Position and Performance of Farmer Cooperatives in the Food Supply Chain of the Eu‐27

Abstract

Studies on cooperatives and cooperative performance have a long empirical tradition. This study provides new data on the multifaceted positions and functions of farmer cooperatives in the food supply chains in eight sectors of EU‐27. Cooperatives in this area are facing changes in competition, institutional framework and marketing conditions. What is the significance of cooperatives in the European food supply chains and which positions do they take up? Which conclusions on their handling of the changes can be derived from the development of their functions in the supply chain and which growth and marketing strategies do they pursue? By providing insights into recent literature as well as presenting and evaluating results of the EU‐project ‘Support for Farmers’ Cooperatives’, we seek to provide answers on the questions raised above.

Farmers’ Cooperatives in the Eu: Policies, Strategies, and Organization

“…Höhler and Kühl (, this issue) present data on the strategic choices of European cooperatives and discuss the motives behind these choices. The authors adopt a combined strategic management and supply chain management approach and show that the major functions of the cooperative depend on the strategic choice as to the preferred position of the cooperative in the supply chain.…”

Dimensions of Member Heterogeneity in Cooperatives and Their Impact on Organization – A Literature Review

“…In many countries, cooperatives occupy important positions in the food supply chain and perform a variety of functions for their members (Höhler and Kühl , Bijman et al. ).…”

“…A deeper and comprehensive understanding of member heterogeneity and its causes will help to explain the development of cooperatives’ organizational structures and functions (Höhler and Kühl ). The identification of attributes, levels and factors of member heterogeneity enhances the cooperatives’ ability to meet the needs of the members (Kalogeras et al.…”

Cooperatives’ Organizational Restructuring, Strategic Attributes, and Performance: The Case of Agribusiness Cooperatives in Greece

“…The choices cooperatives make regarding organizational (e.g., ownership, governance) and strategic attributes (e.g., market orientation, brand orientation) are thus crucial in dynamic markets or periods of transition in which product adaptations are required (Cechin, Bijman, Pascucci, & Omta, ). Not surprisingly, many cooperatives have undergone profound organizational and strategic changes in the last two decades (Hӧhler & Kühl, ; Nilsson, Svedsen, & Svedsen, ).…”

“…The extent to which cooperatives modify their organizational attributes results in organizational forms that range from traditional, collectively organized, equality‐based to restructured models (i.e., proportional or IOF alike) (Kalogeras et al., ). These restructured models are purported to facilitate improved adaptation of cooperatives to agricultural industrialization and to market challenges (Chaddad & Cook, ; Hendrikse, ; Hӧhler & Kühl, ).…”