Agricultural research and extension are complementary functions to achieve the common objective of increasing agricultural production. Owing to various political, technical and -more importantly - organizational deficiencies, the linkage between these two functions in many cases has been weak. This has affected overall systems performance.
Though agricultural research functions include strategic research, technology generation, technology testing, technology integration and technology production components of technology flow, most research activities are confined to strategic research and technology generation. Similarly, though the extension function includes technology testing, technology integration, technology production and technology dissemination, the first three components are generally neglected. This results in linkage problems, specifically at technology testing, technology integration and technology production stages.
Existing agricultural research and extension systems are organized mostly under separate administrative units. The linkage between research and extension institutions is weak, especially in transferring feedback from farmers to researchers. The top-down models followed in these institutions do not especially suit agriculture characterized by poor and diverse endowments and ecological conditions.
Several approaches have been adopted in order to integrate these two functions. FSR has been a successful approach. Case studies have shown that variations of farming systems approaches have been successful in integrating research and extension to a great extent. Some managerial approaches have also been quite successful in strengthening the linkage between research and extension in many organizations.
Some of the recently proposed models have examined the research and extension linkage problem in a systems perspective, where linkage forms a part of the system.
These experiences provide very useful insights for research managers. The challenge lies in managing research in that category of agriculture where the resource endowment is poor and diverse. In such areas, the development of suitable technology can play a significant role, because the potential for increasing production still exists. Since extension networks are generally weak, a research managers' task in such areas (as suggested by Stoop, 1988) is to establish on-farm, client-oriented research activities. Once the producers participate in the research process and reap the benefits of the research they will be able to exert pressure on the extension system for their research needs, after the 'research station' in their locality is relocated. The producers will also be receptive to extension programmes. The linkage between research and extension could thus be strengthened to a large extent.
Policy-makers and research and extension managers have the great responsibility of designing organizational structures that are conducive to and encourage the strengthening of linkages between research and extension. The models developed based on systems perspectives go a long way toward providing guidelines for designing such organizational structures. Meanwhile, research and extension managers can also take steps individually to improve linkages, there are various linkage mechanisms that have already proved successful that research managers can use to strengthen linkages with extension. Such mechanisms include de-centralization of research activities, evaluation of performance of researchers based on the applicability of their research and extent of their participation in the linkage activities, increasing individual incentives for collaborative activities with extension personnel, staffing extension liaison positions, taking the initiative in creating inter-agency committees, preparing annual plans in consultation with the extension service and promoting informal linkages.
