Purpose -Agriculture sectors in China and India are going through rapid changes. There is a shift in demand pattern, significant changes in the supply chain, greater competition due to opening up of the domestic and external markets and fuller integration with rest of the economy. These developments have impacted traditional agriculture and its institutional underpinning. Latter are being transformed and new institutions are coming into existence. The paper aims to discuss these issues. Design/methodology/approach -This paper discusses the changes in economy and the agricultural sector, explores institutional responses in terms of various producer organizations in the two countries, and examines their adequacy for the coming phase of agricultural development in China and India. Findings -The co-existence of various farmer organizations will sustain for a long period in both China and India. Overall, they have benefitted agriculture producers, and more particularly the surplus generating farmers. However, the incompatibility between these and the vast and growing small farm sector is not disappearing. Next set of institutional reforms should address this critical question of "reaching the unreached." Originality/value -China and India are the world's two largest countries in terms of population as well as agricultural population. They share a lot of common features. This paper discusses the changes in agricultural sector, explores institutional responses in terms of farmer organizations, and examines their adequacy for the coming phase of agricultural development in China and India, which has never been seen before.

The Analytic Hierarchy Process (hereafter AHP) is a popular multi-criteria decisionmaking technique. The extant AHP literature usually depicts the geometric mean or the arithmetic mean as a measure of aggregation to process group decisions. However, both these measures are subject to the influence of extreme opinions, and aggregations based on them may not accurately portray the true group preference. In this paper, we propose the Common Priority Vector Procedure, which accentuates the majority group preference and diminishes the in-fluence of extreme individual opinions. The method has been further extended to deal with multi-actor, multi-criteria and multi-group decisions. The development of Common Priority Vector Procedure, presented here, has been motivated by a real case study presented towards the end of the paper.

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Productivity, profit and growth of an enterprise are closely linked to its ability to innovate successfully. Imitation is believed to be an inferior and ‘non–entrepreneurial’ act. The accelerating technological change, however, has made innovation increasingly difficult for small and nascent business. The large corporations are using the raised costs and complexities of technical change to snuff out entrepreneurial aspirations of new ventures. Notwithstanding the high profile success of a few start–ups’ innovative confrontations with mature business, a large number of ordinary entrepreneurs are losing in this battle of the unequal. The very spirit of entrepreneurship embodied in ever sprouting small and nascent enterprises is endangered by this trend. To counter it, a strategy of imitation facilitated entry and subsequent consolidation through incremental innovation, targeted at the lower part of the value chain, is proposed here.