This book chapter reviews the literature on agricultural innovation, with the threefold goal of (1) sketching the evolution of systemic approaches to agricultural innovation and unravelling the different interpretations; (2) assessing key factors for innovation system performance and demonstrating the use of system thinking in the facilitation of processes of agricultural innovation by means of innovation brokers and reflexive process monitoring; and (3) formulating an agenda for future research.
This article presents a different dimension of the innovation systems approach, going beyond analysis and shedding light on how these processes can be facilitated in practice. This is based on 20 years' experience with innovations systems. The focus is on the role of facilitation in triggering the changes, as well as in integrating learning and knowledge management (KM) in the innovation process.
This thematic note discusses the role of innovation brokers in bridging communication gaps between various actors of innovation systems. On the basis of recent experience in the Netherlands, it outlines the success of brokers in finding solutions adapted to the needs of farmers and industry, and thus their positive impact on innovation adoption. This section also examines some issues on how brokers function, particularly with regard to balancing interests, funding their activities, and the role of government.
This Module is the first in a series of four that address capacity development competencies in FAO. It is intended to provide FAO staff and consultants with a basic understanding and knowledge of Capacity Development (CD), reflecting the international debate as well as FAO’s perspective on CD. It also provides some key concepts for adopting changes in responsibilities, behaviours and attitudes that are consistent with FAO’s new role in CD.
This is a discussion of the processes that led Unilever to develop and implement a corporate sustainability strategy working with multiple stakeholders.
The IFAD Innovation Strategy does not set new objectives for staff, but rather defines what is needed to create an innovation-friendly environment and to support staff in achieving the expected results.To strengthen its innovative capabilities and become a better catalyst of pro-poor innovation, IFAD will focus on four clusters of activities: (i) Building capabilities and understanding of challenges requiring innovation; (ii) Nurturing partnerships and facilitating an innovation network; (iii) Embedding rigorous innovation processes and the related risk management into IFAD’s core business
The Worldwide Extension Study provides empirical data on the human and financial resources of agricultural extension and advisory systems worldwide, as well as other important information on: the primary extension service providers in each country (e.g.: public, private and/or non-governmental); which types and groups of farmers are the primary target groups (e.g.: large, medium, and/or small-scale farmers, including rural women) for each extension organization; how each organization’s resources are allocated to key extension and advisory service functions; each organization’s information a
This paper investigates the role of knowledge management in African agricultural and rural development policies, and how information and communications technologies (ICTs) can contribute to enhance it. African Policymakers are aware of the importance of knowledge management; however, its actual use is constrained by inter-related factors encompassing the national context and investments in ICTs for knowledge management are still limited.
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.
The publication reviews forty years of development experience and concludes that donors and partner countries alike have tended to look at capacity development as mainly a technical process, or as a transfer of knowledge or institutions from North to South.