Operationalizing Innovation: Strategic Frameworks for Enhancing Competitiveness of Agrarian MSMEs

Le résumé fourni par la source

Abstract Agrarian Micro, Small, and Medium Enterprises (MSMEs) in Sub-Saharan agri-food systems (Nigeria, for instance) often encounter problems with upscaling novel practices over systemic constraints (fragmented value chains, infrastructure gaps, and climate volatility); this chapter addresses these constraints by validating and implementing a hybrid five-phase operational model designed for sustainable agrarian competitiveness (Salazar et al., 2020; Te’eni et al., 2023). The model integrates strategic elements (objective setting via an adapted Sustainability-Balanced Scorecard (S-BSC)) with continuous learning cycles: lean Stage-Gate for decision discipline, Dynamic Capabilities (DCV) routines for pilot deployment to build innovation capability, and a rigorous Outcomes & Impact Assessment loop. Using a multiple-case study design across five Nigerian enterprises (Yin, 2018), the study triangulated thematic qualitative analysis (Braun & Clarke, 2019) with measurable Key Performance Indicator (KPI) deltas to confirm the model’s feasibility, clarify decision rights, and align strategic intent with implementation in agrarian MSMEs. Research results from the five cases reviewed reveal that the model increased decision velocity, reduced rework, and improved sustainability visibility via the minimal S-BSC. Contribution analysis discounted exogenous shocks, and outcomes briefs strengthened cooperative negotiations and grant reporting.

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