2019
DOI: 10.1016/j.landusepol.2019.03.047
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What are the main problems in the management of rural cooperatives in Southern Brazil?

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Cited by 22 publications
(25 citation statements)
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“…As a result, the future of the cooperative depends on the active participation of the cooperative members and the respect for their collective interests (Ishemo and Bushel, 2017). The participation of cooperative members in the administration is low (Brandão and Breitenbachd, 2019). Also, member commitment continues to be a crucial element for cooperatives to thrive.…”
Section: Discussion and Research Agendamentioning
confidence: 99%
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“…As a result, the future of the cooperative depends on the active participation of the cooperative members and the respect for their collective interests (Ishemo and Bushel, 2017). The participation of cooperative members in the administration is low (Brandão and Breitenbachd, 2019). Also, member commitment continues to be a crucial element for cooperatives to thrive.…”
Section: Discussion and Research Agendamentioning
confidence: 99%
“…This will ensure market competitiveness and the economic viability of this business model. This means that there is a weak line between cooperation and competition and between collective and individual interests (Brandão and Breitenbachd, 2019).…”
Section: Discussion and Research Agendamentioning
confidence: 99%
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“…Literature on RPO and collective action highlights different variables addressing how they prompt or hamper collaboration at both the internal and external levels of the RPO, neglecting post-war settings. Internally, formal rules, democratic mechanisms, accountability, the professionalization of the RPO managers, number of participants, and managerial capacities are identified as critical aspects to strengthen trust and promote collaboration (Agarwal, 2010;Brandão & Breitenbach, 2019;Ostrom, 2010).…”
Section: Introductionmentioning
confidence: 99%
“…Externally, variables such as social, economic, or cultural homogeneity of the RPO participants providing a source of shared identity, market relations, and the different actors interacting with the organizations (including the state) affect the performance of RPO (Agarwal, 2010;Attwood & Baviskar, 1987;Brandão & Breitenbach, 2019;Ostrom, Ahn, & Olivares, 2003;Ragasa & Golan, 2014;Ruben & Heras, 2012;Snider, Afonso Gallegos, Gutiérrez, & Sibelet, 2017). The literature defines those relations as bridging capital (cooperation with outsiders that affects trust and collaboration at the intragroup level) and nested enterprises (membership to umbrella organizations).…”
Section: Introductionmentioning
confidence: 99%