El proceso de gestión de la innovación de la Facultad de Ciencias Agrarias de la Universidad de Antioquia produce importantes aportes al Sistema Nacional de Innovación Agropecuaria a través de la generación de nuevos conocimientos. Estos son consignados en el presente libro a través de la sistematización de los saberes propios del ejercicio profesoral, en cumplimiento de los ejes misionales de docencia, investigación y extensión, así como en la difusión del conocimiento que se produce al interior de la facultad.
Este libro ofrece instrumentos conceptuales sobre el agronegocio y sus perspectivas de cara a las exigencias tecnológicas y de innovación en la cuarta revolución industrial. Para ello, presenta un análisis de las técnicas y herramientas aplicadas al estudio de la gestión de conocimiento, la gestión tecnológica y las capacidades de innovación, así como algunos casos de éxito en la transferencia y la adopción de tecnologías en las organizaciones agrarias.
This collection of posters from the TAP-AIS project illustrates key achievements of the project towards strengthening national agricultural innovation systems (AIS) in Africa (Burkina Faso, Eritrea, Malawi, Rwanda, Senegal), Latin America (Colombia), Asia and the Pacific (Cambodia, Lao PDR, Pakistan). For each of these nine countries, and for their respective regions, the posters provide: i) thematic focus and context; ii) constraints in the AIS; iii) capacity development interventions; iv) outcomes; v) the way forward.
Agrifood systems generate significant benefits to society, including the food that nourishes us and jobs and livelihoods for over a billion people. However, their negative impacts due to unsustainable business-as-usual activities and practices are contributing to climate change, natural resource degradation and the unaffordability of healthy diets.
Addressing 21st century development challenges requires investments in innovation, including the use of new approaches and technologies. Currently, many development organisations prioritise investments in isolated innovation pilots that leverage a specific approach or technology rather than pursuing a strategic approach to expand the organisation's toolbox with innovations that have proven their comparative advantage over what is currently used.
For most development organisations and funders, innovation remains a sprawling collection of activities, often energetic, but largely uncoordinated. To a dregree, this has also been the case for Iceland's development co-operation. Iceland, a comparatively small but energetic player in the international development co-operation system, provided the equivalent of 0.28% (roughly 67 million Euro) of it 2021 gross national income towards Official Development Assistance.
The OECD Mission Action Lab critically examines the practice of missions and mission-oriented policies as well as their suitability to different problem contexts. Addressing complex challenges comes first, methods come second. The Lab is, thus, not promoting "missions" as the one and only instrument to address complex problems or societal transitions. Rather, we aim to understand when and how mission as an approach to public policies is useful and, sometimes more importantly, when it is not.
L’approche Champs-Écoles Producteurs (CEP) est introduite au Ghana en 1996, au Niger en 1999 et au Sénégal en 2000 via le projet « Gestion intégrée de la Production et des Déprédateurs (GIPD) » soutenu par la FAO.
The global impacts of the climate crisis are becoming ever clearer, and natural resources and ecosystems are being depleted. Despite some progress, hunger and poverty persist, and inequalities are deepening. The world is realizing that unsustainable high external inputs and resource-intensive industrialized systems pose a real danger of biodiversity loss, increased greenhouse gas emissions, shortages of healthy food, and the impoverishment of dispossessed peasants around the world.
In the rapidly changing context of agri-food systems, extension and advisory services (EAS) are expected to provide new roles and services that go well beyond the traditional production-related technology transfer. Consequently, pluralistic EAS systems with diverse actors have emerged with diverse actors, including private and civil society organisations. These multiple EAS actors must adopt innovative entrepreneurship models if they are to act proactively and respond to the increasing diversity of farmers’ demands while staying independent and sustainable.