This paper presents findings of an explorative case study that looked at 22 organisations identified as fulfilling an intermediary role in the Kenyan agricultural sector. The results show that these organisations fulfill functions that are not limited to distribution of knowledge and putting it into use. The functions also include fostering integration and interaction among the diverse actors engaged in innovation networks and working on technological, organisational and institutional innovation.
The question of how agricultural research can best be used for developmental purposes is a topic of some debate in developmental circles. The idea that this is simply a question of better transfer of ideas from research to farmers has been largely discredited. Agricultural innovation is a process that takes a multitude of different forms, and, within this process, agricultural research and expertise are mobilised at different points in time for different purposes. This paper uses two key analytical principles in order to find how research is actually put into use.
There are divergent views on what capacity development might mean in relation to agricultural biotechnology. The core of this debate is whether this should involve the development of human capital and research infrastructure, or whether it should encompass a wider range of activities which also include developing the capacity to use knowledge productively. This paper uses the innovation systems concept to shed light on this discussion, arguing that it is innovation capacity rather than science and technology capacity that has to be developed.
This paper reviews a recent donor-funded project concerning the introduction of post-harvest technology to poor hill farmers in India. Rather than conform to conventional development aid projects of either a “research” or an “interventionist” nature, it combines both approaches in a research-action program, which has more in common with a business development approach than a formal social science one. An important conclusion is that the work (and apparent success) of the project is consistent with an understanding of development that emphasizes the importance of innovation systems.
Este libro tiene como objetivo analizar la cadena productiva de brócoli en los departamentos de Alta Verapaz, Baja Verapaz y Chimaltenango en Guatemala para conocer sus interrelaciones, actores y limitantes, con la finalidad de promover su desarrollo y fortalecimiento. El libro caracteriza los diferentes eslabones de la cadena productiva de brócoli (Brassica oleracea var.
Esta presentación describe las cadenas productivas 2.0 y presenta estudios de caso de la cadena del café, frijol, hortalizas y miel.
Este libro describe el proyecto Cadenas de Valor 2.0 - Promoviendo la Gestión del Conocimiento para el Desarrollo de Cadenas de Valor Inclusivas y Sostenibles. El libro también trae estudios de caso detallados a respecto de Cadenas evaluados por el proyecto, tales como: la cadena del café, la cadena de hortalizas, la cadena del frijól y la cadena de la miel.
Este libro analiza la cadena productiva de la pacaya cultivada en la región de Las Verapaces con la finalidad de conocer su estado actual, interrelaciones, actores y principales cuellos de botella que puedan limitar su fortalecimiento en el plazo inmediato. Así mismo, se identifican oportunidades para la inclusión de mujeres y jóvenes en los diferentes eslabones de la cadena analizada.
Este documento en el contexto del Programa Regional de Investigación e Innovación por Cadenas de Valor Agrícola (PRIICA), tiene como objetivo el desarrollo de acciones para incrementar la disponibilidad de los alimentos y el acceso a ellos y a generar bienes públicos internacionales, mediante la investigación agrícola en los productos-cadena: papa, yuca, tomate y aguacate en Centroamérica y Panamá.
To cope and compete in this rapidly-changing world, organisations need to access and apply new knowledge. While explicit knowledge is important, what is often critical is an organisation’s ability to create, access, share and apply the tacit or un-codified knowledge that exists among its members, its network and the wider innovation system of which it is a part. This discussion paper explores the role of tacit knowledge in livestock sector innovation capacity though the case of Visakha Dairy, one of the most progressive producer-owned milk marketing companies in India.