Understanding what factors can positively or negatively affect farmers’ decisions to adopt new practices is of particular importance to agricultural researchers and practitioners. Few studies in adoption research have examined the role that fenceline neighbours can play in influencing the decisions of their neighbours to adopt new practices, especially in North America. Prior research on adoption suggests that there are spatial effects that exist in adoption decisions, such as the uptake of new farming practices. For example, previous qualitative research with (...) farmers has suggested that fenceline neighbours are influential but can have both positive and negative effects on adoption decisions. A standardized way of understanding fenceline neighbour influences is lacking. Our study presents a novel question set to examine fenceline neighbour dynamics and discusses its application in a survey examining the alternative practice adoption of adaptive multi-paddock grazing (AMP) by Canadian beef farmers. Our study highlights both the utility of our question set and how our question set can be used to provide new insights into local farmer social dynamics (e.g., how farmers engage with their neighbours and what factors influence engagement) and their influence on decisions to adopt. Specifically, our results identified two types of fenceline neighbour behaviors—engagers, and avoiders—and AMP farmers were more likely to be involved in engaged behaviors. Overall, we provide a question set that can be further integrated with trust, risk, and normative theoretical lenses to examine the role of fenceline neighbour dynamics in agricultural adoption and other contexts and call for more landholder research that examines neighbour-to-neighbour effects. (shrink)

This paper investigates the key drivers behind the origins of value-for-money (VFM) audit in Canada and the aims, intents, and logics ascribed by the original proponents. Drawing on insights from governmentality and New Public Management, the paper utilizes analysis methods adapted from case study research to review a wide range of primary documentation (e.g., Hansards from the Public Accounts Committee, House of Commons debates, the so-called Wilson report and the FMCS study) and secondary documentation (newspaper articles, Office of the Auditor (...) General internal publications, journal articles). Major findings indicate a rise of a management consulting culture within the Auditor General’s office following the appointment of James Johnson Macdonell. VFM legislation effectively operationalized practices drawn from management consulting expertise by invitation of the consultant. It was offered as an answer to the growing scope and size of government, which had become problematized by the Auditor General in terms of parliament losing control over the public purse. The Auditor General’s invocation of financial crisis led to a substantial broadening of mandate and increase in resources for that office. (shrink)