1. Introduction

The efficiency and resilience of agricultural and food value chains are gaining more attention recently due to lessons learned from the COVID-19 pandemic and continental bellicose conflicts. Prolific scholars have examined ag-food chain structures and inter-linkage relationships for decades (Blare and Donovan, 2016; Bijman et al., 2006; Boughanmi et al., 2021; Dentoni et al., 2021; Macau et al., 2016; Ponte and Gibbon, 2005), making use of existing analytical frameworks or proposing innovative methodologies. Despite elucidating contributions, the reality is that ag-food chains were severely disrupted. Virtually all citizens worldwide were affected by devaluating currencies and abnormal inflation rates, not to mention the imposed health and security crisis. In some countries, shortage of food items and volatile prices for fuel and electricity exposed millions to situations only experienced during the World Wars. These recent occurrences call for additional research on ag-food chains to foster resilience.

It is true, nevertheless, that the turmoil caused by the pandemic and wars slowed ongoing commitments to support sustainable development. The most accepted document summarizing these commitments is the 2030 Agenda for Sustainable Development, adopted by the United Nations (UN) in 2015 (United Nations General Assembly, 2015). While the Agenda proposed 17 broad goals to address global social, environmental, and economic challenges, its directives recognize that acting locally is critical to delivering sustainability. Supporting local and short value chains and strengthening the participation of smallholders in formal food channels are paramount actions to deliver results in several goals of the UN Agenda. The UN Agenda was brought into effect in the United States (US) through a strategic plan of the US Department of Agriculture (USDA). The USDA Food System plan, announced in June 2022, seeks to address the detrimental competitive landscape in food chains by “increasing access and creating new markets for small and mid-size producers” (USDA, 2022). Part of the initiative focuses on improving the social and economic well-being of unprivileged rural communities and agricultural enterprises.

In light of these policies, where the former sets goals for local action at a global level and the latter focuses on country-specific challenges, this article uses the emerging pawpaw fruit (Asimina triloba) value chain to demonstrate how complementing qualitative methodologies can be combined into a practical framework to foster local growth and long-term resilience of ag-food chains.This article not only acknowledges but also seeks to complement the literature on systems resilience (Bhamra et al., 2011; Walker et al. 2004), farming system resilience (Darnhofer et al., 2010; Milestad and Darnhofer, 2003), and resilience-inducing practices at the farm level (Berardi et al., 2011; Darnhofer, 2010; Lin, 2011; Lindbloom et al., 2022) by focusing on practical actions that pawpaw stakeholders may implement to enhance their probabilities of business success even in the face of chain-wide challenges.

Further motivation for this research comes from real-world evidence that US policymakers must have realized when creating the USDA plan. On one end of the food chain, the rich behavioral economics literature shows repetitively that consumers state preferences for locally grown foods (Liu et al., 2020; Low et al., 2015; Moreno and Malone, 2021), socially responsible brands (Morgan et al., 2016), products from family enterprises (Berkhoff et al., 2020), and environmentally friendly claims (Elofsson et al., 2016; Van Loo et al., 2014). On the other end, few rural communities or growers’ associations thrive because of the growing demand for sustainability attributes that occur almost effortlessly in their operations (e.g., small-scale, family-owned, low environmental impact, locally and fairly traded). What does it take for family enterprises and small-scale farmers to capture the opportunity created by changes in consumer preferences?

An elegant explanation for the apparent disconnection between consumer preference trends and local business development comes from the institutional economics literature. Over thirty years ago, Nobel Prize Laureate Elinor Ostrom taught us that the organization of chains and institutional choices matter (Ostrom, 1990). In Ostrom’s thesis, stakeholders are entitled to propose institutional designs that enhance joint welfare. They represent the best group of individuals capable of managing value chain inefficiencies. Ostrom explains that public agents refrain from imposing governance rules over Common Pool Resources (CPRs) because ex-ante monitoring efforts and ex-post transaction costs may be impeditive for a centralized authority. This article derives from the same premises and interprets developing value chains as CPRs. Stakeholders, facilitators (e.g., extension agents, public servants), and influencers (e.g., crop consultants and board members of growers’ associations) are mutually responsible for designing an efficient value chain and shall not wait for government agencies to dictate governance rules. Instead, local actors can propose and agree on market institutions that effectively deliver welfare gains across the chain. Through the combination of qualitative methodologies put forward before us, this article outlines a research approach capable of engaging value chain stakeholders in the elaboration and validation of an agenda for resilience fostering.

This article summarizes the research conducted over the last three years of consistent partnership with pawpaw industry stakeholders. The emerging pawpaw fruit value chain is examined to demonstrate how well-accepted qualitative methodologies can be combined for elaborating chain-wide strategies aimed at enhancing social welfare and value generation. We rely on Ostrom’s premises and use a mixed-mode research framework to describe the current structure of relationships within the US pawpaw value chain and propose strategies for long-term growth and resilience. A survey research method initiates our approach to characterize industry participants, their relationships, and identify sensitive topics. Sequentially, three qualitative methods are combined to further investigate opportunities and challenges facing stakeholders. Our framework converges concepts stemming from the case study methodology (Yin, 2009), the grounded theory (Charmaz, 2006; Corbin and Strauss, 1990; Strauss and Corbin, 1994), and the ChainPlan method (Neves et al., 2019). The US pawpaw value chain case serves to demonstrate that the proposed approach is replicable when the research objectives are to map and describe the institutions surrounding an emerging value chain and to propose growth strategies for long-term resilience.

Pawpaw is a native fruit to the Eastern US that is prized for its tropical flavor, processing potential, and cultural significance. Pawpaw is a sub-canopy tree that produces approximately 10.5 kg of fruit under appropriate cultural practices. The fruits weigh between 125 and 350 g and produce a white or yellow custard-like flesh. They are highly nutritious, rich in vitamin C, protein, and minerals (Brannan et al., 2021; Kobayashi et al., 2008). Their flavor resembles a mix of banana, pineapple, and mango (Brannan et al., 2012). Pawpaw trees occur in native woodlands and are cultivated in orchards by small-scale growers, particularly in Indiana, Kentucky, Michigan, Missouri, Ohio, Pennsylvania and West Virginia. The crop requires little intervention and is commercialized locally by family enterprises. Producers, processors, and manufacturers, nevertheless, have not yet realized the full economic potential that a well-structured and functioning value chain may deliver. Except for a limited number of consumer preference studies (Cai et al., 2019; Duffrin et al., 2001; Templeton et al., 2003), this article is the first to describe the pawpaw value chain in the Eastern US and propose an agenda for development.

The remainder of the paper is organized as follows. Section 2 presents the mixed-mode methodological approach. Section 3 reports survey results, describes the average characteristics of industry agents in every value chain node, draws the most common relationships, and identifies the coordination arrangements in place to govern transactions. Section 4 analyzes and discusses in-depth interview records and field notes. It highlights the resulting higher-order concepts and provides interpretations for the stakeholders’ statements. Section 5 combines the results stemming from the survey and interviews to report a set of chain-wide strategies and a plan of action oriented toward building a resilient pawpaw value chain. The strategies presented in Section 5 were developed and validated in partnership with key representatives of the industry in multiple instances during the project. Section 6 concludes the article.

2. Analytical methodology and data collection

3. Survey results: structure and relationships in the US pawpaw value chain

A total of 240 survey responses and refinements stemming from in-depth interviews provided the data to describe the current structure of the US pawpaw value chain and relationships among participating entities. The following narrative offers details of the chain and describes relationship attributes from upstream (nurseries) to downstream nodes (retailers and consumers).

Breeding and nursery firms govern transactions using formal agreements to some degree. Three breeding organizations have become references for cultivars with genetically selected value-adding traits and share similar strategies to communicate the value of their selections. The pawpaw breeding program at Kentucky State University (KSU) is the longest program with uninterrupted activity, and like the other two private-owned enterprises, KSU licenses professional nurseries interested in selling patented cultivars. Parties sign a bilateral contract where the breeding company provides licensed nurseries access to genetically selected scion wood. Nurseries develop and sell cultivar-specific trees with selected traits by grafting these scions to seedling rootstocks. In exchange for accessing the selected cultivars, breeders are paid royalties per the amount of scion wood traded or per number of grafted trees sold. Although the latter form of payment requires parties to negotiate and agree on contract safeguards and monitoring mechanisms to ensure contractual performance, reliance on mutual trust are not unusual (Key informants, 2022).

Despite industry-wide consensus regarding the positive traits of bred cultivars, survey data indicates that open-access varieties are common and well-accepted among producers. Out of 51 cultivars frequently documented in the literature (Cothron, 2021; Pomper et al., 2003), 51% of the sampled nurseries report selling 31 cultivar-specific trees. The open-access cultivars Mango, Sunflower, and Overleese were the three most frequently cited, followed by PA Golden #1 and Kentucky Champion. The remainder of the nurseries in the sample sell un-grafted trees (seedlings) or trees without proper indication of their cultivar name. While this may not constitute a problem for hobbyist growers, it can be detrimental to commercial operations in the long run as consumers’ preferences and manufacturing applications evolve around certain traits. In addition, not knowing the cultivars planted may create operational difficulties to growers such as the appropriate timing for dormancy breaking, harvesting, and post harvesting practices. Seeds for rootstock production and scion wood for propagation are frequently traded between producers and nurseries. Friendship dictates relationships at times such that nurseries and producers exchange seeds and scions free of charge (Key informants, 2022).

A significant limitation in the nursery node is that 34% of the sampled nurseries (16 operations) reported not holding licenses to propagate or sell trees. Nursery certifications are necessary to ensure that the best propagation practices are followed and minimize the probability of pests and disease outbreaks. The Departments of Agriculture of US states typically issue licenses to operate. Despite this limitation, the sampled nurseries report a healthy growth rate in pawpaw tree sales. Our computations based on survey answers indicate a 48.3% increase in pawpaw trees sold in 2022 compared to the previous year. In 2022, the sampled nurseries are expected to sell 5504 trees, equivalent to 6 hectares of pawpaw orchard approximately.

Two non-mutually exclusive groups represent the production chain node: orchard growers and woodland collectors. A total of 136 growers or collectors participated in the survey, reporting 58 kg of commercially viable fruit grown or collected per year per operation on average. When survey answers are filtered to orchard growers only, the average orchard is estimated at 24 bearing trees, producing approximately 4.3 kg of viable fruit per tree (103 kg per operation). Considering the number of bearing and non-bearing trees, the average orchard size becomes 83 trees, suggesting that pawpaw production occurs at small-scale operations set to a fast-paced growth in future seasons. The survey results also point out a considerable yield difference between orchard growers and woodland collectors.

Bounded expertise with cultural practices also characterizes producers, which is interpreted from the number of years in business and the relatively low average yield reported. Orchard growers and collectors are, on average, 51 years old, whereas the average number of years in business is six. Orchard growers are frequently retired individuals from professions not related to agriculture (Key informant, 2022). We argue these facts play a critical role in restraining the reported average yield at 4.3 kg of commercially viable fruits per tree versus 10.5 kg in operations with mature trees under best cultural practices.

It is not unusual for producers and processors to be vertically integrated. The survey sample indicates that 39.7% of producers (54 firms) either process or manufacture food items, taking approximately 22% of the fruit volume produced. Woodland collectors, in their turn, are primarily fruit consumers. Over 86% of survey respondents who self-identified as collectors report consumption as the primary use of their fruit. A minority of collectors (7%) report selling activities. Thus, commercially available pawpaw fruit or pawpaw-based products are most likely originated in orchards. When sales occur, on-farm, farmers’ markets, and mail orders placed via the Internet stand as the most common market channels. It is estimated that these channels drive 64% of the pawpaw fruit to consumers.

When survey takers identified themselves as processors or manufacturers, 81% reported producing or collecting fruit supplies. Most processors and manufacturers hold cottage operations and are exempt from being licensed as food producers. Large processors, however, tend to operate in owned or rented commercial kitchens. The choice of outsourcing the processing infrastructure reduces capital expenditures and circumvents limitations imposed by their relatively small-scale, even among the largest pawpaw processors. Regarding quantity, our estimations based on survey answers indicate that 61% of the fruit extract is traded with micro-breweries, and approximately 30% is used for manufacturing within vertically integrated firms. Setting breweries aside, manufacturers rely on the same market channels producers and collectors use for selling products. It is estimated that 90% of manufactured goods are sold on-farm, in farmers’ markets, or online. Besides fruit extracts, pancakes, pies, bread loaves, salsa, ice-cream, and cream spreads were frequently reported in the survey. Micro-breweries use pawpaw extract to produce seasonal products from late Summer to early Autumn. The production is typically sold in regional festivals, in-store, or via the Internet.

The retail node primarily comprises vendors at regional festivals and farmers’ markets. Festivals are critical for raising awareness among urban consumers with little contact with small-scale fruit producers. The Ohio Pawpaw Festival, for instance, doubled attendance between 2010 and 2019, from 5000 attendees to 10 000 attendees (Key informant, 2023). Sales at annual festivals have also grown, primarily pushed by seasonal beer products. Vendors at farmers’ markets are typically acquaintances of pawpaw growers who do not operate vending booths. Although less common, local restaurants integrate the retail segment by preparing seasonal dishes. Restaurant chefs prefer fresh fruit when preparing pawpaw-based recipes as they can explore aromas and flavors in a better fashion than they could if using processed fruit extracts. Hesitations toward quality and safety of extracts also influence their preference for fresh fruit. Food regulations surrounding processing establishments also dictate their preference for fresh fruit (Key informants, 2022).

Direct relationships between intermediary nodes (i.e., producers, processors, and manufacturers) and consumers suggest low levels of operational idiosyncrasy and value-adding capabilities throughout the chain. Moreover, a representative number of pawpaw growers forward integrate with processing and manufacturing facilities in addition to operating in farmers’ markets and managing sales at the farm. These observations support the low specificity of activities argument. Limited economies of scale and scope characterize production, processing, and manufacturing firms, reducing their options for accessing formal (and more regulated) market channels. Volume-constrained operations and knowledge limitations impose barriers on processors and manufacturers to obtaining food production certifications, often required by regulated parties (e.g., fruit and vegetable distributors, mid- and large-scale food manufacturers and grocers).

Alternative coordination arrangements are currently gaining traction in the chain. Flagship producers and processors with access to processing facilities and licenses to produce food-grade items are currently experiencing with seasonal bilateral contracts. Nevertheless, vertical integration between producers, processors, and manufacturers prevails when coordination arrangements differ from contracts. Spot market transactions prevail otherwise.

At the downstream end of the value chain, consumers are slowly learning about pawpaw attributes and how these attributes connect with their emerging preferences. Survey results indicate that the serviceable available market (SAM) will likely grow. Among those who self-identified as consumers, 72.2% would like more fresh pawpaws and 47% would like to consume more value-added products. It is worth remembering that the survey instrument targeted existing consumers and value chain stakeholders with previous experience with pawpaws, preventing estimations on the size of the total markets for fruit and manufactured goods. Nevertheless, the answers from sampled consumers suggest that pawpaw markets are set to grow, even if only among existing consumers. The combination of survey and in-depth interview results provide further directions to assist the developing pawpaw chain in addressing consumers’ needs, both in quantity and quality of pawpaw fruit and value-added items.

Figure 1 summarizes the value chain map and illustrates the descriptions above. Blue arrows represent transactions with changes in ownership of inputs, throughputs, and outputs. Dark gray arrows represent quantities transferred between business units without changes in ownership. The dashed green arrow connecting nurseries and growers demonstrates that seeds and scion wood do not constitute a transaction at times. The gray-shaded area encompassing producers, processors, and other manufacturers indicates a high frequency of vertical integration among the nodes. Light gray arrows represent secondary relationships in the chain. Finally, the numbers in parentheses are estimates of relative quantities transferred between nodes (as opposed to the share of firms engaged in the activity). The calculations are based on survey answers and interview data and were validated with industry experts.

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The US Pawpaw value chain, its most common relationships, and transaction flows.

Citation: International Food and Agribusiness Management Review 27, 5 (2024) ; 10.22434/ifamr.1042

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4. Analysis and discussion of interview records

The analysis of interview records identified 13 higher-order concepts. The nine most critical concepts are detailed below followed by summarizing tables. The remainder of concepts (four) are available in Table A1 in the Appendix. All identified concepts are supported by key informants’ statements, which are numbered and indicated in the text. Our interpretations rely on agribusiness and marketing management terminologies to identify forces, limitations, opportunities, and challenges for the emergence of a sustainable pawpaw value chain.

Bounded knowledge associated with the small-scale of individual growers explains operational decisions, input procurement, selective investments, and market orientations captured in two higher-order concepts: cultural practices and fruit grades and standards (Table 1). Specifically, reduced experience with agriculture challenges the communication with stakeholders (1), primarily producers and nurseries. The representative Association (NAPGA) and public universities report the continuous publication of technical factsheets (2), whereas producers struggle with operations and procurement of quality supplies (3). Except for a few professional producers, the lack of understanding of postharvest physiology leads them to overemphasize production matters and underinvest in freezers or cooling rooms to store harvested fruit, affecting perishability beyond the fruit’s natural traits (4). The producers’ difficulties with orchard management also comes from the minimal support from crop protection firms. Plant pathologists and entomologists have identified pawpaw diseases and pests such as the bordered leaf spot caused by the tobacco ringspot virus (Phyllosticta asiminae) and the peduncle borer pest (Talponia plummeriana). To date, there are no registered crop protection products available for pawpaws.

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Higher-order concepts and content analysis: cultural practices, fruit standards and quality

Citation: International Food and Agribusiness Management Review 27, 5 (2024) ; 10.22434/ifamr.1042

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Bounded knowledge regarding regulatory requirements downstream in the chain also affects producers’ decisions and explains their participation in unregulated or weakly regulated market channels. Key informants in food processing and fruit wholesale stress that the absence of standardized fruit grades for pawpaws prevents the elaboration of quality certifications (5). The absence of certifications, in its turn, keeps industrial food manufacturers and retail grocers out of the pawpaw chain as they must satisfy a myriad of requirements from public regulatory agencies (e.g., Food and Drug Administration and the US Department of Agriculture). Hence, clear barriers arise between producers and fruit packers or brokers, or between producers and large-scale players in manufacturing or retailing. A few initiatives toward fruit grades are starting to arise, although in a very incipient and unguided fashion (6).

Distinguishing opportunistic behavior and bounded rationality is challenging in emerging chains, particularly when output standards, accepted cultural management practices, and enforcing mechanisms are absent. Beginning (small-scale) enterprises may be conducting unsophisticated operations either because of the lack of enforced quality checks or because of not knowing the appropriate procedures. This argument applies to producers as much as it does to processors and nurseries. Nonetheless, the interview data collected did not allow us to distinguish between the two. In either case, the consequences downstream the value chain are similar and can be highly problematic.

Processors and manufacturers that currently tolerate informality may give up working with pawpaws as their businesses grow (7). Moving from a cottage operation to a commercial food enterprise adds several layers of regulatory requirements (8) that are not currently met by most of the fresh fruit and fruit extract products available in the market (9). When the absence of standards and certified practices prevail, options for motivated processors and manufacturers become slimmer, justifying the high frequency of backward integration. In other words, processors and manufacturers prefer to produce inputs rather than acquire supplies from untrusted sources or sources that do not hold the certifications and licenses required by downstream parties (10). The same events help explain why firms exhibit low levels of idiosyncrasy. When firms cannot rely on external partners to conduct adjacent activities at expected levels of quality, managers and business owners either internalize activities or reposition operations altogether (7, 9). Conducting adjacent activities tends to be onerous and deviates resources from the core business (11). Nevertheless, the small-scale characteristic of most producers may drive diversification in activities not related to processing or manufacturing. Diversification into agritourism (12) and nursery work (13), for example, were mentioned by key informants. Table 2 summarizes the higher-order concepts of food regulations and operational diversification and provides supporting statements from the interviews.

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Higher-order concepts and content analysis: food regulations and operational diversification

Citation: International Food and Agribusiness Management Review 27, 5 (2024) ; 10.22434/ifamr.1042

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Interview responses suggest that hesitation regarding the quality of fruit and fruit extracts may be rooted in real occurrences. The presence of spoilage microorganisms in extract supplies (14) and unsanitary production procedures (15), for example, were mentioned in interviews. The persistence of unsanitary practices that potentially lead to health threatening occurrences can be irreversible for the entire chain. Interpretations of informants’ answers indicate that the lack of expertise or budgetary constraints at the processing node impose barriers to the adoption of more professional and established practices (16, 17), which triggers manufacturers’ and retailers’ concerns. The production of aseptic fruit extracts may not only improve the credibility of intermediary suppliers but also motivate further product diversification, value addition, and efficiency gains throughout the chain (18). Considering the probability of opportunism discussed above, we argue that the production of high-quality supplies depends on the definition of guidelines and enforcement mechanisms to promote positive behavior and manage deviations. Table 3 reports the higher-order concepts of throughput quality and constraints at processing along with supporting statements from the interviews.

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Higher-order concepts and content analysis: throughput quality and constraints at processing

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With access to formal market channels prevented, producers are left with two alternatives. Besides vertically integrating with processing and manufacturing, most entrepreneurs market their production themselves or through partners who operate in informal channels. Farmers’ markets are nearly at full capacity (19) whereas untapped demand for fresh fruit and value-added items was observed from survey responses and interview responses (20, 21). On-farm sales are equally bounded by the internal capacity of handling volumes and the market breadth they serve.

The demand potential can be evaluated further. In general, individuals who identify themselves as pawpaw consumers like the intrinsic characteristics of the fruit (22). The same applies to manufacturers (23) and chefs (24) who enjoy working with pawpaws. Therefore, reducing restrictions over market channels and widening product offers may be critical tasks for industry stakeholders to undertake. Such a project could combine efforts to build public awareness and address incomplete opinions frequently shared on social media platforms. Key informants consistently report that urban consumers know little about pawpaws (25), even though it is a native fruit. A remarkable number of people from states where pawpaws naturally occur think of the fruit as unique and exotic (26). Table 4 summarizes interview statements providing support to the related higher-order concepts.

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Higher-order concepts and content analysis: retail constraints, fruit attributes and consumers’ awareness

Citation: International Food and Agribusiness Management Review 27, 5 (2024) ; 10.22434/ifamr.1042

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Other higher-order concepts derived from stakeholders’ interviews relate to the institutional representation of NAPGA, consumer value and driving forces for consumption, food safety concerns, and refinements in packaging and shipping (Table A1 in the Appendix).

Section 5 below explores in detail the strategies and actions that have been idealized to capture opportunities and mitigate threats while capitalizing on strengths and overcoming limitations across the chain. It departs from a synthesis of the most sensitive issues preventing a faster development of the pawpaw value chain that arose from survey responses and interview records. The section closes with the proposition of macro strategies and actionable projects.

5. Strategies and actions for the development of the pawpaw value chain

To translate the results stemming from the mixed-mode research methodology and follow with strategic planning, the ChainPlan method is evoked. Higher-order concepts and interpretation of anonymized quotes were synthesized in practical issues and allocated in a 4-quadrant “Strength, Weakness, Opportunities, and Threats” (“SWOT”) diagram. While one may argue that this step in our methodology adds little power to the analysis already performed, it was critical to facilitate stakeholders’ comprehension and motivate engagement in the strategic planning stage due to its resonance and familiarity among study participants. With clearly defined strategic issues at hand, a collaborative effort led to four macro strategies and 22 actionable projects. Figure 2 below reports the synthesized issues.

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SWOT diagram for the pawpaw value chain.

Citation: International Food and Agribusiness Management Review 27, 5 (2024) ; 10.22434/ifamr.1042

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Four macro-strategies were validated with value chain stakeholders. They account for areas where tactics and actionable projects unfold. The strategies cover (i) best agricultural practices, (ii) good manufacturing practices, (iii) targeted communications, and (iv) reaching out and networking. Under best agricultural practices, one tactic and two independent projects were determined. The “Standards and Procedures” tactic encompasses two projects about elaborating a standardized set of operational practices for pawpaw orchards and engaging with researchers to specify an optimal procedure for postharvest storage. Research progress in examining cooling and frozen fruit extracts has been made (Archbold et al., 2003; Brannan and Wang, 2017; Galli et al., 2008; Galli et al., 2009), but the definition of an optimal procedure for storage at the farm immediately after harvest has yet to arise. The two independent projects refer to publishing a comprehensive technical report on fruit quality grades and a project on backward traceability and recall systems for fresh fruit. The planned actions under best agricultural practices are central to addressing weaknesses and threats captured in several higher-order concepts. To mention, it intends to improve production knowledge and create grounds for adoption of food safety certifications. The actions included in this first strategy seek to enhance the overall credibility of the chain through the definition of credence attributes (Darby and Karni, 1973; Dentoni et al., 2009) that manufacturers and retailers can rely on.

Three actionable projects define the good manufacturing practices strategy. The first relates to specifying optimal procedures for processing fruit under alternative scales. The second elaborates food safety programs for processors and manufacturers based on certification protocols used by reputable third-party auditors. The final project under this strategy considers the engagement with researchers and enthusiasts to develop value-added, shelf-stable product formulas. It is worth mentioning that the first action is under development at a land-grant university with expected completion in 2024. Kentucky State University has previously recommended the Robot Coupe® C80 (Robot Coupe USA) for processing fruit to pulp, and currently The Ohio State University has undertaken further testing to determine the most efficient methods of peeling and processing at the cottage and initial commercial settings. This strategy, along with experimentation to develop safe and efficient harvesting methods, addresses the issue of throughput quality by proposing orchard handling and processing standards. The elaboration of a food safety program sets the stage for monitoring and enforcement mechanisms. Together, these initiatives help mitigate the probability of a contamination outbreak, improving the overall chain reputation and managing contamination concerns. The development of shelf-stable products seeks to broaden the limited pawpaw product portfolio available at narrow channels.

The third macro strategy concerns diversifying communication efforts to address threats and capture opportunities. The first project refers to preparing and releasing continuous advocacy articles and factsheets that go beyond technical topics. A second set of communications should focus on fruit composition and consumption safety to address inconclusive claims of carcinogenic compounds in the pawpaw fruit mesocarp. In fact, the present body of literature reports annonaceous acetogenins being used as food supplements to treat patients with certain types of cancer, as opposed to causing cancer diseases (McLaughlin, 2008). Another misinterpretation that must be clear to the public relates to the development of Parkinson’s. While an atypical form of Parkinson’s Disease has been associated with daily consumption of Annonaceae products (herbal tea made with leaves and fruit) over a period of several years (Caparros-Lefebvre and Steele, 2005; McLaughlin, 2008), the medical literature reports one preliminary case-control study with 152 individuals (Caparros-Lefebvre and Elbaz, 1999). The latter study proposes a hypothetical relationship between pawpaw compounds and the occurrence of Parkinson’s Disease but offers no conclusive results. A third project in targeted communications emphasizes the beneficial environmental aspects of cultivating pawpaw trees. Finally, communication efforts can stress social benefits and cultural value of producing and trading pawpaws. Communication pieces may argue, for example, that pawpaw stands as an alternative for beginning farmers as it requires less upfront capital and inputs compared to establishing other orchard crops. Once orchards are established, operational practices tend to require less time and effort compared to annual crops, allowing farmers to diversify sources of farm income. Together, the communication projects seek to address food safety concerns, build consumer awareness, and capitalize on consumers’ values that align with the environmental and social attributes of producing pawpaws. It also attracts beginning farmers and alleviates supply constraints in the long term. The targeted communications strategy reinforces NAPGA’s position as the leading representative organization in the value chain.

Eleven actions organized under four tactics define the “Reaching out and Networking” strategy. The first tactic concerns identifying and describing commercial kitchens available for renting in states where pawpaws are mostly grown. The first project within the tactic intends to geo-reference existing commercial kitchens. The second refers to a detailed description of appliances, infrastructure, and licenses in place at every geo-referenced facility. A third and final project seeks to prepare a map and information repository that NAPGA member companies can use to make renting decisions. This tactic aims at serving alliances of producers that process mid-grade fruit and manufacture food-grade items suitable for sale at retail grocers. This tactic reduces knowledge limitations related to the identification and fit of business partners in addition to addressing the issues of processing constraints and food regulation barriers. The alliances are foreseen to combine members’ production to gain processing scale and share proportional costs and profits from sales of value-added items. From a different angle, this tactic indirectly reduces retail constraints as resulting manufactured items may be sold through regulated channels. It partially addresses manufacturers’ and chefs’ hesitation in procuring fruit extracts from external partners without credence attributes or licenses. Alliances may be formed by producers who follow agricultural practices at commonly agreed levels, allowing potential members to verify each other’s behavior before joining.

Tactic two builds on NAPGA’s representation to expand collaborative efforts with organizations external to the pawpaw value chain. In project one, this tactic considers tightening relationships with governmental agencies. A structured network with public agencies may facilitate access to resources through competitive grants, subsidized loans, and sponsored projects. Examples of initiatives are listed under the Community Facilities Programs through USDA Rural Development, the Regional Conservation Partnership through USDA Natural Resources Conservation Services, and Specialty Crop Block Grant programs run by state departments of agriculture. Networking with public agencies may also assist NAPGA advocate over sensible issues such as the absence of chemical protection products registered for pawpaws. Project two refers to expanding partnerships with botanical gardens and non-governmental organizations (NGOs) to promote pawpaws among non-traditional consumers and entrepreneurs. The state of Ohio, for example, has 62 non-profit environmental organizations holding periodic events with their respective audiences. Individuals engaged through these organizations are arguably likely to value attributes of pawpaw products such as locally grown, native, and cultivated by family enterprises. Other non-profits directed at assisting beginning and unprivileged farmers are considered in this action. Examples of initiatives include the Beginning Farmers organization and the BIPOC Farming Network managed by the Agraria Center for Regenerative Practice. (Footnote: BIPOC is the acronym for Black, Indigenous, and People of Color). Project three refers to institutional relations with sister associations. Like above, broadening the network beyond the existing scope of the pawpaw value chain may foster participation in events for building awareness and generating opportunities for NAPGA member companies.

The third tactic within the “Reaching out & Networking” strategy encompasses two projects. It refers to using NAPGA’s value chain representation to reduce information asymmetries and enhance the overall chain reputation. The first project intends to develop a directory of nurseries categorized into groups according to their licenses and adopted practices. This action can be undertaken in partnership with state departments of agriculture, enjoying synergies with tactic two above. The Association may count on agricultural departments to address the argument of amateurism and the considerable share of nurseries selling pawpaw trees without operating licenses. Once it starts to perform, this action will avoid the negative experiences reported by producers when establishing new orchards. In the second project, local Community Supported Agriculture (CSA) initiatives, food hubs, and farmers’ markets are identified and approached by NAPGA representatives to promote pawpaws. The goal is to assess their interest in selling fresh fruit and value-added items to reduce retail constraints in the short term. The resulting directory of potential retailers for fresh pawpaw and value-added items can be beneficial for beginning farmers accessed through targeted communications released under strategy three.

The final tactic in the “Reaching out and Networking” strategy foresees the creation of Ambassador programs. Project one considers identifying flagship nurseries to demonstrate advanced practices when planting, nursing, growing, and selling pawpaw trees. A program of activities can be drafted for one nursery per year to lead field days, record demonstration videos, and moderate discussions in extension events, for example. In project two, model growers are identified to talk about cultural practices, challenges, and actions taken to overcome them. Finally, project three refers to the selection of leading processors and manufacturers interested in discussing techniques and product formulations with peers. Participants in the Ambassadors’ programs can be incentivized with a symbolic amount and have their businesses promoted through communications delineated in strategy two. This tactic builds on the friendly environment reported by key informants and proposes an alternative route to improve knowledge barriers. Engaging manufacturers through Ambassador programs may speed the development of new shelf-stable products and motivate other entrepreneurs to diversify their product portfolio. Table 5 summarizes the macro strategies and actionable projects.

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Summary of strategies and projects to support the pawpaw value chain growth.

Citation: International Food and Agribusiness Management Review 27, 5 (2024) ; 10.22434/ifamr.1042

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6. Conclusions

Attention to short and locally sourced chains has become a pressing issue with COVID-19 pandemic destabilization and geopolitical complications. Promoting local value chains aligns with international bodies’ recommendations (UN) and recent changes in consumer preferences. This article demonstrates how a mixed-mode research approach can leverage the analytical breadth of mapping value chain relationships, describing challenges and opportunities from the stakeholders’ perspective, and designing strategies for the growth of an emergent local chain. In our empirical application, the case study research methodology was further refined with directions and concepts from grounded theory (Charmaz, 2006; Corbin and Strauss, 1990; Strauss and Corbin, 1994), and ChainPlan (Neves et al., 2019). Macro strategies and actionable projects are offered to assist the US pawpaw value chain to grow sustainably.

The methodological approach presented and applied in this article can be replicated in other agricultural settings to foster local expansion and engagement of smallholders. The replication is not free of challenges, nevertheless. Project leaders must establish connections with representative entities of the value chain under analysis so important methodological aspects are observed. Purposive sampling and the continuous search for saturation in the incoming data are aspects of difficult implementation if value chain stakeholders are not vested in the project. Their willingness to cooperate voluntarily is also critical as interviews and follow-ups occur rather frequently, making the project unfeasible if compensations are required. While these aspects may emerge effortlessly in proactive and friendly environments where the stakeholders perceive value in actively participating in the elaboration of growth strategies, the absence of these traits may hinder replication. Yet, one or multiple outlets for survey distribution are necessary for the initial characterization of the chain. Emerging value chains may not count on established communication channels to access a sample of representative entities for each value chain node, which may also challenge the replicability of the proposed methodological approach.

With the information gathered from a survey and in-depth interviews, this article is the first to characterize the emerging US pawpaw value chain. While relationships between breeders and nurseries utilize mature mechanisms to govern frictions and transmit the value of patented cultivars, weaknesses and challenges become evident downstream in the chain. Amateurism and the absence of licenses generate difficulties between nurseries and producers. Limited access to technical information and bounded capabilities prevent growers and foragers from reaching higher yields and consistent fruit quality. Skepticism and hesitation of processors and advanced manufacturers tend to shorten the chain, inducing the emergence of vertically integrated entities. Moreover, the absence of credible attributes (Darby and Karni, 1973) or licenses plays a role in leaving fruit and manufactured products off grocers’ or specialized fruit stores’ shelves. Micro-breweries stand as the most common route to advanced manufacturing. Other than fermented drinks, manufactured products access the market through on-farm, farmers’ markets, and Internet sales. A similar reason — the inability to meet strict regulations required by distributors, food manufacturers, and grocers — drives fresh fruit through the latter set of (unregulated) market channels. Regional festivals are important venues to build consumer awareness and drive fresh fruit or pawpaw-based product sales.

Sequentially, the content of interview records and field notes were analyzed in detail to identify attitudinal patterns and higher-order concepts. In total, 13 higher-order concepts emerged from the data. They represent the most significant issues surrounding the emergent pawpaw industry. While purposive sampling, comparative assessment, and data saturation procedures were followed rigorously, the descriptive efforts to characterize the pawpaw value chain and its complexities are limited to the study participants’ bounded rationality. Similarly, the elaboration of four macro strategies and 22 actionable projects resulted from a collaborative and prescriptive effort, which is also limited to the participants’ ability to foresee future occurrences. In other words, the strategies and actions derived from this study address existing issues and support the Eastern US pawpaw value chain development to the maximum extent permitted by the knowledge and experience of project participants.

Finally, the distinction between elaboration and implementation of strategies must be stressed. This article represents the first step toward a development agenda for the US pawpaw industry. Challenges and shortcomings of implementing the suggested projects are yet to present themselves. We hope the pawpaw industry leadership will take the initiative and execute the actionable projects as resources allow. We also hope this article motivates the examination of other local and short chains to foster their development and enhance resilience to external shocks.