The chapter is a part of the book Integrated Agricultural Research for Development: from Concept to Practice.
The paper sets out the general concepts and principles of the Agricultural Innovation Systems approach, and its application to agricultural research and development, particularly in sub-Saharan Africa. It is intended for those interested in applying new approaches to research with farmers, NGOs and the private sector that lead to developmental outcomes.
This chapter is a part of the book Integrated Agricultural Research for Development: from Concept to Practice. It focuses on the development and implementation of action plans for innovation platforms (IPs). The chapter introduces the constitution of committees, IP operationalisation, the case of IP functioning in the Democratic Republic of Congo, and post-formation issues for IPs.
Research, extension, and advisory services are some of the most knowledge-intensive elements of agricultural innovation systems. They are also among the heaviest users of information communication technologies (ICTs). This module introduces ICT developments in the wider innovation and knowledge systems as well as explores drivers of ICT use in research and extension
This chapter analyses the functioning of the Brazilian agricultural innovation system. It discusses the role of the different actors and describes governance mechanisms to define priorities and evaluate performance. It analyses trends in agricultural R&D expenditure and sources of funding, the role of intellectual property protection in fostering knowledge markets, and outlines mechanisms used to facilitate knowledge transfers, including collaboration at the national level and the adoption of innovation at the farm or firm level.
Brazilian agriculture is facing another expansion cycle to the Cerrado region, more specific in the Northeast. The first agriculture expansion cycle to the Midwest was in seventies encouraged and developed by Brazilian Government with farmers from southern and southeast Brazil, which were traditional small farmers with some experience, low budget and a remarkable determination. All of these efforts after 20 years resulted in an outstanding development of a part of the country with economy based on agribusiness (soybean, corn, cotton, livestock, poultry, swine, etc.).
The agricultural Internet of Things (Ag-IoT) paradigm has tremendouspotential in transparent integration of underground soil sensing, farm machinery,and sensor-guided irrigation systems with the complex social network of growers,agronomists, crop consultants, and advisors. The aim of the IoT in agriculturalinnovation and security chapter is to present agricultural IoT research and paradigmto promote sustainable production of safe, healthy, and profitable crop and animalagricultural products.
Kenya has emerged as a frontrunner in information and communication technologies (ICT) in Sub-Saharan Africa. The government has been actively supporting the ICT sector as one of the key drivers of economic growth. In addition to large international firms that are setting up offices in Nairobi, such as Nokia, IBM and Google, local start-ups have also been expanding rapidly.
Market access determines the income of agricultural households and incentivizes the cultivation of diverse crops. Markets in India are mostly unorganized with limited infrastructure limiting their ability to cater to quality requirements and specifications demanded by urban consumers. Therefore, parallel to traditional markets, direct linkages with farms and alternative markets based on electronic sales platforms, new commodity futures and warehousing systems are needed.
This chapter assesses the potential of farmer-to-farmer extension (F2FE) as a low-cost approach for promoting CSA. It is based on surveys of extension program managers and farmer-trainers in Cameroon, Kenya and Malawi who are involved in promoting a wide range of agricultural practices, including CSA. In the F2FE approach, extension programs provide education for farmer-trainers, who in turn educate other farmers, typically 17–37 per year. Extension program managers find this approach to be effective in boosting their ability to reach large numbers of farmers.