What farmers want: collective capacity for sustainable entrepreneurship

Ashby, Jacqueline Anne; Heinrich, G.; Burpee, Gaye; Remington, Thomas F.; Wilson, Kim; Quiros, Carlos Arturo; Aldana, Marco; Ferris, Shaun

doi:10.3763/ijas.2009.0439

Cited by 29 publications

(24 citation statements)

References 44 publications

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“…The first author screened the titles, key words, and abstracts of the 1,229 articles identified in the search, and all articles that met any of the following criteria were excluded: (1) non-relevant subject matter (e.g., renewable energy, knowledge management, or effects of CSR/SD; n = 1,008) (e.g., Bond et al 2010 andKolodinsky et al 2010); (2) a non-multi-dimensional perspective of sustainability/CSR (i.e., not referring to an economic, environmental, or social dimension; n = 28) (e.g., Ashby et al, 2009), as CSR involves the interrelation or balance between these three dimensions; (3) a focus on competencies at the organizational/team/urban/community level (n = 53) (e.g., Ramachandran 2011;Van Kleef and Roome 2007), as our review focused on individual competencies; or (4) a focus on a target group other than students or professionals (e.g., citizens, consumers, or countries; n = 56) (e.g., Gupta 2003;Leiserowitz et al 2005), as the targeted group in this review was professionals working on CSR implementation and CSR-related challenges. Thus, only work-related competencies were perceived as being relevant.…”

Section: Methodsmentioning

confidence: 99%

Individual Competencies for Corporate Social Responsibility: A Literature and Practice Perspective

et al. 2014

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Because corporate social responsibility (CSR) can be beneficial to both companies and its stakeholders, interest in factors that support CSR performance has grown in recent years. A thorough integration of CSR in core business processes is particularly important for achieving effective long-term CSR practices. Here, we explored the individual CSR-related competencies that support CSR implementation in a corporate context. First, a systematic literature review was performed in which relevant scientific articles were identified and analyzed. Next, 28 CSR directors and managers were interviewed. The literature review complemented with interview data resulted in the following eight distinct CSR-related competencies: (1) Anticipating CSR challenges; (2) Understanding CSR-relevant systems and subsystems; (3) Understanding CSRrelevant standards; (4) CSR management competencies, including (4a) Leading CSR programs, (4b) Managing CSR programs, and (4c) Identifying and realizing CSR-related business opportunities; (5) Realizing CSR-supportive interpersonal processes; (6) Employing CSR-supportive personal characteristics and attitudes; (7) Personal valuedriven competencies, including (7a) Ethical normative competencies, (7b) Balancing personal ethical values and business objectives, and (7c) Realizing self-regulated CSRrelated behaviors and active involvement; and (8) Reflecting on personal CSR views and experiences. Based on these results, implications for further research on this topic, as well as implications for practitioners, are discussed.

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Section: Methodsmentioning

confidence: 99%

Individual Competencies for Corporate Social Responsibility: A Literature and Practice Perspective

et al. 2014

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“…Farmer groups are progressively becoming an essential channel for the rural poor households to improve their income levels and achieve food security through improving crop productivity. They facilitate easy access to rural credit and input markets (Abebaw and Haile, ; Ashby et al., ; Uaiene et al., ), expedite efficient information flow on availability of improved agricultural technologies (Shiferaw et al., ), provide less costly networks to achieve successful dissemination and adoption of agricultural technologies (Bernard and Spielman, ), reduce both farmers’ risk aversion toward new technologies and income shocks through collective risk management (Hogeland, ; Menapace et al., ; Pingali et al., ), and accelerate transitioning from smallholder subsistence farming into commercial oriented farming through collective marketing and value addition (Fischer and Qaim, ; Okello et al., ) . All these services provided through farmer groups are hardly contentious in empirical literature as key drivers of change in agricultural productivity (Hazell and Wood, ), especially in sub‐Saharan African countries.…”

Section: Introductionmentioning

confidence: 99%

Improving the speed of adoption of agricultural technologies and farm performance through farmer groups: evidence from the Great Lakes region of Africa

Ainembabazi

Asten

Vanlauwe

et al. 2016

Agricultural Economics

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The article examines the effect of membership in farmer groups (MFG) on adoption lag of agricultural technologies and farm performance in Burundi, the Democratic Republic of Congo and Rwanda. We use duration and stochastic production frontier models on farm household data. We find that the longer the duration of MFG, the shorter the adoption lag and much more so if combined with extension service delivery. Farmer groups function as an important mechanism for improving farm productivity through reduced technical inefficiency in input use. We discuss policy implications under which farmer groups are a useful channel to reduce adoption lag, and the means through which improved farm performance can be achieved.JEL classifications: O12, Q12, Q16

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“…Over the past decade, a vast amount of scholarly work has examined various aspects of sustainable entrepreneurship, including sustainable entrepreneurs' (SEs') intention and motivation [12][13][14][15][16], SEs' competency [17][18][19], SEs' values [20], SEs' knowledge [5,21], sustainable entrepreneurial opportunity [1,2,[22][23][24], the context for SE [9,[25][26][27][28], success factors for SE [29,30], ways to promote SE [31][32][33][34][35], etc. Although prior studies are insightful, they mainly focus on individual-and/or organization-level factors, albeit the fact that most startups are launched with a group of people [36].…”

Section: Pacheco Et Al (2010) Qualitativementioning

confidence: 99%

Sustainable Entrepreneurship Team Scale Development: A Complex Systems Perspective

et al. 2018

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This paper primarily focuses on two questions: (1) "How is a sustainable entrepreneurship team (SET) formed?"; and (2) "What factors contribute to effective SET?". Based on the model of Baron and Henry (2011), we adopt a process view of SET development and propose a conceptual model of a SET work that includes four key elements: (1) Sustainable entrepreneurial motivation; (2) sustainable entrepreneurial opportunity recognition; (3) knowledge resources acquirement; and (4) sustainable entrepreneurial outcome. Furthermore, based on complex systems theory, we elaborate on how individual entrepreneurs form a SET. We also develop a SET scale and provide some initial empirical support for our conceptual model. Finally, based on our qualitative and quantitative results, we offer suggestions for Research Question 2.

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What farmers want: collective capacity for sustainable entrepreneurship

Cited by 29 publications

References 44 publications

Individual Competencies for Corporate Social Responsibility: A Literature and Practice Perspective

Individual Competencies for Corporate Social Responsibility: A Literature and Practice Perspective

Improving the speed of adoption of agricultural technologies and farm performance through farmer groups: evidence from the Great Lakes region of Africa

Sustainable Entrepreneurship Team Scale Development: A Complex Systems Perspective

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