|
|
|
|
|
| Nilsson, Jerker. |
| Which organization model is appropriate for a cooperative enterprise depends on the prerequisites in its business environment. When conditions are changing, the firm must adapt itself. The entry of Sweden, Finland, and Austria into the European Union led to radical changes for agricultural cooperation, especially for Swedish cooperatives since agricultural policy was not allowed a transitional period. After two years, Swedish cooperatives have still not adapted their organization model despite poor agricultural profitability. The hindering factors are conservatism among members and difficult institutional conditions with regard to legislation and public opinion. |
| Tipo: Journal Article |
Palavras-chave: Agribusiness. |
| Ano: 1997 |
URL: http://purl.umn.edu/46192 |
| |
|
|
| Nilsson, Jerker; Kihlen, Anna; Norell, Lennart. |
| Several researchers, who have observed that traditional cooperatives have difficulties in modern markets, mention a number of behavioral concepts characterizing the members. This study attempts to empirically test these concepts. It is based on a survey among members of a large traditional Swedish cooperative. The members perceive the cooperative to be so large and complex that they have difficulties understanding the operations. Hence, they become dissatisfied and uninvolved, and they mistrust the leadership. Moreover, they do not believe that the cooperative can be remodeled to strengthen member control. The findings support the behavioral explanations presented in prior studies. |
| Tipo: Journal Article |
Palavras-chave: Agricultural cooperative; Property rights; Satisfaction; Involvement; Trust; Consumer/Household Economics. |
| Ano: 2009 |
URL: http://purl.umn.edu/92574 |
| |
|
|
| Nilsson, Jerker; Ohlsson, Camilla. |
| This article examines the market conditions, the strategies, and the organizational structures of agricultural cooperatives. Based on the growing literature on cooperative organizational models, it is expected that the new organizational patterns in the New Zealand dairy cooperatives in the early 2000s are a consequence of market changes. Case studies of the three cooperatives are conducted, focusing on the organizational structures in terms of collective versus individualized attributes. The dissolution of the New Zealand Dairy Board created new market opportunities for the cooperatives. Hence, the co-operatives had reason to develop new market strategies, and in order to pursue these well, they changed their organizational structures. The observations... |
| Tipo: Journal Article |
Palavras-chave: Cooperative; Dairy; New Zealand; Fonterra; Market strategy; Organizational model; Agribusiness; Livestock Production/Industries. |
| Ano: 2007 |
URL: http://purl.umn.edu/59553 |
| |
|
|
|
