This background note for the development of an AIS Investment Sourcebook provides a menu of tools and guidance to invest in agricultural innovation in different contexts. The content is drawn on tested good practice examples and innovative approaches with emphasis on lessons learned, benefits and impacts, implementation issues, and replicability
This paper presents an overview of current opportunities and challenges facing efforts to increase the impact of rural and agricultural extension. The starting point for this analysis is in recognition that the days when agricultural extension was synonymous with the work of public sector agencies are over.
This paper is based on the 8th GLOBELICS International Conference: Making Innovation Work for Society (1 - 3 November 2010, University of Malaya, Kuala Lumpur, Malaysia). The paper presents three projects of the Research Into Use Program, located in South asia, which are applying three agriculture value chain development oriented knowledge for wider use. Practical aspects of the process and roles played by different types of ageincies in the innovation are discussed.
In this paper, results from a study on the use of improved coffee production technology schemes among smallholder coffee producers in three prominent coffee producing regions in Honduras are presented. The impact of various schemes (trajectories) in which different agents influence the producers’ decision to use new technologies was analyzed. In particular, there are differences in the influence of a) private coffee buying organizations and b) government and public development agencies on the innovation behavior of coffee growers.
This study examines the role of public–private partnerships in international agricultural research. It is intended to provide policymakers, researchers, and business decisionmakers with an understanding of how such partnerships operate, how they promote the exchange of knowledge and technology, and how they contribute to poverty reduction.
The DURAS Project, which ran from 2004 to 2008, established a truly pioneering means of integrating innovation from science with that from communities themselves. At the heart of DURAS has been its innovative competitive grants system. Following an original selection and evaluation process that placed a premium on multi-stakeholder partnerships, 12 projects were funded in Africa and Asia over a period of three years, each involving an array of disciplines and partners.
This CIPCAD/GCARD final statement and Action Plan was presented during the GCARD 2010 meeting. It includes considerations on Capacity Strengthening and on Renovating Capacity Building Systems and Building Platforms for Collective Learning and Innovation.
En este artículo se aborda una doble paradoja que envuelve la gobernanza de los SIAL: por un lado, la emergencia de un consumidor que demanda productos específicos y con características propias de los territorios, involucrándose en formas de comercio justo y redes éticas de intercambio; pero por otro lado, las crecientes exigencias que se ciernen sobre el productor, para garantizar la autenticidad del producto y el cumplimiento de normas ambientales mediante mecanismos de certificación, la mayor de las veces ajenos al productor, provocan nuevas formas de desigualdad y asimetrías en la organ
En esta nota breve se analiza, desde una perspectiva crítica, la práctica de la extensión rural realizada por profesionales agrónomos en Mendoza, Argentina. En base a una amplia revisión bibliográfica y análisis documental sobre programas de desarrollo rural, analizamos los condicionamientos socio-culturales de dicha práctica, elementos que inciden sobre la concepción, ejecución y orientación de las estrategias de desarrollo promovidas por estos sujetos y sus instituciones
This paper aims to map the experience of the RIU Asia projects and draw out the main innovation management tactics being observed while laying the groundwork for further research on this topic. It provides a framework to help analyse the sorts of innovation management tasks that are becoming important. This framework distinguishes four elements of innovation management: (i) Functions (ii) Actions (iii) Toolsand (iv) Organisational Format.