Development and challenges of cocoa cooperatives in Papua New Guinea: case of Manus province

Garnevska, Elena; Joseph, Harold; Kingi, Tanira

doi:10.1080/13602381.2014.931046

Cited by 7 publications

(6 citation statements)

References 14 publications

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“…. The challenges presented here are relevant in other contexts where efforts in cooperative building are expected to contribute to revitalizing the cocoa sector, for example Papua New Guiana (Garnevska, Joseph and Kingi 2014) and Ghana . Cooperatives need strong partners along the way who understand their needs and circumstances.…”

Section: Services Provisionmentioning

confidence: 99%

Stuck in a rut: emerging cocoa cooperatives in Peru and the factors that influence their performance

Donovan¹,

Blare²,

Poole

2017

International Journal of Agricultural Sustainability

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Agri-cooperatives play an important role in helping resource-poor farmers reach high-value markets. In addition to linking smallholders to markets, cooperatives provide their members with various services, such as extension, credit, input subsidies, and social programmes. While the literature contains many examples of success, there has been limited discussion on the often long and turbulent process by which cooperatives develop over time and the viable options for shortcuts. This study examines four emerging cocoa cooperatives in Peru to determine their overall business viability, the key factors that advanced their development, and their capacity to address the needs of their members. Our findings suggest that strategies for supporting cooperative development have largely failed to address major internal weaknesses and the challenges posed in the external environment. The cooperatives have received time-bound, uncoordinated, and often small-scale, interventions, which have focused on infrastructure expansion and technical assistance. Important areas related to business management and governance structures, trust relationships with buyers, and sufficient working capital have largely been ignored. Shortcuts may be achieved through improvements in access to business development and financial services, deeper engagement by private sector to support the development process, and commitment by stakeholders to monitoring and critical reflection for strategy refinement.

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Section: Services Provisionmentioning

confidence: 99%

Stuck in a rut: emerging cocoa cooperatives in Peru and the factors that influence their performance

Donovan¹,

Blare²,

Poole

2017

International Journal of Agricultural Sustainability

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“…Nevertheless, cooperatives continue to exist (Boone and Özcan, 2016), mostly because they uniquely combine social, political, governance and economic factors under one organizational structure (Garnevska et al, 2014). From a social point of view, cooperatives tend to be embedded in communities, thus having a distinct social orientation with a focus on collective organizing for community benefit (Shrivastava and Kennelly, 2013).…”

Section: Cooperatives and The New Normalmentioning

confidence: 99%

“…Whilst an agency perspective suggests that the self‐interest of a leader drives innovation, stewardship indicates that leaders invest in innovations to strengthen the firm and its personnel in the long term (Miller and Breton‐Miller, ). Garnevska et al () identify the damage that a lack of trust in leaders can have in cooperatives but how this relates to innovation between agency and stewardship approaches remains unclear. In sum, cooperative leadership represents an important determinant of innovation, with stewardship and agency as two important sub‐components of leadership approaches.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Packs, Troops and Herds: Prosocial Cooperatives and Innovation in the New Normal

Muñoz

Kimmitt

Dimov

2019

J Management Studies

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Prosocial organizations are emerging to tackle the effects of a New Normal. As they navigate its fragile and liquid institutional membranes, they prioritize cooperative forms of governance. These forms allow for collaboration and democratic decision‐making necessary for the development of innovative solutions in this new context. At the same time, the high coordination costs of cooperatives lead to significant market pressures. Therefore, understanding when and under what conditions these new cooperatives innovate and strive is important as it provides insight into whether and how these ventures can become a viable alternative in this changing landscape. Using configurational analyses of organizational enablers leading to innovation in 40 entrepreneurial cooperatives, we identify three approaches: Attentive Pack, Eclectic Troop, and Wandering Herd, showing that innovative outcomes can indeed emerge under traditional cooperative features emphasizing collectivism. However, the pursuit of higher novelty requires a shift to more individualistic, business‐as‐usual, approaches. The New Normal does indeed enhance entrepreneurial activity, but of a different kind comprising novel sets of antecedents and outcomes, which we show can easily become the new dominant form of venturing required in this new context.

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“…People of the Pacific have been involved in a diverse range of businesses based around customary land that are associated with agriculture, tourism, fisheries and forestry (Ward & Kingdon, 2007; Lea, 2009; Gibson, 2012; Garnevska, Joseph, & Kingi, 2014). For many emerging entrepreneurs in the Pacific, customary land is their greatest asset upon which they can build a business, whether they are planning an ecotourism enterprise in the rainforest, a plantation producing coffee or adding value through making cosmetics out of virgin coconut oil produced on customary land.…”

Section: Customary Land and Indigenous Entrepreneurship In The Pacificmentioning

confidence: 99%

Indigenous entrepreneurship on customary land in the Pacific: Measuring sustainability

Scheyvens

Banks

Meo-Sewabu

et al. 2017

Journal of Management & Organization

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Customary land is commonly perceived as a barrier to economic development and indigenous entrepreneurship in Pacific Island countries. We turn this proposition on its head, arguing that customary land provides a solid foundation for indigenous entrepreneurs who wish to achieve social, cultural and environmental, as well as economic, goals for their businesses. Furthermore, we assert that appropriate tools are needed to measure the success of indigenous businesses on customary land, as conventional tools have a narrow focus on economics that fails to capture the more holistic, sustainable development goals that indigenous people hope to achieve through their businesses. The indicators we utilise relate to socio-cultural, economic and environmental sustainability. The tool’s usefulness was scrutinized through pre-testing on two indigenous businesses in Fiji; this revealed that culturally oriented tools are essential if the sustainability of indigenous business is to be measured in terms that are meaningful to Pacific communities.

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Development and challenges of cocoa cooperatives in Papua New Guinea: case of Manus province

Cited by 7 publications

References 14 publications

Stuck in a rut: emerging cocoa cooperatives in Peru and the factors that influence their performance

Stuck in a rut: emerging cocoa cooperatives in Peru and the factors that influence their performance

Packs, Troops and Herds: Prosocial Cooperatives and Innovation in the New Normal

Indigenous entrepreneurship on customary land in the Pacific: Measuring sustainability

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