14 pages, This study examines how smallholder coffee farmers’ perceptions may influence their engagement in peer mobilization and collective action. Forty smallholder coffee farmers were interviewed in the Central Highlands region of Peru using a closed-ended instrument. The sample of smallholder farmers was achieved using purposive and snowball sampling methods. Quantitative data on farmers’ attitudes and aspirations regarding working with peers, autonomy, and external support as well as knowledge, skills, and behaviors pertinent to collective actions were collected and analyzed using descriptive and correlational procedures. Key findings indicate farmers perceive a need for external support, feel there are benefits of collective actions, and aspire to work with their peers. Based on the findings, it is recommended that practitioners and farmer group leaders focus training efforts on building smallholders’ knowledge and skills in mobilization, encourage peer association/collective action as a source of external support, and target knowledgeable, skilled and confident farmers to lead collective actions. This study has implications to bolster support for farmer-to-farmer extension and technical assistance systems and inform the identification of leader farmers.
14 pages, This study examines how smallholder coffee farmers’ perceptions may influence their engagement in peer mobilization and collective action. Forty smallholder coffee farmers were interviewed in the Central Highlands region of Peru using a closed-ended instrument. The sample of smallholder farmers was achieved using purposive and snowball sampling methods. Quantitative data on farmers’ attitudes and aspirations regarding working with peers, autonomy, and external support as well as knowledge, skills, and behaviors pertinent to collective actions were collected and analyzed using descriptive and correlational procedures. Key findings indicate farmers perceive a need for external support, feel there are benefits of collective actions, and aspire to work with their peers. Based on the findings, it is recommended that practitioners and farmer group leaders focus training efforts on building smallholders’ knowledge and skills in mobilization, encourage peer association/collective action as a source of external support, and target knowledgeable, skilled and confident farmers to lead collective actions. This study has implications to bolster support for farmer-to-farmer extension and technical assistance systems and inform the identification of leader farmers.
Online from periodical. 3 pages., Author described the responsibilities and importance of the produce manager/specialist. "These hardworking individuals live in two worlds; they have one foot in the stores and one foot in the corporate office." Emphasized the need for communications leadership among the teams with whom they work.
Online from publisher. 4 pages., Author and current editor in chief of Progressive Farmer magazine describes his journey into agricultural journalism, with special emphasis on his participation in AAEA (1998 president) and the International Federation of Agricultural Journalists. "Why didn't someone warn me? I'm glad they didn't. Otherwise, I never would have joined AAEA or enjoyed the rich rewards of friendships from ag communicators both near and far."
Carroll, Devon E. (author), Stevens, Carrie A. (author), Stripling, Christopher T. (author), Sorochan, John C. (author), and Brosnan, James T. (author)
Format:
Journal article
Publication Date:
2021-12-01
Published:
United States: American Association for Agricultural Education
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 204 Document Number: D12422
18 pages, Women are a traditionally underrepresented demographic in the turfgrass industry. As the industry faces labor shortages, increased recruitment and retention of women to the field may reduce labor issues. The purpose of this descriptive study was to explore the lived experiences of 13 female leaders in the turfgrass industry representing diverse job titles, years of experience, and geographic locations. The objective of this research was to promote change within the turfgrass industry and subsequently increase female recruitment efforts by identifying barriers faced uniquely by women and influences on female leadership success. To discover this information, participants engaged in 30-to-90-minute semi-structured interviews with the central research question, “What lived experiences have shaped your career in the turfgrass industry?” Transcriptions of interviews were open-coded and used to develop six main themes: (a) career paths, (b) mentorship involvement, (c) leadership styles, (d) challenges, (e) opportunities for personal growth, and (f) opportunities for industry growth. Interviewed women proved to be vibrant leaders in the industry and faced similar challenges in their journeys to leadership including inappropriate peer conduct, difficulty building a family, and overcoming stereotypes. Women sustained career success by engaging in self-efficacy through educational development, mentorship, and personal growth. These findings can be used by both women and men in the turfgrass industry to improve current culture for women
