The impact of cooperative structure and firm culture on market orientation and performance
Building on recent advances in cooperative literature and practice, we conceive two key organizational features of cooperatives: cooperative structure (in terms of control, ownership, and cost|pricing policies resulting in traditional and re-engineered co-ops) as well as entrepreneurial cooperative firm culture. Then we conceptualize and test the effect of these organizational features on the market orientation and performance of the cooperative firm relying on a sample of Dutch co-ops. We cannot establish a systematic influence of the cooperative structure; however, a significant influence of individualized member ownership on performance and of cost|pricing policies on market orientation has been found. Entrepreneurial firm culture has a significant effect on both market orientation and performance. [EconLit citations: L200, M310, Q130.] © 2004 Wiley Periodicals, Inc. Agribusiness 20: 379-396, 2004.
Volume (Year): 20 (2004)
Issue (Month): 4 ()
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References listed on IDEAS
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- Zvi Lerman & Claudia Parliament, 1990. "Comparative performance of cooperatives and investor-owned firms in US food industries," Agribusiness, John Wiley & Sons, Ltd., vol. 6(6), pages 527-540.
- Gruber, Jennifer E. & Rogers, Richard T. & Sexton, Richard J., 2000. "Do Agricultural Marketing Cooperatives Advertise Less Intensively Than Investor-Owned Food-Processing Firms?," Journal of Cooperatives, NCERA-210, vol. 15.
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