas de cumplimiento en relación con su efectividad. Luego de analizar cada reto y aportar algunos elementos aclaratorios sobre ellos, se adelantan posibles soluciones a fin de facilitar la implementación del Protocolo.

Desafíos en la implementación del régimen de acceso a recursos genéticos y distribución de beneficios ResumenEsta contribución debate los grandes retos que enfrenta Perú en la implementación nacional del régimen de acceso a recursos genéticos y distribución de beneficios, tema conocido por las siglas "ABS" del inglés Access and Benefit-Sharing. El ABS es un mecanismo que incentiva la conservación de la diversidad gené-tica mediante la distribución justa y equitativa de los beneficios que se deriven de la utilización de recursos genéticos entre el país que los provee y el usuario de éstos. Perú afronta cuatro desafíos en relación con el tema: (1) su procedimiento de acceso a recursos genéticos es complejo y burocrático, desalentándose así la negociación de contratos sobre ABS. (2) el rol de la "institución nacional de apoyo" ha sido desvirtuado, exacerbándose su función de mero controlador; con ello se han perdido valiosas colaboraciones científicas a favor de las instituciones científicas locales. (3) la legislación peruana sobre ABS posee efectos retroactivos, infringiendo el principio de seguridad jurídica que debe reinar en toda relación contractual. (4) si bien se han previsto medidas de cumplimiento y un punto de verificación de acuerdo a lo establecido por el Protocolo de Nagoya, no se establece un control sobre la legalidad del acceso a recursos genéticos y conocimiento tradicional asociado al uso de éstos cuando ellos provengan de cualquier otro país que no sea el Perú. Al finalizar el artículo se proponen algunas mejoras a realizar a fin de afrontar los desafíos encontrados en el estudio.Palabras claves: ABS; biodiversidad; Protocolo de Nagoya; biotecnología; Perú. AbstractThis essay intends to debate the major challenges that Peru faces as it implements a national regime on Access to genetic resources and Benefit-Sharing (ABS). The ABS encourages the conservation of genetic diversity by means of the fair and equitable distribution of the benefits arisen from the utilization of genetic resources. Distribution is to take place between the providing country and the user of the resources. Peru features four main weaknesses in relation to ABS: (1) Firstly; its national legislation on the topic sets a bureaucratic and complex procedure that hinders the negotiation of fructiferous ABS contracts. (2) The role of the "national scientific partner" has been distorted and true opportunities for scientific cooperation are missed. (3) Peruvian legislation on ABS establishes retroactive effects infringing the principle of legal certainty. (4) Even though the national legal framework establishes a set of compliance measures and a checkpoint to verify the legal access of genetic resources in accordance to the Nagoya Protocol, these measures do not cover the control of genetic resources and traditional knowledge associated to their utilization from countries other than Peru. Improvements to face the challenges encountered are offered at the end of the article.

We examine how catastrophic innovation failure affects organizational and industry legitimacy in nascent sectors by analyzing the interactions between Virgin Galactic and stakeholders in the space community in the aftermath of the firm’s 2014 test flight crash. Following catastrophic innovation failure, we find that industry participants use their interpretations of the failure to either uphold or challenge the legitimacy of the firm while maintaining the legitimacy of the industry. These dynamics yield two interesting effects. First, we show that, in upholding the legitimacy of the industry, different industry participants rhetorically redraw the boundaries of the industry to selectively include players they consider legitimate and exclude those they view as illegitimate: detracting stakeholders constrain the boundaries of the industry by excluding the firm or excluding the firm and its segment, whereas the firm and supporting stakeholders amplify the boundaries of the industry by including firms in adjacent high-legitimacy sectors. Second, we show that, in assessing organizational legitimacy, the firm and its stakeholders differ in the way they approach distinctiveness between the identities of the industry and the firm. Detracting stakeholders differentiate the firm from the rest of the industry and isolate it, whereas the firm and supporting stakeholders reidentify the firm with the industry, embedding the firm within it. Overall, our findings illuminate the effects that catastrophic innovation failure has over high-order dynamics that affect the evolution of nascent industries.

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PurposeThere is little doubt that organizational identity – that which is central, distinctive, and enduring about an organization – mediates in adaptive processes. Exactly how this mediation takes place, and whether it is favorable or unfavorable to adaptation, must still be fully established. The purpose of this paper is to add to the literature on identity and adaptation by exploring the relationship between these two constructs in family firms operating in an emerging economy. Based on measures of strength of identity, the authors examine how identity affects the adaptive processes of issue identification, strategic impulse definition, and implementation, where the authors look at pace of adjustment.Design/methodology/approachLongitudinal and comparative case studies were conducted of polar types presenting two pairs of organizations in two separate industries. These organizations faced the challenge of founder succession and a radical shift in macroeconomic conditions over a period of three decades. Through these four cases the authors hope to provide clear pattern recognition of strength of identity and adaptation – and of the relationship between these two constructs – in the face of severe internal and external shocks. The approach seems adequate in the larger context of inductive theory development and particularly suitable to the exploration of theoretical constructs, as it allows the researcher to unravel the underlying dynamics of path dependencies and/or evolutionary processes.FindingsIt is found that strong‐identity organizations are able to foresee relevant changes in their industries, define adequate strategic responses, and implement them in an evolutionary (i.e. smooth) manner. Conversely, loose‐identity organizations misread industry trends, incur strategic paralysis, and must eventually enforce revolutionary (i.e. violent) changes in order to ensure survival.Originality/valueThe paper addresses a critical issue for the advancement of organizational theory: the relationship between organizational identity and adaptation in emerging economies. In addition, it has important practical implications for managers doing business in turbulent environments. It makes a sound theoretical contribution and has important managerial implications.