Research-development partnerships for scaling complex innovation: Lessons from the Farmer Business School in IFAD-supported loan-grant collaborations in Asia

Prain, Gordon; Wheatley, Christopher C.; Odsey, Cameron; Verzola, Leonora; Bertuso, Arma; Roa, J.R.; Naziri, Diego

doi:10.1016/j.agsy.2020.102834

Cited by 14 publications

(25 citation statements)

References 24 publications

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“…In a previous study conducted by Horton et al (2013) stated that increasing trust, coordination and collaboration can greatly contribute to the sustainability of a business. The collaboration strategy will form scaling elements, namely trust building and mutual benefits for a business (Prain et al, 2020). Trust building and mutual benefits play a major role in the process of combining online and offline business models in the company.…”

Section: Collaboration Strategymentioning

confidence: 99%

The strategy for combining online and offline business model for MSMEs

Kusmiyati

Priyono²

2021

IJRBS

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Digital transformation has created an information revolution, eliminated boundaries, created a knowledge-based global market, and in MSMEs finding new business models, conducting business transactions and collaborating in all fields to form economic strength. Activities that are completely digital, even transaction activities are carried out digitally because they are faster, more effective and efficient. Therefore, MSMEs can apply a business model strategy that can combine online and offline activities. To increase their capability, MSMEs start with developing strategies to become hybrid businesses and combined online and offline business models. In this case, the authors conducted research on MSMEs that use strategies to combine online and offline business, this study offers guidance for MSMEs on what strategies should be used in achieving a business hybrid so that online and offline business models can be combined. In the formation of a business hybrid, there are five capabilities, namely, assimilative capability, ambidextrous capability, environmental capability, autonomous capability and digital and non-digital competitiveness capability. The ability of assimilative can improve managerial ability in the company, absorb knowledge or resources not only from the external environment, but can come from different business units within a company.

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Section: Collaboration Strategymentioning

confidence: 99%

The strategy for combining online and offline business model for MSMEs

Kusmiyati

Priyono²

2021

IJRBS

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“…School" approach, which was developed earlier in Indonesia to promote integrated pest management (Feder et al, 2004;Prain et al, 2020).…”

Section: Using the Pmca And Developing Complementary Approaches For Pmentioning

confidence: 99%

“…When project funding ended, so did these follow-up activities. The CIP team developed a "Farmers' Business School" (FBS) approach for strengthening farmers' organizations that was subsequently used in regional projects led by CIP(Prain et al, 2020).8…”

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confidence: 99%

Collective action for inclusive value-chain innovation: Implementation and results of the Participatory Market Chain Approach

Horton¹,

Devaux²,

Thiele³

et al. 2020

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The Social Sciences Working Paper Series is intended to advance social science knowledge about production and utilization of potato, sweetpotato, and root and tuber crops in developing countries to encourage debate and exchange of ideas. The views expressed in the papers are those of the author(s) and do not necessarily refl ect the offi cial position of the International Potato Center. Comments are invited. Collective action for inclusive value-chain innovation: Implementation and results of the Participatory Market Chain Approach

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“…So the ability to nurture equitable and effective partnerships underpins assumptions in impact pathways (Stokes, 1997;Price et al, 2020). Process-related factors such as the quality, duration and context of research partnerships are key in ensuring that research is relevant, credible, legitimate and effective (Douthwaite and Hoffecker, 2017;Prain et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…The aim of this study is to analyze the elements and contexts of a long-term research for development partnership between a CGIAR research center (WorldFish) and a national government agency (Ministry of Fisheries and Marine Resources; MFMR) in Solomon Islands, using the framing of research-development partnerships for scaling, as described by Prain et al (2020). The partnership spans over three decades and reflects post-colonial national development trajectories along with the disruptions, changes in priorities, and the societal change that the world has experienced over this time.…”

Section: Introductionmentioning

confidence: 99%

Three-Decades of Research Integration—Transforming to Collaborative Aquatic Food Systems Research Partnerships in the Pacific

Schwarz

Eriksson

Ramofafia

et al. 2021

Front. Sustain. Food Syst.

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High-quality research to provide sustainable development solutions in aquatic food systems requires a deliberate theory for its application at scale. One frequently defined pathway in theories of change for scaling research innovation is through partnerships. Yet, despite the widespread application of partnership modalities in food-systems research, only a small proportion of published research provides original and high-quality solutions for small-scale producers. Metrics of academic success can incentivize publication regardless of end-user impact. Analogously, partnerships among national and international institutions can also lack impact because of inequity and persistent power imbalances. We describe a long-term research for development partnership between a CGIAR center (WorldFish) and a national government agency (Solomon Islands Ministry of Fisheries and Marine Resources; MFMR). We review the literature produced by, or about, the activities carried out in the name of the partnership over a 35-year period to build a time-line and to identify elements of research power, priorities and capacity by decade. The form and function of the collaboration through time form the basis of our analysis of the journey toward an increasingly equitable partnership: a theorized goal toward greater development outcome at scale in Solomon Islands. The partnership has been strongly influenced by changes in both institutions. The MFMR has undergone a significant increase in operational capacity since the partnership was first conceived in 1986. WorldFish has also undergone change and has navigated tensions between being locally impactful and globally relevant through periods of different research foci. With an increasingly competent and capable ministry, dimensions of power and practice have had to be re-visited to embed CGIAR research on aquatic food systems within national development trajectories. By focusing on a practice seeking more meaningful and respectful partnerships, WorldFish—as an international research partner—continues to evolve to be fit for purpose as a credible and effective research partner. We discuss this journey in the context of system-level change for aquatic food system sustainability and innovation.

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Research-development partnerships for scaling complex innovation: Lessons from the Farmer Business School in IFAD-supported loan-grant collaborations in Asia

Cited by 14 publications

References 24 publications

The strategy for combining online and offline business model for MSMEs

The strategy for combining online and offline business model for MSMEs

Collective action for inclusive value-chain innovation: Implementation and results of the Participatory Market Chain Approach

Three-Decades of Research Integration—Transforming to Collaborative Aquatic Food Systems Research Partnerships in the Pacific

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