Estas cartillas han sido producidas en el marco del Proyecto “Innovaciones institucionales para el apoyo a la gestión de procesos comerciales de la Agricultura Familiar y su vinculación con los mercados”, que se desarrolló de forma simultánea en Chile, Perú y la Argentina entre los años 2014 y 2016. Este proyecto fue financiado por el Fondo Concursable para la Cooperación Técnica del IICA (FonCT) con contrapartes gubernamentales en los tres casos. El proyecto parte de identificar tres problemas específicos con relación a la comercialización de los agricultores familiares:
Este documento explora las demandas tecnológicas y de extensión que los principales actores en el entorno institucional esperan que el INTA atienda, de cara al 2030.
Este estudio identifica factores que inciden en la adopción de tecnología e innovación productiva en la producción vitivinícola familiar ubicada en el Oasis Este de Mendoza. Se abordan realidades territoriales desde perspectivas cualitativas con productores entre 10 y 70 ha. Se indaga respecto de las visiones de nuevas tecnologías, como cambios organizacionales, de sistemas de conducción y de estrategias de diversificación para mejorar la actividad.
Esta publicación da cuenta de los aprendizajes de los diversos procesos asociativos de dichas experiencias de la agricultura familiar, la caracterización de aspectos organizativos, jurídicos, productivos, de comercialización y agregado de valor de las asociaciones, como así también de la construcción de redes público privadas para su gestación y consolidación.
Explicitly integrating reflection in the learning process of multi-stakeholder processes (MSPs) increases the likelihood that purposeful change will occur. When reflectivity is made part of learning in MSPs, learning will become clearer and better articulated and it will contribute more strongly to purposeful change in a complex context. MSP facilitators should deliberately include reflective learning sessions and tools in the process design and implementation.
This paper contributes to the ongoing discussion in the scientific literature on the advantages and disadvantages of privatization of extension and advisory services and the shift from thinking in terms of the traditional Agricultural Knowledge System towards a broader Agricultural Innovation System.
In the systems perspective on innovation, co-operation between several different types of actors is seen as key to successful innovation. Due to the existence of several gaps that hinder such effective co-operation, the scientific and policy literature persistently points at the need for intermediary organizations to fulfill bridging and brokerage roles. This paper aims to provide an overview of the insights from the literature on such ‘innovation brokers’, and to contribute to the literature by distilling lines of enquiry and providing insights on one of the lines identified.
This paper, presented at the 8th European IFSA Symposium ( Workshop 6: "Change in knowledge systems and extension services: Role of the new actors") in 2008, discusses the innovation network Waardewerken, a Dutch network of rural entrepreneurs pioneering in multifunctional agriculture. which aims to contribute to a professional multifunctional agriculture sector in the Netherlands. For this purpose it cooperates with researchers and policymakers in order to improve policy conditions and to develop knowledge for multifunctional farmers.
The European Innovation Partnership for agricultural productivity and sustainability (EIP-AGRI), which can be perceived as a platform based on interaction among farmers, researchers, and advisors/extensionists, represents a useful tool for a better understanding of applied innovation processes.
This report provides a synthesis of all findings and information generated through a “stocktaking” process that involved a desk study of Prolinnova documents and evaluation reports, a questionnaire to 40 staff members of international organizations in agricultural research and development (ARD), self-assessment by the Country Platforms (CPs) and backstopping visits to five CPs. In 2014, the Prolinnova network saw a need to re-strategise in a changing context, and started this process by reviewing the activities it had undertaken and assessing its own functioning.