Exploring Factors That Drive Millet Farmers to Join Millet FPOs for Sustainable Development: An ISM Approach

Agriculture and its allied activities contribute to the primary sector in India and act as the basis for the country’s economy. Available agricultural landholdings are scattered as multiple plots across the country. Land fragmentation has led to problems achieving economies of scale and economies of scope; lower productivity, efficiency, and modernization; loss of biodiversity; and little scope for mechanization and technology. FPOs are small clusters of farmers who collaborate to enhance their bargaining strength through collective procurement, processing, and marketing efforts. To enhance the performance of FPOs at the grassroots level, the engagement of cluster-based business organizations (CBBOs) is vital. Millet FPOs are similar to voluntary farmer groups that are involved in the cultivation and promotion of millets. IIMR-promoted millet FPOs were selected purposively for the present study as they are involved in millet cultivation and farming. A total of 450 millet farmers from 15 FPOs and 3 states were randomly chosen for this action research study. The present research identified 10 key factors and collected farmers’ opinions toward member participation in millet FPOs using interpretive structural modeling. The ISM approach provided a clear understanding of how the selected factors interconnect hierarchically with each other as foundational drivers and dependent outcomes. The results from the MICMAC analysis demonstrated that foundational interventions, such as post-harvest technology availability (V2) and knowledge transfer by KVKs (V5), directly support higher-level objectives. Intermediate factors like economies of scale (V1) and market and credit linkages (V3) transform these services into operational advantages, while the outcome factors of business planning (V8), FPO branding (V7), and bargaining power (V9) emerge as dependent variables. The model demonstrates that V2 catalyzes improvements across the production, market, and institutional domains, cascading through intermediate enablers (V1, V4, V5, V6) to strengthen outcomes (V3, V7, V8, V9, V10). This hierarchy demonstrates that investing in post-harvest technology and complementary extension services is critical for building resilient millet FPOs and enhancing member participation.