Conventional agriculture systems of production often lead to environmental degradation, economic problems and even social conflict. The efficacy of agriculture systems conducive to the economic, environmental and social sustainability of farming operations has been demonstrated, yet the adoption of sustainable agricultural practices is not widespread. This qualitative study is based on a web-based survey instrument designed to elicit the barriers to adoption of sustainable agriculture practices (SAP) perceived by a positional and network sample of 269 change agents working with farmers in the US South. The analysis examines the general proposition that reluctance to change to SAP is an overused rationale of change agents that tends to mask real barriers that we endeavor to elicit in the survey. It was found that despite having support from technical assistance providers, farmers are rarely adopting SAP. Change agents often are not well prepared to attend to farmers' needs regarding SAP, particularly the needs of specific farming situations. Thus, farmers often struggle to obtain accurate information about the benefits of SAP. Government support programs often fail to encourage adoption due to lack of funding, inappropriate design and ineffective targeting of incentives. Reluctance to change is frequently mentioned by change agents, but more as a way of blaming farmers for nonadoption than explaining the often tangible reasons for their behaviors. Social barriers, land tenure, infrastructure and incompatibility are other significant impediments to adoption. Strategies such as improved management of the existing information, careful design of economic support programs and extension efforts addressed to change agents themselves could help overcome some of the barriers identified by change agents.
The goal and system resource approaches represent alternative conceptions of organizational effectiveness. The goal approach views effectiveness in terms of internal organizational objectives and performance. Organization‐environment relations are the focus of the system resource approach, though previous applications of this perspective have been limited to profit‐making organizations. This paper reconceptualizes the system resource approach for use in public agencies and examines the flow of organizational resources as an indicator of effectiveness. Goal approach indicators are matched with system resource measures in examining the convergence and consistency of the two approaches. The convergence of effectiveness measures is examined by observing the correlations between themselves and four organizational decision making variables that had previously been shown to be associated with effectiveness. An examination of the data collected through interviews with representatives of 110 public agencies reveals some consistency but no convergence between the two approaches.
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