Regime complexes are arrays of institutions with partially overlapping mandates and memberships. As tensions frequently arise among these institutions, there is a growing interest geared to finding strategies to reduce them. Insights from regime theory, science and technology studies, and social network analysis support the claim that "boundary organizations"—a type of organization until now overlooked in International Relations—can reduce tensions within regime complexes by generating credible, legitimate, and salient knowledge, provided that their internal networks balance multiple knowledge dimensions. Building on this argument, this article offers an ex ante assessment of the recently created International Platform on Biodiversity and Ecosystem Services (IPBES). Results from our network analysis of IPBES point to clear improvements compared with similar organizations, although major deficiencies remain. The contribution of this article is threefold. Methodologically, it introduces new conceptual and technical tools to assess the '"social representativeness" of international organizations. Theoretically, it supports the claim that international organizations are penetrated by transnational networks and, consequently, that the proliferation of institutions tends to reproduce structural imbalances. Normatively, it argues that a revision of nomination processes could improve the ability of boundary organizations to generate salient, credible, and legitimate knowledge. (Résumé d'auteur

ABSTRACT. The International Platform for Biodiversity and Ecosystem Services (IPBES) was launched in 2012. Its objective is to strengthen the science-policy interface for the conservation and sustainable use of biodiversity, long-term human well-being, and sustainable development. Nonstate Actors (NSAs) participated in the inception of the platform and are also assumed to play a key role in its coming assessments and reports. In order to encourage NSAs to participate and self-organize, an institutional process has been led by the Secretariat in collaboration with two main organizations: Diversitas-International Council for Science (ICSU) and the International Union for Conservation of Nature (IUCN). We look at the construction of this stakeholder participation process and its effectiveness. To what degree is the stakeholder engagement effective and what are the different forms of involvement? What methods are used by the IPBES's Secretariat and its mandated organizations to encourage stakeholder participation in the Platform? A social network analysis survey revealed four categories of actors in the group of stakeholders: organizers, connected, closely-knit, and peripheral. The ethnographic approach analyzed the way in which the IPBES secretariat organized the stakeholders' days, managed them, and controlled them. Thanks to these two methods, we analyzed the relational structure of the group of stakeholders and their contours of involvement and showed that these two dimensions can combine in a different way. The idea of a group of stakeholders, promoted by IPBES, is accompanied by a leadership/participation model that tends to enroll the stakeholders involved but may conversely marginalize some dissenting voices.

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