We develop a classification of traditional versus restructured cooperative organizational attributes based on an inductive approach. Using this classification and integrating concepts from the business literature (i.e., market and brand orientation), we hypothesize three types of relationships: (a) the influence of organizational attributes, i.e., ownership, control and cost/benefit allocation, on organizational performance; (b) the influence of strategic, i.e., market and brand orientation, attributes on organizational performance, and (c) the influence of organizational attributes on market orientation. We examine these relationships empirically in two studies. In study 1, using data from 114 agribusiness cooperatives, we demonstrate that strategic attributes have a greater influence on organizational performance than organizational attributes. In study 2, we replicate the design from study 1, i.e., tracking attribute scores over time, with a subsample of 25 cooperatives 4 years later. This second study generally confirms the findings of study 1. Taken together, the results suggest that greater emphasis should be placed on strategic attributes both in the literature and in practice. C 2015 Wiley Periodicals, Inc.

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The Common Agricultural Policy pays particular attention to the decline of young farmers in the European Union. For this reason, plenty of different policy measures and motives for new entrants in agriculture there have been established. The main objectives of this paper are to investigate the characteristics of new farmers according to their participation in Agricultural Cooperatives and to identify what makes new farmers participate (or not) in Agricultural Cooperatives. Both research questions will advance the knowledge of policy makers and practitioners on new farmers’ expectations and perceptions and through them, to come to distinctive conclusions about the measures and the actions needed to promote agricultural cooperatives as a viable solution for new entrants in the agricultural sector. For this reason, a survey was conducted in different regions of Greece (northern, central and southern) during an educational course designed for new farmers. More specifically, a structured questionnaire was developed and distributed among 250 new farmers participating in the measure 112 ‘Setting up of young farmers’ (Common Agricultural Policy, Pillar II). The results of the survey indicate low trust in the cooperative organization, leading to low rates of active participation and commitment to agricultural cooperatives.

Purpose The purpose of this paper is to investigate an innovation concerning a short food supply chain (SFSC) created by a newly established producers’ cooperative in Greece that sells fresh milk to consumers via automatic vending machines; the consumers’ response toward this innovation; and the financial performance of the cooperative. Design/methodology/approach The case study focused on consumer’s attitudes toward the cooperative’s fresh milk sold by automatic vending machines and the cooperative’s financial performance. A structured questionnaire was answered by 912 consumers in Thessaloniki during 2015 and analyzed using the IBM SPSS STATISTICS program, version 22. Additionally, the cooperative’s financial data (2012–2015) were used in order to calculate its financial performance. Findings The authors identified five unique consumer categories according to consumer motive, of which social motives are considered in the sample as the most important. The cooperative’s financial indicators are satisfying, especially taking into consideration the severe economic crisis in Greece over the past years. Research limitations/implications It is difficult to evaluate Thesgala as there exists no similar producer cooperative in SFSCs in Greece. The cooperative is recently established and therefore financial indicators represent a short time period. Practical implications Producers, especially small ones in remote or peri-urban areas, can be involved in a SFCS and reach consumers via their cooperatives (or by founding a cooperative). Producer’s cooperatives can include SFSCs in their strategic planning in order to stimulate changes in the food system for the benefit of both producers and consumers. Social implications Policy makers should orient the appropriate policy measures to support SFSCs for the benefit of society as a whole. Originality/value The research investigates an SFSC that was created as a producer’s initiative (not a consumer’s) via their cooperative. It advances knowledge of how to initiate changes in the food system.