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The influence of formal central-local government interface on implementing good agricultural practices

Author

Listed:
  • Sarah Killagane

    (Department of Local Government Administration and Management, Local Government Training Institute, P.O. Box 1125 Dodoma, Tanzania)

  • David Mhando
  • Pius Nyamhanga

    (Department of Policy Planning and Management, College of Social Sciences and Humanities, Sokoine University of Agriculture; P.O. Box 3035 Morogoro, Tanzania)

  • Christopher Mahonge

    (Department of Political Science & Public Administration, The University of Dodoma P.O. Box 395 Dodoma, Tanzania)

Abstract

The implementation of Good Agricultural Practices (GAPs) in developing countries, particularly Tanzania, requires strong government intervention to achieve sustainable agricultural outcomes in line with both national and international standards. Given the high costs and institutional demands associated with GAP implementation, the central–local government interface plays a critical role in facilitating, coordinating, and overseeing this process. This formal interface comprises key dimensions, including the transfer of authority, interaction channels, adherence to existing legislation, and resource-sharing mechanisms. However, limited understanding of how these institutional arrangements influence the effective implementation of GAPs has contributed to persistent inconsistencies and inefficiencies. This study investigated the extent to which Tanzania’s formal central–local government interactions affect GAP implementation. A total of 228 respondents were surveyed across Local Government Authorities in the Morogoro, Mbeya, and Shinyanga regions, and data were analysed using multiple linear regression. The results demonstrate that the transfer of authority (? = 0.124, p

Suggested Citation

  • Sarah Killagane & David Mhando & Pius Nyamhanga & Christopher Mahonge, 2025. "The influence of formal central-local government interface on implementing good agricultural practices," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 14(4), pages 301-314, June.
    • Handle: RePEc:rbs:ijbrss:v:14:y:2025:i:4:p:301-314
    DOI: 10.20525/ijrbs.v14i4.4008
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