ABSTRACT
Purpose
Multiple value chain challenges confront smallholder farmers, which necessitate context-specific solutions. Family resources, such as information and production inputs, are valuable assets for farmers. When properly used, farmers’ family resources can help them in learning how to address value chain challenges. Yet, the learning in rural agricultural value chain literature still does not inform how family resources influence farmers’ learning.
Design/methodology/approach
Face-to-face interviews with 214 coffee farmers were used to investigate how family resources shape farmers’ experiential learning process. The data was analyzed using PLS-SEM.
Findings
Results show that family resources play a crucial role in farmers’ experiential learning process, particular in reflecting on and addressing value chain challenges they are confronted with.
Practical implications
Smallholder farms, as a collective and farmer-centered experiential learning context, can serve as a source of inspiration for extension agents bringing the paradigm shift from technology transfer to participatory advisory services to reality.
Theoretical implications
The study contributes to experiential theory in the context of agriculture by advancing a model on how rural family support can function as a resource to change the mechanisms underlying farmers’ experiential learning.
Originality/value
The smallholder farm is a node in larger social learning networks (e.g. Innovation platform), where resources such as information, labor, emotional support, and production inputs, circulate.
Disclosure statement
No potential conflict of interest was reported by the author(s).
Notes
1 Smallholders are farmers who own small pieces of land and rely almost completely on family labor to raise subsistence crops and one or two cash crops. They are defined by their restricted resource endowment. Because of smallholder farmer’s restricted resource endowment, the terms ‘family farm’ and ‘smallholder farm’ are frequently interchanged. See (Kostov, Davidova, and Bailey Citation2019; Garner and de la O Campos Citation2014; Lowder, Skoet, and Raney Citation2016).
Additional information
Funding
Notes on contributors
Robert Ochago
Robert Ochago is a Ph.D. fellow at the Business Management & Organization, Wageningen University & Research.
Domenico Dentoni
Domenico Dentoni, Ph.D., is a Full Professor at Montpellier Business School, Montpellier Research in Management, University of Montpellier, France.
Jacques Trienekens
Jacques Trienekens, Ph.D., is a Professor at Business Management & Organization, Wageningen University & Research.