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This article uses a double bootstrap procedure and survey data from Burkina Faso in a two-stage estimation to explore ways in which continental and intercontinental migration determine efficiency in cereal production of rural households. Findings suggest that continental migration has a positive relation and intercontinental migration no relation with technical efficiency. For continental migrant households, migration has removed surplus male labor, a cause for inefficiency in production. Intercontinental migration leads to a gender imbalance in the household, which cannot be compensated for by investments in farm equipment. The failure of intercontinental migration to transform cereal production from traditional to modern is attributed to an imperfect market environment. Copyright (c) 2010 International Association of Agricultural Economists.

We use new data on 500 Farmer-Based Organizations (FBOs) in Ghana and regression analysis to reveal determinants of collective investments and the case of the Millennium Development Authority's (MiDA) agricultural program in Ghana to demonstrate that development programs offering hard incentives may be counterproductive in promoting collective action. We show that when a program sets criteria for participation and offers in-cash and in-kind support to selected FBOs, it may promote rent-seeking and crowd out equity capital formation. This is so because FBOs may have formed for the sole purpose of benefitting from incentives offered by the program and thus lack an economic justification, which is an important condition for progression through the cooperative life cycle. Further, by setting stringent participation criteria, the program may end up selecting younger organizations while it is the more consolidated organizations that are able to connect to business development services (BDS) and engage in more offensive collective action.JEL classifications: C36, C72, Q12, Q13, O22

Agricultural cooperatives in Africa tend to be community‐based organizations defined by principles of inclusion, voluntarism, democracy, equity, autonomy, mutuality and solidarity. This means that they generally operate in accordance with the principles endorsed by the International Cooperative Alliance (ICA). However, only a few of these organizations are successful in commercializing the agricultural produce of their members. In this study, we argue that growth‐problems leading to commercial failure and organizational degeneration in these cooperatives can be attributed to a lack of managerial capital. Drawing on the literature and evidence from the field we set out key management solutions for counterbalancing cooperative principles in the context of rural Africa. These solutions were taught to the leaders and managers of 362 cooperatives at four training events held in Madagascar, Malawi and twice in Uganda. Using a production function for cognitive achievement and key informant interviews, we find that our training contributed to the adoption of the proposed solutions by some of the cooperatives. Using the Ugandan sub‐ sample, we estimate an OLS regression and a PSM model to show that the training translated into higher revenues per member generated through collective commercialization.

Journal articleIFPRI3; F Strengthening institutions and governanceWCAOP