The purpose of this study was to assess women’s decision-making power in small-scale agriculture in six African countries in view of the feminization of agriculture and to discuss the meaning of decision-making in relation to women’s empowerment and sustainability. The data are drawn from a multisite and mixed-method agricultural research and development project in six sub-Saharan countries including two sites in each country. The five domains of empowerment outlined in the Women’s Empowerment in Agriculture Index are used to structure the analysis. The results indicate that in the selected sites in Malawi, Rwanda and South Africa, women farmers tend to dominate agricultural decision-making, while the result is more mixed in the Kenyan sites, and decision-making tends to be dominated by men in the sites in Tanzania and Ethiopia. Despite women participating in agricultural decision-making, the qualitative results show that women small-scale farmers were not perceived to be empowered in any of the country sites. It appears that the feminization of agriculture leads to women playing a more important role in decision-making but also to more responsibilities and heavier workloads without necessarily resulting in improvements in well-being outcomes that would enhance sustainability.

This article analyses the cereal-legume value chain in Malawi through a comprehensive VC Map, a SWOT exercise and a policy analysis. VC participation entails a number of challenges for smallholders. Limited access to land, technology and inputs, inadequate knowledge of market functioning, insufficient access to credit and extension services, combined with more general problems of poor infrastructures, often prevent smallholder farmers from accessing profitable market opportunities. The effectiveness of national policies (e.g., public extension service support, inputs subsidy system) oriented to increase smallholders’ market access is often constrained by inadequate financial capacity, an inefficient public extension services system and limited involvement of privates in the extension services scheme. VC interventions should distinguish between VC-ready farmers, namely those provided with the minimum conditions of external and internal factors, and non-value-chain-ready farmers. Market-based interventions (e.g., enhancing VC coordination) are needed for enhancing market access of value-chain-ready farmers. Conversely, while non-market-based interventions (e.g., investments in basic infrastructure, increasing extension services, credit and inputs access) prove necessary to build the minimum asset thresholds for non-value-chain-ready farmers’ participation in the market. A smallholder-friendly VC development relies on the role played by VC actors and the need to harmonise and improve existing policies to remove inadequacies, conflicts and overlaps in the various institutions charged with implementation.

The problem addressed in this paper is the challenge of moving from formulating policy goals to achieving the promised results. The purpose is to assess the possible role of innovation in agriculture as a way of contributing towards achieving the Malabo Declaration commitments and the zero hunger Sustainable Development Goal 2 (SDG2) in six African countries. Since the SDGs are high on both international and many national agendas, there is a need to increase our knowledge of how to move beyond formulating goals. The approach includes both quantitative and qualitative data from a multisite research and development project. Moving from promises in relation to policy goals such as SDG2 and the Malabo Declaration to actions that make a difference at local level is a challenging task, and COVID-19 has added negatively to that challenge. Technological and institutional innovations exist that have the potential to improve the agricultural productivity, food security, and income levels of smallholder men and women farmers. However, innovation processes are hindered by barriers related to governmental, economic, knowledge-based, socio-cultural, and resource-based factors. To overcome these barriers, governance needs to go further than defining goals, and proceed to the next step of establishing effective implementation mechanisms that ensure the promised result.