The need of Farmer Producer organizations (FPo) was felt to overcome the problems of unorganized small farmers who lack access to resources and services. FPos emerged as an interface between small farmers and the external world by providing forward and backward linkages, giving them required voice, market access, bargaining power, economy of scale and better prices. Among different tangible and intangible benefits, marketing related benefits like access to different market channels, decrease in risk, decrease in transaction cost, economy of scale etc. were reported prominently by different studies. Some studies recommended formation of women FPo, as male dominance in mixed type of FPo reduces women’s chance of equal participation. Structure and organization of FPo vary from country to country depending upon the legal and policy framework of the country. Ability of FPo to create and maintain linkages outside is linked to success of the FPo in long run. Articulation of demand, service provision, capacity building and financing are the important Extension and Advisory functions performed by FPOs. Weakness related to organization and group dynamics featured prominently in many studies, which can be overcome by enabling policy, ethics, professionalism and linkages creation for success and sustenance of FPo
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...
This paper draws lessons from selected country experiences of adaptation and innovation in pursuit of food security goals. It reviews three cases of systems of innovation operating in contrasting regional, socio-economic and agro-ecological contexts, in terms of four features of...
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...
In 2011, the Platform for African European Partnership on Agricultural Research for Development (PAEPARD) launched the Users-led Process (ULP) to better articulate users’ needs in a multi-stakeholder research and innovation (R&I) partnership. The ULP comprises six critical steps: (1) Identification...
Given the diversity and context-specificity of innovation systems approaches, in March 2007 the World Bank organized a workshop in which about 80 experts (representing donor agencies, development and related agencies, academia, and the World Bank) took stock of recent experiences...