Trade from the ground up: A case study of a grass roots NGO using agricultural programs to generate economic viability in developing countries

Abstract

Purpose

The purpose of this paper is two‐fold. First, a case study is presented that examines a model of agricultural development created by Healing Hands International (HHI) as one answer to the United Nations' Food and Agriculture Organization call to reduce world hunger in half by 2015. Second, the study of HHI's agricultural model is used to identify some of the variables that might predict success in achieving sustainable agricultural systems in developing communities around the world. Specifically, training and establishing trust through social networks are explored as potential indicators in which HHI and other non‐governmental organizations (NGOs) can better determine whether they are meeting the goal of making trade work for the poor.

Design/methodology/approach

A case study of HHI's agricultural program is conducted as a means to identify success criteria for similar programs designed to establish economic viability in developing countries.

Findings

HHI has received global attention for its success in establishing long‐term economic viability in impoverished communities. Through the examination of their four‐step approach to agricultural development, two variables were identified as potential indicators of success that may generalize to similar programs: training and establishing trust through social networks.

Originality/value

There are currently over 40,000 NGOs operating to develop sustained economic viability for developing countries; however, a state of crisis continues to exist. As such, identifying predictors of success is essential for ensuring the successful implementation of similar programs and providing evidence that can result in greater financial support.

Citation

Duke, A. and Long, C. (2007), "Trade from the ground up: A case study of a grass roots NGO using agricultural programs to generate economic viability in developing countries", Management Decision, Vol. 45 No. 8, pp. 1320-1330. https://doi.org/10.1108/00251740710819050