Improving agricultural relations and innovation: financial inclusion through microfinancing

Abstract

Purpose

Although microfinance (MF) has been established as an effective approach to provide access to financial services for people in low income countries, close to one-third of adults worldwide, about 2 billion people, are still without access. The purpose of this study is therefore to provide knowledge on how MF institutions (MFIs) can innovate and scale their services to improve financial inclusion for more people in need, particularly small holder farmers.

Design/methodology/approach

Recent research suggests that Grameen Foundation builds on well-established MF models and focuses on continuously improving the design and increasing the reach of its services. Based on a retrospective longitudinal design, this study draws on dynamic capability theory to identify important lessons in MF innovation at Grameen through analyses of seven key agricultural MF programs.

Findings

This study finds that Grameen innovated these programs by sensing country-specific needs; seizing opportunities to use existing technology; creating linkages across multisector partners; adopting a business model that enabled replicability and sustainability of innovation transfer; and 5 integrating solutions that enabled process automation and scaling of outcomes. A key theoretical finding in applying dynamic capabilities theory to studies of innovation in MF revealed the core concepts to be transferrable, valuable, imitable and nonsubstitutable resources.

Research limitations/implications

Using these insights, this study discusses theoretical, practical and policy implications of MF innovation to improve financial inclusion in low-income countries. Practitioners and researchers should assess the transferability of our findings to other MFIs and economic development contexts.

Citation

Kayongo, S. and Mathiassen, L. (2023), "Improving agricultural relations and innovation: financial inclusion through microfinancing", Journal of Business & Industrial Marketing, Vol. 38 No. 11, pp. 2460-2470. https://doi.org/10.1108/JBIM-10-2022-0459