2020
DOI: 10.1111/1467-8489.12376
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Leadership in agricultural machinery circles: experimental evidence from Tajikistan

Abstract: Leadership is critical for the viability of rural groups. The way in which leadership is legitimised can mediate leader and group member behaviour in the face of social dilemmas. Yet there has been scant research on leader-follower dynamics in naturally occurring groups. Highlighting the case of agricultural machinery circles in Tajikistan, the effect of leading by example on investments to a collective good is studied in a framed field experiment. To increase realism, and contrary to standard economic experim… Show more

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Cited by 7 publications
(5 citation statements)
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(70 reference statements)
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“…Mechanisation is regarded as a motor for agricultural transformation. Most of farm operations in developed countries are accomplished by farm machinery, while farm machinery in other parts such as in sub-Saharan African, Latin America and South Asia is almost negligible given total cultivated land area (Van den Berg et al 2007;Baudron et al 2015;Adekunle et al 2016;Aryal et al 2019;Müller 2020;Paudel et al 2020;Van Loon et al 2020). For example, the proportion of farmland cultivated by tractors in Africa south of the Sahara is only 10 per cent, compared to 35 per cent in South Asia and 50 per cent in Latin America (Benin 2015).…”
Section: Introductionmentioning
confidence: 99%
“…Mechanisation is regarded as a motor for agricultural transformation. Most of farm operations in developed countries are accomplished by farm machinery, while farm machinery in other parts such as in sub-Saharan African, Latin America and South Asia is almost negligible given total cultivated land area (Van den Berg et al 2007;Baudron et al 2015;Adekunle et al 2016;Aryal et al 2019;Müller 2020;Paudel et al 2020;Van Loon et al 2020). For example, the proportion of farmland cultivated by tractors in Africa south of the Sahara is only 10 per cent, compared to 35 per cent in South Asia and 50 per cent in Latin America (Benin 2015).…”
Section: Introductionmentioning
confidence: 99%
“…The findings confirm that knowledge sharing (H3 a2 ) has a strong positive significant effect on sustainable performance. Knowledge sharing for managers and employees is the key to solidifying the sustainable performance of dairy microfirms in Tanzania (Müller 2020). Thus, incorporating knowledge sharing between managers and employees can potentially affect dairy microfirms' ability to build agility and significantly reduce negative behaviours.…”
Section: Discussion Of the Resultsmentioning
confidence: 99%
“…The KBV literature has contended that a firm might gain a competitive advantage by capitalising on knowledge resources, such as decision-making and a culture of knowledge sharing (Müller 2020;Daft et al 2020). The theory suggests that knowledge sharing is the bottom line for a firm to create value and generate a competitive advantage.…”
Section: Knowledge Sharingmentioning
confidence: 99%
“…These contexts allow researchers to achieve greater parallelism with naturally occurring decision contexts while also allowing researchers to keep the decision environment simple enough to be understandable to participants. For example, in one experiment, a pro‐environmental behavior by the subject can lead to a real charitable donation to a pro‐environmental organization or, in another experiment, group rewards for cooperation can be paid to actual farmer groups (e.g., Müller, 2020). Second, economic experiments designed to guide agricultural policymaking are typically field experiments, which often have greater parallelism than laboratory experiments.…”
Section: Framework For Presentation Of Casesmentioning
confidence: 99%