Mobile phone based money services have spread rapidly in many developing countries. We analyze micro level impacts using panel data from smallholder farmers in Kenya. Mobile money use has a large positive net impact on household income. One important pathway is through remittances, which contribute to income directly but also help to reduce risk and liquidity constraints, thus promoting agricultural commercialization. Mobile money users apply more purchased inputs, market a larger proportion of their output, and have higher farm profits.

The latest turmoil of production and price volatility in the global food sector has put agriculture back to the top of the development agenda. Population growth, changing consumer preferences, bioenergy demand and climate change are some of the huge challenges for agricultural production today and in the future. In the last decades, productivity has been constantly improved through the introduction of improved crop varieties and the greater use of mechanization, irrigation, chemical fertilizer and pesticides.

Smallholder farmers in developing countries often suffer from high risk and limited market access. Contract farming may improve the situation under certain conditions. Several studies analyzed effects of contracts on smallholder productivity and income with mixed results. Most existing studies focused on one particular contract scheme. Contract characteristics rarely differ within one scheme, so little is known about how different contract characteristics may influence the benefits for smallholders.

Labor saving innovations are essential to increase agricultural productivity, but they might also increase inequality through displacing labor. Empirical evidence on such labor displacements is limited. This study uses representative data at local and national scales to analyze labor market effects of the expansion of oil palm among smallholder farmers in Indonesia. Oil palm is labor-saving in the sense that it requires much less labor per unit of land than alternative crops.

Strategic management (STM) is recognized as an important element for firms’ success; however, small firms, especially in agribusiness, have widely been overlooked because it is often thought that a systematic STM is exclusively for large corporate firms. Firms engage in STM practices such as environmental analysis, formulation of mission and vision statements, strategic planning, implementation, evaluation, etc., regardless of their size.