This document analyzes how extension and advisory services organizations innovated in response to the COVID-19 crisis. It finds that organizations made second-order, radical changes at the industry level by voluntarily modifying their inputs, outputs, goals and social structures. Examples include offering virtual programming, aggregating online information, and partnering locally in the US, developing digital services in China, and switching to online platforms like Zoom and WhatsApp in Malawi. The changes allowed extension services to continue operating and serving clients during the pandemic by embracing new technologies while maintaining their service orientation. Recommendations include using technology equitably, building staff capacity, and fostering flexible and collaborative organizational structures.

1. Organizational innovation in
times of crises: The case of
extension and advisory services
during COVID-19
Kristin Davis*
Development Strategy and Governance Division
International Food Policy Research Institute
Tropentag 2021 | 14 September 2021
*Davis, K. A. Snider, T. Archibald, B. Grove, and S. C. Babu. 2021. Organizational Innovation in Times of Crises: The Case of Extension and
Advisory Services. Journal of International Agricultural and Extension Education 28(1): 6-14. doi: 10.5191/jiaee.2021.28101

2. Introduction
▪Extension’s role in helping
people adapt
▪Past crises: natural
disasters, political
disruptions, conflict, Ebola,
avian influenza, desert
locust, fall armyworm
▪These crises forced
extension to innovate
moderately
Boteler, 2007; McNamara & Moore, 2017; Bello-Bravo, Lutomia, Songu, & Pittendrig, 2017;
World Bank, 2015; FAO, 2020
Credit: Digital Green

3. Theoretical Framework
▪ Leavitt’s diamond model of organizations (1949)
▪ How do organizations modify
oinputs (human capital, technology, equipment)
ooutputs (services)
oorganizational components (social structures, participants,
goals)
▪ Levels of change (organizational to industry-wide), type of
change (incremental to radical), mode of change (prescribed
versus voluntaristic)
Jones, 2013; Leavitt, 1949; Green, 2015; Goes et al., 2000; Bartunek and Moch, 1987
Technology
Participants
Goals
Social Structure

4. Theoretical Framework: Schemata
• small modifications within already-established schemata,
reinforcing existing paradigms
First-order change
• conscious modification of schemata
Second-order change
• requires intentional coaching of organizations to change
schemata
Third-order change
Bartunek and Moch, 1987

5. Purpose and Objectives
▪ Provide theoretical framework to examine organizational
change in extension organizations in response to crises
▪ Provide recommendations to facilitate more resilient extension
organizations

6. Methods
▪Document analysis
▪Participant observation
▪Content analysis
Bowen, 2009; Merriam & Tisdell, 2016; Krippendorff, 2004
Credit: Bjorn van Campenhout

7. Results: Examples of Change
▪ USA – Offered virtual programming, aggregated information,
worked with local partners to provide services to vulnerable
populations, moved from in-person to online teleauction formats
▪ China – Developed digitalized agricultural extension service for
knowledge sharing + management of staff
▪ Malawi – Switched to online platforms: Zoom, WhatsApp,
virtual agricultural fairs
▪ Iran – Public awareness campaign; social distancing, switch to
mass media and electronic devices instead of face-to-face

8. Results: Type of Change
▪ Level: Change at industry level—collective change in multiple
organizations
▪ Type: Second-order (radical) change
▪ Mode: Voluntaristic rather than deterministic or prescribed
Goes, Friedman, Seifert, & Buffa, 2000

9. Conclusions: Extension and Change
▪ Extension globally has innovated in response to COVID-19
▪ Goals remained focused on a service orientation paradigm,
allowing organizations to innovate to continue serving
▪ Organizations modified technology, structure, participants, and
services
▪ Change often started with technology

10. Implications and Recommendations for
Reaching Women
▪Equity issues: Embrace technology for benefits of
reach and cost-savings, but cautiously
▪Capacity issues: Provide staff with skills to adapt and
problem solve
▪Relationship issues: Ensure flexible and collaborative
organizational structure, able to form strong
partnerships

11. Thanks!
Credit: Sven Torfinn/Panos Pictures