Journal of Scientific Research and Reports

The agri-food processing sector has been characterised by the largest share of female-owned micro-enterprises in India. This study, conducted in 2026, examined gender dynamics and patterns of ownership and operation among 80 value-added agri-food processing micro-enterprises across four districts of Keralam. The study focused on classifying enterprises according to ownership and operational/management patterns, evaluating demographic and performance parity across the classifications, identifying the factors that influence women’s participation, and examining the associated policy implications. Primary data were collected using a structured interview schedule and analysed using percentage distributions, cross-tabulations, independent samples t-tests, and the Henry Garrett Ranking Technique. The findings showed a gap between formal legal ownership and women’s actual involvement in the day-to-day operations of the enterprises. Women held 52.5% of the legal ownership titles, while men were responsible for the day-to-day management of 70.0% of the enterprises. Based on ownership and operation, the enterprises were grouped into four typologies: Male Owned Male Operated (42.5%), Female Owned Male Operated (27.5%), Female Owned Female Operated (25.0%), and Male Owned Female Operated (5.0%). The independent samples t-tests showed no statistically significant differences (p > 0.05) in the demographic and operational performance indicators when enterprises were compared by operational leadership (male-managed n = 56; female-managed n = 24) or by legal ownership (male-owned n = 38; female-owned n = 42), indicating comparable performance across the gender categories examined. The Henry Garrett ranking results indicated that socio-cultural factors, particularly domestic care responsibilities, were the major constraint affecting women’s involvement in enterprise operations, whereas institutional credit schemes were identified as an important factor contributing to higher share of women’s legal ownership of enterprises. Overall, the findings indicate that financial incentives may encourage women’s formal ownership of enterprises, but this does not necessarily translate into greater participation in their day-to-day management. Therefore, along with financial support, greater attention to the development of operational skills and domestic care-related support may help strengthen women’s actual participation in managing value-added agri-food processing enterprises.