2015
DOI: 10.3733/ca.e.v069n02p113
|View full text |Cite
|
Sign up to set email alerts
|

Network-smart extension could catalyze social learning

Abstract: Social learning, learning from others, has value in extending knowledge about farm management through networks of growers. Exactly how much value depends on the structure of the networks. We employed social network analysis to study knowledge networks and social learning in three American Viticulture Areas in California: Central Coast, Lodi and Napa Valley. In a survey, growers confirmed that experiential and social learning are more useful for accessing information about farm management than formal learning. … Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
49
0

Year Published

2017
2017
2024
2024

Publication Types

Select...
5
1

Relationship

0
6

Authors

Journals

citations
Cited by 35 publications
(49 citation statements)
references
References 31 publications
0
49
0
Order By: Relevance
“…Agricultural outreach professionals can develop programs that explicitly intervene in networks, by targeting communication at central leaders or brokers, identifying network subgroups with different communication needs or potential for linkages, or creating new network links for open or closed structures depending on whether the goal is spreading information or fostering cooperation (Valente 2012). Governing institutions like land grant universities or other types of agricultural extension systems should reward outreach professionals for engaging in these types of network-smart strategies (Hoffman et al 2015). Clark et al (p. 4572) echo this point in their discussion of innovation systems, where "reformers have called for and implemented more collaborative, iterative, and interactive models of innovation that acknowledge the importance of co-production relationships between knowledge-making and decision-making.…”
Section: Discussionmentioning
confidence: 99%
See 3 more Smart Citations
“…Agricultural outreach professionals can develop programs that explicitly intervene in networks, by targeting communication at central leaders or brokers, identifying network subgroups with different communication needs or potential for linkages, or creating new network links for open or closed structures depending on whether the goal is spreading information or fostering cooperation (Valente 2012). Governing institutions like land grant universities or other types of agricultural extension systems should reward outreach professionals for engaging in these types of network-smart strategies (Hoffman et al 2015). Clark et al (p. 4572) echo this point in their discussion of innovation systems, where "reformers have called for and implemented more collaborative, iterative, and interactive models of innovation that acknowledge the importance of co-production relationships between knowledge-making and decision-making.…”
Section: Discussionmentioning
confidence: 99%
“…Because farmers operate in markets and ecosystems, strict independence is never realized, but it may be a reasonable approximation for some farmmanagement decisions (Drummond and Goodwin 2010). In this context networks serve primarily to transfer information about the innovation's benefit/cost ratio and thus can be considered a form of social learning (Lubell et al 2011;Hoffman et al 2015).…”
Section: Innovation Short-path Lengths and Centralizationmentioning
confidence: 99%
See 2 more Smart Citations
“…Hoffman et al 2015) that allow for both the flow of information through linking and the production of context specific information through joint learning may form through ACM, however, they may not last if not matched by a supportive institutions and policies (Hahn et al 2006). Bridging organizations can support networks of knowledge-sharing relationships (Hahn et al 2006, Olsson et al 2007, Crona and Parker 2012 and extension systems have the potential to serve as bridging organizations (Hoffman et al 2015;Nourani, Decker, and Krasny, unpublished manuscript). Future research may engage more deeply with how bridging organizations arise and how they support knowledge networks.…”
Section: The Influence Of Context On Adaptive Comanagement (Acm) Perfmentioning
confidence: 99%