Understanding the board of Swedish farmer cooperatives – Cases focusing on board composition and interaction patterns

Hakelius, Karin

doi:10.1016/j.jcom.2018.06.001

Cited by 28 publications

(64 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Yamori and colleague claimed that the presence of outside directors as a means of improving co-operative governance, for example, when the board meetings involve external directors, it tends to stay on the topic and bring objectivity to the board (Dunn, Crooks, Frederick, Kennedy, & Wadsworth, 2002). In contrast, Hakelius (2018) found that composition of outside directors among the Swedish farmer co-operatives do not improve the overall performance because they existence are only useful in terms of bringing "fresh eyes" and to avoid politically influenced during decisions making in the boardroom.…”

Section: Board Compositionmentioning

confidence: 84%

“…Majid, 2018;Huang et al, 2013;Rosairo, Lyne, Martin, & Moore, 2012;Yamori et al, 2017). Meanwhile, in the European countries, three studies, i.e., Spain, Italy and Sweden (D'Amato & Gallo, 2019;Hakelius, 2018;Hernández-Nicolás et al, 2019), and two studies represent continental American, namely Unites State of America and Brazil, explicated the factors leading to the effectiveness of the co-operative board (Franken & Cook, 2019;Pozzobon & Zylbersztajn, 2013).…”

Section: Resultsmentioning

confidence: 99%

“…From the point of view of resource dependency theory, a larger board may be preferred because it can contribute to diversified knowledge and skills (Forbes & Milliken, 1999;Zahra & Pearce, 1989) and greater external linkages (Goodstein et al, 1994). This is supported based on data obtained from a sample of 13 Swedish agricultural co-operatives, a study conducted by Hakelius (2018) found that the board size of high-performance cooperatives was larger (up to 12 directors) than that of low-performing co-operatives (9 directors). In a similar vein, Hasan et al (2018) in measuring the efficiency and productivity of Indonesian co-operative proposed that the co-operatives should consider merging few small sizes of co-operatives to enlarge the board size.…”

Section: Board Compositionmentioning

confidence: 97%

“…Likewise, Chareonwongsak (2017) also highlighted another board members mental behavior, namely transparency in the evaluation process that is found to influence board member motivation, which comes under instrumentality (Vroom, 1964). Besides that, commitment is another positive personality trait of the effective board (Wan Yusoff, 2010), and Hakelius (2018) found this characteristic to be more prominent in the highperformance co-operative which is measured based on their engagement and activeness.…”

Section: Board Characteristicsmentioning

confidence: 99%

“…The effectiveness of the board in performing strategic roles depends strongly on their ability to perform their functions (Murphy and McIntyre, 2007), and there has been a growing empirical investigation (e.g. (Choi, Choi, Jang, & Park, 2014;Hakelius, 2018;Huang, Fu, Liang, Song, & Xu, 2013;Yamori, Harimaya, & Tomimura, 2017)) into board attributes influencing the co-operative board's effectiveness.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Systematic review of factors influencing the effectiveness of the co-operative board

Buang¹,

Samah²

2020

REVE

View full text Add to dashboard Cite

Co-operatives played a significant part of the global economy, and its success depends on the effectiveness of the co-operative board to perform their roles. This article is aimed at reviewing and synthesizing the literature of the last ten years in order to enhance our understanding of the factors that have affected the effectiveness of the board. A systematic review of the Scopus and Web of Science databases identified 13 related studies that respond to research questions, guided by the PRISMA Statement (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) method. An analysis of these articles resulted in four main themes – board composition, board characteristics, board structure and board process, and these four themes formed a total of 12 sub-themes. This study has three significant contributions. Firstly, it provides an overview of studies of the co-operative board. Second, this systematic review highlighted the factors impacting the board's effectiveness. Finally, derived from this systematic analysis, we draw the pattern of variables that were analyzed in assessing the efficacy of the co-operative board. The findings indicated that the studies of the co-operative board are still inadequate, and in the context of developing countries, empirical research lags even further behind. Most studies concentrate mainly on the effect of board characteristics, followed by board composition, board process and board structure. Some recommendations for future research are outlined to explore other related factors that may enhance the co-operative board's effectiveness, namely from the perspective of the resource provision role of directors.

show abstract

Section: Board Compositionmentioning

confidence: 84%

Section: Resultsmentioning

confidence: 99%

Section: Board Compositionmentioning

confidence: 97%

Section: Board Characteristicsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Systematic review of factors influencing the effectiveness of the co-operative board

Buang¹,

Samah²

2020

REVE

View full text Add to dashboard Cite

show abstract

Social networks and member participation in cooperative governance

et al. 2020

Self Cite

View full text Add to dashboard Cite

This study explored the relations between the farmer‐members' social networks and their interest in cooperative governance, specifically their willingness to be elected representatives. Several researchers assert that member interest in cooperative governance is related to social factors. The empirical basis consists of surveys of random samples of Swedish farmers conducted in 1993, 2003, and 2013. The results indicate a strong relationship between the social networks and the farmers' propensity to participate in cooperative governance. This relationship has persisted even though the investigated 20‐year period was very turbulent for Swedish agriculture. Over time, members have become more willing to be elected when they receive backing from their social networks, with personal networks being more important than professional networks. The professional networks are related only to the level of aspiration and not actual participation in governance. [EconLit Citations: D73, P13, Q13].

show abstract

Adoption of nontraditional governance characteristics in US farmer cooperatives

Grashuis,

Martinez‐Georges

2024

Agribusiness

View full text Add to dashboard Cite

Although the governance of farm producer‐owned and ‐controlled organizations is shaped by the complex interaction of mixed member, director, and manager objectives, its conceptualization in the literature is limited to the assignment of control to members, board directors, and managers. Such a categorization is imperfect as there exist other governance characteristics such as member vote distribution, board director identity, manager identity, and CEO identity. Using 371 survey responses from US farmer cooperatives, we inform the adoption of nontraditional governance characteristics in terms of proportional vote distribution, nonmember board directors (i.e., outside directors), and nonmember managers and CEOs. Furthermore, we relate the adoption of nontraditional characteristics to the competitive scope, organizational function, organizational size, and capital structure of the survey respondents by means of various empirical techniques. Generally, nontraditional adaptation of the governance structure, which implies an advanced delegation of control to decision specialists who are non‐members, is positively associated with the competitive scope and organizational size. Also, such nontraditional adaptation is more common to marketing cooperatives as compared to supply cooperatives. Our study motivates a multi‐dimensional conceptualization of governance, which is necessary to better understand the internal coordination of member and manager objectives. [EconLit Citations: Q13].

show abstract

Understanding the board of Swedish farmer cooperatives – Cases focusing on board composition and interaction patterns

Cited by 28 publications

References 54 publications

Systematic review of factors influencing the effectiveness of the co-operative board

Systematic review of factors influencing the effectiveness of the co-operative board

Social networks and member participation in cooperative governance

Adoption of nontraditional governance characteristics in US farmer cooperatives

Contact Info

Product

Resources

About