Social Economy Companies in the Spanish Agricultural Sector: Delimitation and Situation in the Context of the European Union

Julià, Juan Francisco; Server, Ricardo J.

doi:10.1111/1467-8292.00231

Cited by 7 publications

(5 citation statements)

References 3 publications

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“…The formation of marketing cooperatives is generally justified as a reaction against market failures manifested in external opportunism exerted by more powerful downstream supply chain members (distributors or manufacturers) (Bijman & Hendrikse, 2004). As a social economy type of firm (Juliá & Server, 2003), marketing cooperatives defend farmers from external opportunism. However, they are not free of internal opportunism.…”

Section: Members' Opportunism In Agricultural Marketing Cooperativesmentioning

confidence: 99%

Curbing members' opportunism in first‐tier and federated agricultural marketing cooperatives

et al. 2021

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Agricultural marketing cooperatives are of panoramic socioeconomic importance. As owners, decision‐makers, and suppliers, their members' opportunism is of great concern to their competitiveness. In this study, we analyze sthe impact of governance mechanisms on opportunism. We explore the nonlinear effects and differences between the memberships of first‐tier cooperatives and federated cooperatives. Empirical results show that not all the mechanisms are equally effective: effective mechanisms for first‐tier cooperatives memberships should be employed with lower intensity, whereas those effective for federated cooperatives memberships need a higher intensity of employment. The results of this study allow presenting theoretical and managerial implications in an underexplored field of research [EconLit Citations: D22, D23, P13, Q13].

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Section: Members' Opportunism In Agricultural Marketing Cooperativesmentioning

confidence: 99%

Curbing members' opportunism in first‐tier and federated agricultural marketing cooperatives

et al. 2021

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“…These factors support the relationship between the sector activity and profitability of the businesses [1,52]. The development of internationalisation processes requires the mobilisation of resources whose accessibility depends on the size of the sector to which the companies belong [1,53]. Additionally, businesses whose structures are supported by a solid sector are able to better endure the commitment of resources involved in internationalisation and the search for success in their outcomes.…”

Section: Hypothesis 1c Export Strategy Positively Influences the Export Success Of Colombian Export Businessesmentioning

confidence: 99%

Success Factors in the Internalisation of Export Companies in Colombia

Escandón-Barbosa¹,

Ochoa²

2021

EoR

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Export success is one of the key aspect of economic growth of a country because it is the principle means of specialising, developing economies of scale, accessing new technologies and attracting foreign investment. For this reason, the significance of this topic has encouraged scientists to investigate the main factors that play a part in the development and application of successful export strategies. This article analyses the export success of Colombian businesses from the behaviour of variables at the business and sectoral levels. The research aims to characterise the relevant conditions affecting the entry of small and medium-sized enterprises (SMEs) into the foreign market, which can be useful for business owners who are in the process of internationalisation; they can also be considered as an instrument for developing policies promoting exports from Colombia. A multilevel model is estimated for a sample of Colombian businesses. We examined international experience, export commitment and export strategy as business factors that positively influence export success, as well as export assistance programmes, networks, tariff legislation, sector size and innovation as sectoral factors. It was concluded that the export destination, the country’s conditions and regulations should be examined before the beginning of the export process. However, Colombian exporters usually choose international destinations without such an analysis. In addition, government support through programmes and tariff legislation leads to greater business dynamism, favours entry into new markets and helps compensate negative results of international destinations.

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“…No obstante, a pesar de las dificultades intrínsecas que parecen existir en el sector cooperativo agroalimentario español, no debemos obviar que en la última década se han producido una serie de cambios importantes en las cooperativas que muestran una realidad esperanzadora, siendo los más significativos (Mir et al, 2008;Julia y Server, 2003;Donoso et al, 2003;): la modernización de los sistemas de producción agraria e innovación de la oferta del sector, el desarrollo de servicios vinculados a la industria agroalimentaria, los nuevos sistemas de organización empresarial que dan lugar a cambios estratégicos, el incremento de las empresas que se han adherido a marcas de calidad, la tendencia a una mayor concentración, y la tendencia a la integración vertical en un intento de incrementar el control hacia la distribución minorista. En definitiva nos encaminamos hacia unas cooperativas REVESCO Nº 111 -Segundo Cuatrimestre 2013 -ISSN: 1885-8031 -www.ucm.es/info/revesco agroalimentarias de mayor tamaño, más internacionalizadas y más profesionales que intentan adaptarse al nuevo sistema agroalimentario global (Nilson, 1998;Ruiz et al 2006).…”

Section: Los Intereses Divergentes De Sus Miembros (Barreras De Funciunclassified

Principales problemas de internacionalización de las cooperativas agroalimentarias españolas

Gardó¹,

García²

2013

REVESCO. Revista De Estudios Cooperativos

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PORTeresa FAYOS GARDÓ 2 yHaydeé CALDERÓN GARCÍA 3 RESUMENEs imprescindible que las cooperativas agroalimentarias, al igual que el resto de empresas agroalimentarias, se internacionalicen, y para ello es necesario partir del conocimiento de los problemas que las cooperativas encuentran en su desarrollo internacional.Utilizando una metodología que combina la revisión teórica con una investigación cualitativa, se identifican los principales problemas partiendo de una muestra de cooperativas españolas internacionalizadas. Una vez identificados, se clasifican diferenciando los externos de los internos. Los resultados obtenidos en este estudio exploratorio sugieren que las principales barreras externas son la competencia y la estructura de la distribución, mientras que las internas son la falta de recursos financieros, imagen y marca, e investigación y desarrollo.Identificados los problemas, los directivos y los organismos de apoyo, podrán articular las medidas necesarias para minimizarlos.Palabras clave: Internacionalización, barreras, cooperativas agroalimentarias, apoyo a la internacionalización.

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Social Economy Companies in the Spanish Agricultural Sector: Delimitation and Situation in the Context of the European Union

Cited by 7 publications

References 3 publications

Curbing members' opportunism in first‐tier and federated agricultural marketing cooperatives

Curbing members' opportunism in first‐tier and federated agricultural marketing cooperatives

Success Factors in the Internalisation of Export Companies in Colombia

Principales problemas de internacionalización de las cooperativas agroalimentarias españolas

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