The turn of agrarian sciences and agricultural extension from reductionist and transfer of technology, respectively, towards systemic approaches has transformed agricultural/rural development thinking in the last decades. Nevertheless, the emergence of Agricultural Innovation Systems (AIS) has to confront a number of gaps among which the expert – lay knowledge gap is of major importance. This paper aims at exploring such a gap as well as obstacles to participatory development from a critical realist point of view. Critical realism (CR) with its realist, differentiated and stratifi ed ontology aims at interpreting the world in order to ultimately bring about transformation. CR allows for new insights on the nature of knowledge as well as on development research and practice. It thus provides useful guidelines concerning the emerging ‘intermediation’ functions within AIS.
This paper presents the processes, general guidelines lessons and experiences pertaining to “good practices” for organizing and forming Agricultural Innovation Platforms in the Lake Kivu Pilot Learning Site, covering three countries (Uganda, Rwanda and Democratic Republic of Congo) with widely...
The process of knowledge brokering in the agricultural sector, where it is generally called agricultural extension, has been studied since the 1950s. While agricultural extension initially employed research push models, it gradually moved towards research pull and collaborative research models....
The privatization of agricultural research and extension establishments worldwide has led to the development of a market for services designed to support agricultural innovation. However, due to market and systemic failures, both supply side and demand side parties in this...
One option for practically applying innovation systems thinking involves the establishment of innovation platforms (IPs). Such platforms are designed to bring together a variety of different stakeholders to exchange knowledge and resources and take action to solve common problems. Yet...
This case study systematises the experiences of the ICCO Alliance in introducing a multi-stakeholder approach in all of its relations with partner organisations and in its development cooperation practice. Using Ken Wilber’s framework of institutional change, the author presents the...