International Journal of Sustainability, Disaster and Environmental Management

Building Confidence Bridges: A Requisite for Rural Prices Inflation and Agricultural-Food Production

InflationConfidence BridgesAgricultural-Food ProductionRural PricingFood SecurityRural Development
Ofem Ibor Esekpa,Eno Itobo Ibiang,Salvation Eteng

Abstract

Human decision-making has historically been viewed as an activity sustained by rational calculation, which fosters self-efficacy and confidence in beliefs, choices, rural pricing, inflation, and agricultural-food production. In this context, confidence building bridges, particularly within rural communities, constitute an important prerequisite for rural development and may influence the availability and pricing of consumable goods, household spending, demand, inflation, and agricultural-food production. The study adopted a qualitative research approach, drawing on books, reports, and online journals. A target population of 168 respondents was identified from three selected local government areas, with each local government area representing a senatorial district, and the information obtained was used in the analysis. The findings show that confidence-building bridges can positively influence food production, employment generation, and socioeconomic welfare. The study concludes that government policies should prioritize the provision of fertilizers and improved seedlings to enhance agricultural-food production. It recommends, among other measures, that land should be allocated and protected for agricultural purposes as a major strategy for building confidence bridges in rural communities, promoting effective price mechanisms, and improving the production and distribution of goods and services.

 

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Published Date

09/08/2026

Section

Articles

Pages

1-17

How to Cite

Esekpa, O.I., Ibiang, E.I., Eteng, S. (2026). Building Confidence Bridges: A Requisite for Rural Prices Inflation and Agricultural-Food Production. International Journal of Sustainability, Disaster and Environmental Management, 2(1), 1-17.