This paper explores the role of technology‐based start‐ups in supporting the implementation of sustainable agriculture (SA) practices in Indonesia. Through a qualitative multiple‐case studies research strategy, this research identifies several roles of start‐ups in implementing SA. The start‐ups create sustainable archetypes mainly for the economic and social aspects, but not all of them penetrate the environmental side. Start‐ups can contribute to the agricultural system in three ways: (1) focus on solving fundamental problems, (2) focus on solving fundamental problems and providing strategic solutions, and; (3) focus on providing advanced solutions. In the implementation mechanism, the start‐ups experienced various risks from the natural environment, the internal environment, or other actors—especially producers—due to dependencies. The disappearance of start‐ups from the agriculture system or the inhibition of their business can reduce or hinder the implementation of SA practices. Regarding the debate concerning the necessity of government support for start‐ups to achieve sustainability, this paper argues that government support is still needed in a situational just‐in‐time manner.

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Social innovation (SI) is a potential solution to various problems and challenges in the agriculture sector. Agri-tech start-ups can be considered important agents for developing SI in the sector. In Indonesia, agri-tech start-ups are also expected to develop SI for sustainable agricultural development in the medium-term national development plan 2020–2024. Using multiple case studies, this paper attempts to complement the currently available literature and deepen the knowledge regarding the differences between SI and traditional innovation. This research also discusses the role of business organizations, represented by agri-tech start-ups, in developing SI, by observing the diffusion model and innovation-decision process. This research identifies characteristics of SI theoretically complemented with empirical description. Three models of diffusion leading to different types of innovation-decision processes and communication channels are identified. Several internal and external factors are influencing the diffusion process. In the process, the start-ups also hold bridging roles that vary according to company characteristics. Practical implications regarding successful SI development are provided.