Title: Agricultural technology commercialisation: stakeholders, business models, and abiotic stressors - Part 1

Authors: Stephen Suffian; Arianna De Reus; Curtis Eckard; Amy Copley; Khanjan Mehta

Addresses: Humanitarian Engineering and Social Entrepreneurship Programme, Pennsylvania State University, 213U Hammond Building, University Park, PA 16802, USA ' Humanitarian Engineering and Social Entrepreneurship Programme, Pennsylvania State University, 213U Hammond Building, University Park, PA 16802, USA ' Humanitarian Engineering and Social Entrepreneurship Programme, Pennsylvania State University, 213U Hammond Building, University Park, PA 16802, USA ' Humanitarian Engineering and Social Entrepreneurship Programme, Pennsylvania State University, 213U Hammond Building, University Park, PA 16802, USA ' Humanitarian Engineering and Social Entrepreneurship Programme, Pennsylvania State University, 213U Hammond Building, University Park, PA 16802, USA

Abstract: A wide range of innovative technologies have emerged to facilitate the creation, expansion, and streamlining of food value chains (FVCs) in developing countries. These technologies target agricultural production, processing, storage, marketing, distribution, and consumption. Technology has the potential to bolster food security and make FVCs more efficient. Commercialisation of technologies requires sound business strategies for products to sustain. A typology of business models is presented to assist entrepreneurs in integrating their technologies into FVCs. The impacts of abiotic stressors like access to capital, supply chain resiliency, and ownership dynamics are discussed to help entrepreneurs develop strategies for their own agricultural ventures.

Keywords: food value chains; FVCs; agricultural technology; technology commercialisation; stakeholders; business models; abiotic stressors; entrepreneurship; developing countries; food security; business strategies; access to capital; supply chain resilience; ownership dynamics; food supply chains; supply chain management; SCM.

DOI: 10.1504/IJSEI.2013.059314

International Journal of Social Entrepreneurship and Innovation, 2013 Vol.2 No.5, pp.415 - 437

Available online: 13 Feb 2014 *

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