Product differentiation and cooperative governance

Borgen, Svein Ole

doi:10.1016/j.socec.2010.12.002

Cited by 16 publications

(22 citation statements)

References 13 publications

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“…Enforceable delivery agreements and differential pricing schemes can thus be important means of achieving the goals of constant supply and synchronization (Jia & Huang, ). In several traditional cooperatives, members may act opportunistically and shirk on quality and deliveries because they are not held liable for such behavior (Borgen, ; Harris, Stefanson, & Fulton, ). Cooperatives may better satisfy the needs of different groups of members by adopting a differentiated pricing policy, which reflects as much as possible the handling costs and market returns of each member's produce (Kalogeras et al., ).…”

Section: Conceptual Modelmentioning

confidence: 99%

“…Producers have to be willing to fund the cooperative's market orientation (e.g., market research), as well as its market‐oriented responsiveness (e.g., branding, new product development, and product differentiation) to achieve distribution on grocery store shelves and generate revenues in the long run (Borgen, ; Narver & Slater, ). The nature of the ownership structure of a cooperative significantly affects members’ incentives to invest in the organization (Cook & Iliopoulos, ).…”

Section: Conceptual Modelmentioning

confidence: 99%

“…The drastic and global changes in agribusiness over the past two decades exposed producer‐owned organizations like cooperatives to fierce competition of aggressive players such as wholesalers, investor‐owned firms (IOFs) and retailers (Beverland, ). Despite creating value for their member‐owners, cooperatives often fail to respond to market changes because they lack a well‐developed strategic focus (Borgen, ; Chaddad & Cook, ; Kyriakopoulos, ; Peterson & Anderson, ). The lack of connection to market demand limits their viability and requires the rearrangement of their organizational and strategic attributes (Kalogeras, Pennings, van der Lans, Garcia, & van Dijk, ; van Dijk, ).…”

Section: Introductionmentioning

confidence: 99%

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

et al. 2015

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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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Section: Conceptual Modelmentioning

confidence: 99%

Section: Conceptual Modelmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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

et al. 2015

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“…O acompanhamento das tendências do mercado se justifica pelo fato de que recentemente tem ocorrido uma crescente procura por produtos diferenciados (Borgen, 2011). Neste caso, empresas estão investindo em produtos com tecnologia agregada, impactando na economia e nos modos de consumo da sociedade (Prahalad, 2012).…”

Section: Introductionunclassified

A Influência do Hedonismo sobre a Felicidade e a Satisfação com a Vida

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Hedonismo é um assunto que vêm ganhando destaque em pesquisas científicas nos últimos anos. Trata-se de uma percepção subjetiva prazerosa em decorrência de uma compra. Entendendo que este momento de euforia faz parte da vida das pessoas, buscou-se verificar a relação entre compras hedônicas e dois fatores positivos: a felicidade e a satisfação com a vida. Embora a teoria aponte para uma relação de dependência, desconhece-se a existência de trabalhos empíricos que pudessem testar esta influência. Buscando preencher esta lacuna, o presente artigo realizou uma survey quantitativa com a participação de 353 compradores de produtos inovadores. Os estudos foram realizados junto a acadêmicos e por meio de Regressão constatou-se que o hedonismo não é capaz de gerar felicidade e satisfação com a vida. Em relação a felicidade, evidenciou-se que que quanto maior o hedonismo de compra, menos a pessoa se sente feliz. Por meio de Teste-T e ANOVA verificou-se que não existem diferenças de sensações hedônicas entre gênero, renda, estado civil, idade, tipo de trabalho e modo de compra. Sugerindo assim, que a percepção hedônica tende a ser a mesma entre diferentes características pessoais e tipo de compra. De modo geral, verifica-se que de fato o hedonismo tende mesmo a ser momentâneo, não sendo capaz de gerar sensações agradáveis de longo prazo, como a felicidade e a satisfação com a vida.

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“…Some members may disagree with a quality-based payment principle (Cechin et al, 2013a) or prefer to distribute the profits of the organization to increase short-term payments instead of making the collective investments (Cook, 1995) required to improve quality. Even when the principle of a qualitybased payment is accepted, members may disagree on the price grid for different quality (Borgen, 2011). Moreover, implementing quality management systems creates new problems including how to monitor the activities of the staff of the producer organizations (Hviid, 2006).…”

Section: Introductionmentioning

confidence: 99%