Maximising farm profitability through entrepreneurship development and farmers' innovations: Feasibility analysis and action interventions

Abstract

The focus of capacity building has been shifting from primarily production to agri-business, based on market-led integration and developing other value chains aiming at enhancing farmers' income. It requires identification and supporting of rural enterprises through technology and skill training, entrepreneurship training, market information, access to institutionalized credit, and other infrastructure related facilities.The need for appreciation of farmers as actors in the innovation system, and institutionalization of farmers' wisdom for their scalability has been realized at most levels. To develop farming as a business venture and to integrate the farmers' innovations and opportunities in secondary agriculture an action research study has been conducted in National Capital region of India. Institutional arrangement for facilitation of networking among stakeholders and resources was opined as the foremost requirement for enhancing farm income. The skills in social processes of group management and enterprise management were found lacking among the farmers. The entrepreneurial and technical trainings led to income generating activities. The price spread in major commercial crops showed that the longer chain reduced the producers' share in consumer rupee drastically which implies the production linkages need to be developed with involvement of all the stakeholders. Through the lessons and opinion of respondents, maximizing farm profitability was found to be interplay of entrepreneurial competencies, entrepreneurial climate, and farmers' innovations which suggest convergence and synergistic linkages.

Governance structure and innovation to create and remunerate value in the specialty beef chain

“…Innovations, whether through incremental or radical ones (Tóth, 2015), are essential to seek differentiation in companies and production with added value. When it comes to chains involving high added value, how the chain is organized can leverage or hinder the achievement of innovations (Gereffi et al, 2005;Nain et al, 2019;Trienekens, 2011). This way of organizing a chain can be analyzed from the governance structures adopted among agents (Williamson, 1985;Barzel, 2005;Mancini et al, 2019;Trienekens, 2011).…”

“…Generated innovations can change the characteristics of transactions since they can design a product/service with greater added value which can lead to greater asset specificity and dimensions which can be difficult to be evaluated and measured. Therefore, governance structures need to foster innovations (Lambrecht et al, 2015;Nain et al, 2019;Nijhoff-Savakki et al, 2012) while adequately enabling agents to distribute the value generated (Buainain & Batalha, 2007;Malorgio et al, 2012;Mancini et al, 2019).…”

“…Also, studies considering governance mechanismssuch as geographical indications (Mancini et al, 2019) that favor the economic upgrading of these producers (Pietrobelli & Staritz, 2018). Some researchers investigated how chain organization impacts innovation achievement (Burnasov et al, 2015;Nain et al, 2019), whereas others sought to understand how innovations drive a global value chain (Pietrobelli & Rabellotti, 2011) and enable solutions to constraints in value chains (Adu-Acheampong et al, 2017;Hinnou et al, 2018).…”

ESTRUTURAS DE GOVERNANÇA E INOVAÇÃO EM SISTEMAS AGROALIMENTARES DIFERENCIADOS (SADs): UM ESTUDO NA CADEIA DA CARNE BOVINA NO PARANÁ

“…A inovação é essencial para a busca de diferenciação na empresa e para a produção com valor agregado, seja por meio da inovação incremental ou da radical (Tóth, 2015). Quando se trata de cadeias envolvendo alto valor agregado, o modo como a cadeia está organizada pode alavancar ou prejudicar a realização de inovações (Gereffi, Humphrey, & Sturgeon, 2005;Nain et al, 2019;Trienekens, 2011). Esse modo de organização de uma cadeia pode ser analisado a partir das estruturas de governança adotadas entre os agentes (Barzel, 2005;Mancini et al, 2019;Trienekens, 2011;Williamson, 1985).…”

“…As inovações geradas podem alterar as características das transações, uma vez que podem conceber um produto/serviço com maior valor agregado, podendo ocasionar maior especificidade de ativos e dimensões que podem ser difíceis de serem avaliadas e mensuradas. Diante disso, as estruturas de governança precisam fomentar a realização de inovações (Lambrecht et al, 2015;Nain et al, 2019;Nijhoff-Savakki et al, 2012), ao mesmo tempo em que sejam adequadas para possibilitar aos agentes a distribuição do valor gerado (Buainain & Batalha, 2007;Malorgio et al, 2012;Mancini et al, 2019).…”