Food systems transformations require coherent policies and improved understandings of the drivers and institutional dynamics that shape (un)sustainable food systems outcomes. In this paper, we introduce the Chilean National Organic Agriculture Law as a case of a policy process seeking to institutionalize a recognized pathway towards more sustainable food systems. Drawing from institutional theory we make visible multiple, and at times competing, logics (i.e., values, assumptions and practices) of different actors implicated in organic agriculture in Chile. More specifically, our findings (...) identify five main institutional transformative logics underpinning the interests and actions of organic actors. However, we find that the Law was not motivated by these logics and did not advance them. Rather, the Law was designed to support a market niche targeted to elite consumers and to reinforce agricultural exports. As a result, the Law constrains rather than enables the practice of organic agriculture and access to organic food by consumers, especially at the domestic level. We note that attention to institutional logics in the analysis of food systems, and specifically food system transformation, is relevant to more comprehensive assessments of the transformational potential of food systems policies. We conclude that there is a need to further consider and make visible the way in which different drivers (i.e., laws) are constituted through and by diverse, and often competing, institutional logics. (shrink)

Communities, scientists, policy-makers and industries are requiring farmers to address environmental and wellbeing challenges in their on-farm management, transitioning away from a productivity dominated focus towards a multi-faceted system focus that includes environmental and social values. This paper analyses how Miraka Ltd., an Aotearoa-New Zealand indigenous owned and operated milk company, has taken on the role of institutional entrepreneur to enable and support change towards a multi-faceted system amongst its supply farmers. Observations and interviews were carried out to: (i) identify (...) farmers’ changes in practices, beliefs and values over the last ten years; and (ii) identify how Miraka functions as an indigenous entrepreneur in the agricultural sector. Findings show that interviewees were initially guided by business and family-oriented values, beliefs and practices, but in response to the institutional entrepreneurship by Miraka, approximately half of the interviewees changed these values, beliefs and practices, by internalising people and environmental values. The main strategies employed by Miraka were mobilisation of material resources such as incentives and awards, creation of a rationale addressing environmental and social concerns in the dairy sector, and proactive connection with new actors. The research shows an indigenous owned small-medium enterprise can make changes in values, beliefs and practices amongst its supply farmers, but requires a stronger shared base of values to contribute to a wider economic change. The discussion connects these findings to wider literature on diverse economies and indigenous entrepreneurship to identify to what extent an indigenous small-medium enterprise can contribute to a system change. (shrink)

This study examines the process of knowledge transfer between a pair of social enterprises, organizations that are embedded in competing social and economic logics. Drawing on a longitudinal case study of the interaction between social enterprises operating in emerging economy settings, it uncovers factors which influence the transfer of a social innovation from a dense, population-rich setting to one where beneficiaries are geographically dispersed and the costs of service delivery are correspondingly elevated. Evidence from the case study suggests that institutional (...) bricolage—the crafting of improvised solutions in resource-constrained settings—can serve as potent driving force in driving innovation transfer, and that this process of re-combining available resources may be facilitated by the extent to which the values between partner social enterprises are aligned. With such alignment, social enterprise partners may be able to increase trust, develop a smoother knowledge-transfer process, and find practical solutions which facilitate the transfer of life-enhancing social innovations to neglected rural settings. (shrink)