Extension and Advisory Organizations on the Road to the Digitalization of Animal Farming: An Organizational Learning Perspective.

Abstract

Simple SummaryWhile agricultural digitalization is viewed as a revolutionary shift that has the potential to regenerate agriculture, it may have disruptive impacts on agricultural extension and advisory organizations. Adaptive or transitional change (morphostasis) can help these organizations survive and achieve their goals through learning to perform their chosen strategies in a different environment. On the other hand, transformative change (morphogenesis) leads organizations to learn by questioning their purposes, value systems, routines, and operating paradigms, and by moving out of their comfort zone. In this conceptual article, we outline these two change pathways, and we present the learning opportunities that they create for extension and advisory organizations.Agricultural digitalization emerged as a radical innovation, punctuating the gradual evolution of the agrifood sector and having the potential to fundamentally restructure the context within which extension and advisory organizations operate. Digital technologies are expected to alter the practice and culture of animal farming in the future. To suit the changing environmental conditions, organizations can make minor adjustments or can call into question their purposes, belief systems, and operating paradigms. Each pattern of change is associated with different types of organizational learning. In this conceptual article, adopting an organizational learning perspective and building upon organizational change models, we present two potential change and learning pathways that extension and advisory organizations can follow to cope with digitalization: morphostasis and morphogenesis. Morphostatic change has a transitional nature and helps organizations survive by adapting to the new environmental conditions. Organizations that follow this pathway learn by recognizing and correcting errors. This way, they increase their competence in specific services and activities. Morphogenetic change, on the other hand, occurs when organizations acknowledge the need to move beyond existing operating paradigms, redefine their purposes, and explore new possibilities. By transforming themselves, organizations learn new ways to understand and interpret contextual cues. We conclude by presenting some factors that explain extension and advisory organizations’ tendency to morphostasis.