Revealing power dynamics and staging conflicts in agricultural system transitions : Case studies of innovation platforms in New Zealand

Innovation platforms (IPs) that support agricultural innovation to enable transition processes towards more sustainable agriculture provide a space where conflicts of interest among actors in the existing agricultural system (the so called incumbent regime) may play out. Sometimes these conflicts over how actors will benefit from an action are not revealed until actors are brought together. However, a barrier to change occurs when IP actors use their existing power to mobilise resources to influence if and how individual and collective interests are aligned. In the context of agricultural innovation and transitions, this paper uses the power in transitions framework (Avelino and Wittmayer, 2016), along with analytical perspectives on conflicts and role perceptions, to understand how consciously staging or revealing conflicts of interest among IP actors changed role perceptions and power relations among these actors. The paper explores this topic in two IPs addressing agricultural production and sustainability challenges in New Zealand's agricultural sector. Conflicts were staged in IPs when one group of actors mobilised resources that enabled them to move existing power relations from one-sided, to synergistic or a mutual dependency. This enabled conflicts to be acknowledged and solved. In contrast, conflicts were not staged when actors mobilised resources to maintain antagonostic power relations. Our cases demontrate that staging conflicts to change actors' role perceptions is an important intermediary step to forming new power relations in the agricultural system. Our findings highlight the need for IP theory to conceptualise power relations in IPs as context specific, dynamic and a force shaping outcomes, rather than solely a force exerted by actors in the incumbent regime over IP actors.</p

Just-in-case to justified irrigation: Applying co-innovation principles to irrigation water management

A pilot study, using a co-innovation approach in identify opportunities to improve irrigation management, is underway in five farms in an irrigation scheme in New Zealand. Through a process of co-learning, a group of on-farm and off-farm stakeholders defined the problem of on-farm water use efficiency and co-developed solutions to enhance farmers’ ability, desire and capacity to adopt improved irrigation practices. To enable informed decision-making, participants were supplied with current soil water demand (measured on farm) and 2- to 15-day rainfall forecasts as a daily email update. We conducted several one-on-one formal/informal meetings and annual workshops with stakeholders to evaluate the farmers’ ability in integrating the updates into their current irrigation practices. Selected key findings were (i) on-farm irrigation decisions are influenced by on-farm and off-farm hydrological, climatic, infrastructural and regulatory factors, thus we need to develop a wider view to irrigation management, (ii) for successful uptake, it is important to understand the external stimuli that directly and indirectly conflict or align with proposed practice changes, (iii) introduction of stakeholders with conflicting perspectives needs to be carefully managed, (iv) with co-learning, project objectives continuously evolve in response to ongoing monitoring, review and reflection on the processes, thus it is important to build flexibility into the implementation pathway and (v) when scaling out from five farms to the wider irrigation scheme, opportunities such as collective learning and reflection at end-user focused workshops may become more challenging owing to stakeholder numbers, thus other co-learning opportunities need to be identified. </jats:p

Meat processing company staff as innovation intermediaries: Developing a framework from New Zealand’s red meat sector

Purpose: Meat processing companies have the potential to raise farm and sector productivity by directly working with farmers. This study assesses how commercial companies can undertake the roles of innovation intermediaries to increase productivity in New Zealand’s sheep and beef sector. Design/methodology/approach: This study uses a case study approach from the red meat sector in New Zealand. The case study included the development of a trial agricultural extension system established by staff from meat processing companies acting as innovation intermediaries, providing opportunities for skill development and knowledge transfer for farmers. From the case study, a framework is developed which illustrates how company staff can undertake the role of an innovation intermediary. Findings: (1) Meat processing company staff are able to successfully undertake the role of an innovation intermediary; (2) flexibility is necessary, as staff undertook each of the functions to different degrees depending on their existing skills and knowledge of agricultural extension and the time available within their current job; and (3) adaptability is important, as staff adapted the project to meet the needs of both farmers and their employer. Practical implications: Balancing commercial and extension roles is challenging. The framework could assist companies to clarify how individual company staff could successfully undertake specific roles. Theoretical implications: This paper discusses factors influencing which innovation intermediary roles and functions are optimally undertaken by staff within or outside a meat processing company. Originality/value: Analysing the role of an innovation intermediary from the perspective of meat processing company staff balancing their extension and commercial role