Agriculture is currently facing major challenges related to ensuring the food security of a rising population and climate change with extreme weather patterns. At the same time, agriculture is a cause of environmental degradation, pollution and biodiversity loss. Climate-smart agriculture (CSA) is proposed as an approach that provides a roadmap to sustainable agricultural development. Despite this, farmer adoption rates of CSA practices and technologies in Europe remain low. This paper seeks to systematically review and synthesize the factors that facilitate or hinder farmers’ uptake of CSA in Europe. Out of the 2827 articles identified in the Web of Science and Scopus databases, a total of 137 research articles were included for analysis following the PRISMA methodology. The factors are categorized into seven categories, namely socio-demographics, psychological, farm characteristics, practice/technology-related attributes, biotic/abiotic, systemic and policy factors, with the majority of the studies focusing on the first four categories, while systemic and policy factors are relatively understudied. The results highlight for the first time that the adoption of CSA does not depend solely on farmer characteristics but also on the food systems and structures in which farmers operate, as well as the interactions with other value chain actors. To promote the adoption of CSA practices, extension and advisory services along with access to timely and reliable information, play a vital role in increasing awareness and in the provision of training and the encouragement of farmers’ behavioral shifts towards sustainable practices. From a technological point of view, adapting technologies to be easy to use, compatible with current farming objectives and cost-efficient will render them less risky investments for farmers and will foster adoption rates. Finally, support from the government in terms of financial support, subsidies and reduced bureaucratic procedures is crucial for motivating CSA adoption.

Purpose: All firms' business models are based on their interdependencies with other parties in their ecosystems. The Internet of Things (IoT) is beginning to fundamentally disrupt the agri-food industry, forcing the ecosystem to change. When an ecosystem is transforming, the interdependencies among its actors can create friction. Technology providers and core actors should consider these interdependencies as they update their strategies for value creation and capture. The purpose of the present research is to consider what it might take for agri-food firms to capitalize on these interdependencies by moving from traditional business models to business models based on collaboration and open innovation.Design/methodology/approach: The present paper draws on data from four online focus groups that we created to discuss how to co-create the business models agri-food firms need in a constantly changing environment. The paper presents an application of phenomenon-driven research (PDR), an engaged methodology. The study method enables novel pathways to develop and implement innovative solutions. This study draws on the interaction of theory and practice and involves multiple stakeholders with varying roles in the agri-food ecosystem.Findings: The authors found that any open innovation setup in agri-food needs to constantly reconfigure itself to balance the needs of farmers and the needs of the market. This interplay can only support the IoT-enabled ecosystem if continuous interaction and negotiation occur among various stakeholders of the food system. When the farmers' needs and the market's needs are aligned, the space for developing a collaborative and open business model is prepared.Originality/value: The insights gained from this study inspire action and commitment to common goals when developing collaboration-based business models (CBMs). The paper offers insights for players in the agri-food industry who are considering CBMs in the course of digital transformation.

In response to increasing demands for sustainability, the entire agri‐food sector is in transition towards climate‐smart agriculture (CSA). The academic discourse on CSA has substantially expanded, including a large number of empirical studies, quite often case studies. There is a strong need to take stock of research, both from an academic and from a managerial point of view. This article integrates the dispersed insights in the literature and maps the implications for business strategies. Analysing 142 peer‐reviewed articles published in Scopus and Web of Science databases (2000–2022), we find that business strategies for CSA rely on formal institutions as well as on informal relationships characterised by trust and social interactions. The importance of a multi‐stakeholder network approach stems from the complexity of the CSA, the market failing to monetise environmental and social values and the substantial investments in new CSA technology that farmers cannot undertake independently. A successful interplay among stakeholders, however, requires alignment of value creation, distribution and capture at every individual actor and at the entire stakeholder group level.

Climate‐smart agriculture (CSA) is essential for sustainable farming. However, the adaptation of farm business models (BM) for widespread CSA implementation in Europe remains underexplored. This article investigates how CSA practices change or innovate farm BMs. Applying a multiple case study design based on 30 semistructured interviews with farmers across five European countries, we implement a BM value framework and BM change typologies to uncover the underlying management mechanisms. Findings reveal that CSA practices trigger incremental BM changes rather than radical BM innovations, improving operational efficiency and environmental benefits. Although value creation and delivery are enhanced, value capture faces unresolved challenges. Effective BM changes require improved value propositions and better capture mechanisms. The study contributes to the CSA literature by providing empirical evidence on the pathways of BM change, clarifies the BM change and BM innovation distinction, and broadens the scope from technological improvements to business strategies needed for sustainable farming practices.

1. Innovation ecosystems thinking has mainly emerged from business innovation studies (e.g. de Vasconcelos Gomes et al., 2018; Jacobides et al., 2018; Moore, 1993; Walrave et al., 2018) and emphasi...