This paper reflects on the experience of the Research Into Use (RIU) projects in Asia. It reconfirms much of what has been known for many years about the way innovation takes place and finds that many of the shortcomings of RIU in Asia were precisely because lessons from previous research on agricultural innovation were “not put into use” in the programme’s implementation. However, the experience provides three important lessons for donors and governments to make use of agricultural research: (i) Promoting research into use requires enabling innovation.
The adoption of modern technologies in agriculture is crucial for improving productivity of poor farmers and poverty reduction. However, the adoption of modern technology has been disappointing. The role of value chains in technology adoption has been largely ignored so far, despite the dramatic transformation and spread of modern agri-food value chains. We argue that value chain organization and innovations can have an important impact on modern technology adoption, not just by downstream companies, but also by farmers.
Local banks, NGOs and public institutions worked closely to ensure that women could access loans, join associations and have their voices be heard in collective decision-making processes. It also allowed these women and their communities to make collective investments that would increase their production, stabilize and diversify their nutrition, and ultimately achieve a better life.
Learn about the Women’s Empowerment Farmer Business Schools (WE-FBS) implemented in Kenya through FAO’s Flexible Multi-Partner Mechanism (FMM). The approach prompts men and women to reflect critically on their roles, resources, and activities in farming, and to develop strategies that are needed to maximize their commercial potential.
This paper discusses a range of approaches and benchmarks that can guide future design of value chain impact evaluations. Twenty studies were reviewed to understand the status and direction of value chain impact evaluations. A majority of the studies focus on evaluating the impact of only a few interventions, at several levels within the value chains. Few impact evaluations are based on well-constructed, well-conceived comparison groups. Most of them rely on use of propensity score matching to construct counterfactual groups and estimate treatment effects.
Traditional approaches to innovation systems policymaking and governance often focus exclusively on the central provision of services, regulations, fiscal measures, and subsidies.
In this paper the authors present the development of an analytical framework to study agricultural innovation systems. They divide the agricultural sector into four levels and expand the innovation system approach to study innovation processes.
The purpose of this paper is to analyze the use of food insecurity as coercive tool or a weapon during conflict, providing a case study on Gaza. The authors aim at proving that Food insecurity in Gaza is not merely a product of conflict, but rather a systematic policy of control. The paper includes the presentation of community-based innovations that were created in the extremely intricate case of Gaza, in order to retain certain economic and political agency over food and farming systems.
This paper investigates Innovation Systems Concepts and Principles starting with an historical perspective. Then it analyzes their application to Integrated Agricultural Research for Development (IAR4D) and makes a comparison between the traditional Research and Development Systems Approaches and the Innovation Systems Approach.
A growing variety of public and private agricultural advisory services are available today, leading to increasingly ‘pluralistic service systems’ (PSS) where advisory services are provided by different actors and funded from different sources. This is generally regarded as an important step forward, as it steers away from relying on purely state-led or privatised service systems. PSS hold the potential to overcome constraints related to funding, staffing and expertise, and to make advisory services more demand-driven.