The Key Role of Banks in the Lifecycle of Bordeaux Wine Cooperatives

Cadot, Julien; Ugaglia, Adeline Alonso

doi:10.1017/jwe.2018.11

Cited by 6 publications

(8 citation statements)

References 18 publications

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“…However, none of the positive configurative strategies of Miles and Snow are related to their better performance, though the study reported that, by avoiding a reactor strategy, a firm can attain a better performance. The conclusions reached about the differences in business performance between cooperatives and IOFs are in line with the study by Sexton and Iskow (1993), who defended the idea that cooperatives do not have a lower performance, even though members' return and continuity are the core objectives of cooperatives (Cadot and Ugaglia, 2018).…”

Section: Discussionsupporting

confidence: 86%

Spanish Wine Cooperatives’ Business Performance: Innovation Capabilities and Miles and Snow Strategies

2019

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Agricultural cooperatives’ economic performance and efficiency today have great economic and social relevance. Consistent with the recent literature, this article examines wine cooperatives and compares them with wine investor-owned firms, studying their innovation capabilities, Miles and Snow strategies, and performance. A survey was conducted in all the wineries in Spain, with 339 responses. The interactions between the independent variables and the dependent variable were analyzed using the logit regression model. The study points out that cooperatives do not have fewer innovation capabilities, nor are they more inefficient, than investor-owned firms, although the factors that modulate their economic performance are different. (JEL Classifications: L66, M10, P13, Q13)

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Section: Discussionsupporting

confidence: 86%

Spanish Wine Cooperatives’ Business Performance: Innovation Capabilities and Miles and Snow Strategies

2019

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“…Similarly, Declerck and Viviani [11] identify a capacity of cooperatives to absorb fluctuations at the expense of their members. Cadot and Ugaglia [12] examine the organizational strategies of Bordeaux wine cooperatives in relation to member incomes highlighting the importance of downstream strategies for cooperatives to pursue. They examine the link between leverage (being a proxy for debt) and prices paid to grape producers and show that the downstream organizational strategies chosen (including exit and vertical integration) are critically related to the lending regime.…”

Section: Brief Literature Reviewmentioning

confidence: 99%

Structure, organization and a vision: Reasons for the success of wine cooperatives?

Schamel

2019

BIO Web Conf.

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Several studies have found that wine cooperatives struggle to produce high quality grapes allowing them to produce better quality wines and to receive higher retail prices. In contrast, cooperatives in South Tyrol perform well and receive price premiums for wine quality relative to privately-owned local competitors. We identify the structural, organizational and social factors (i.e., elements of social capital) that may contribute to the economic success of a cooperative enterprise, surveying individual members of 13 wine cooperatives in South Tyrol. Relative payment per kg of grapes (pay-out) delivered measures the economic success of member growers. We propose that “the strength of common vision among cooperative members” is an important element identifying the “working social capital” of cooperatives and examine whether it depends on specific social and organizational variables such as commitment, trust or the strengths of personal relationships, participation in training activities and/or the presence of specific grape quality assessment criteria. Moreover, we examine if the pay-out or economic success of cooperative members can be explained by a set of structural variables and working social capital. We estimate two regression models to explain both the working social capital (i.e., strength of a common vision among cooperative members), and pay-out or economic success that cooperative members receive for delivering grapes. Results indicate that specific social factors such as member commitment, trust, personal member-winemaker relations and gender as well as organizational factors (e.g., training activities, quality assessment criteria) help to explain working social capital while physical production capital (farm size), working social capital (common vision) and indicators of human capital (involvement, vineyard consulting) are important factors to explain the economic success of cooperative members.

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“…Moreover, extant research customarily has neglected to specifically address the nature of cooperative distinctiveness interlinked with the pursuit of dual performance objectives [21,27,28], having favored the corporate over the member orientation. Prior work has focused on readily available financial accounting measures commonly used to evaluate investor-owned firms (IOFs) or has applied advanced quantitative techniques (e.g., data envelopment analysis) to estimate economic and technical efficiency [22].…”

Section: Introductionmentioning

confidence: 99%

Harnessing a ‘Currency Matrix’ for Performance Measurement in Cooperatives: A Multi-Phased Study

et al. 2018

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The cooperative organizational form is by nature a sustainable one, which has proved to be resilient in the face of crises and a solid lever in addressing present-day societal challenges. Still, little is known about its socio-economic impact. Also, despite the plethora of studies on cooperative performance, research remains inconclusive about how to best measure it. In fact, scholarly work has largely favored the use of appraisal tools reflecting those of investor-owned firms (IOFs), having undermined the dual idiosyncratic nature of the cooperative organizational form, which is manifest in the business and social-membership objectives. The goal of this article is to fill these gaps by delivering a comprehensive dashboard for cooperative performance assessment that harmonizes business–social aspects and catalogs the basic components for future attempts. To reach this goal, we used an extensive review of empirical research in cooperative performance (phase 1) and a Delphi study with 14 experts (phase 2). In addition, we reviewed comparable research efforts for a business form (social enterprises) that combines business with social goals and faces similar challenges (phase 3). This inquiry was particularly insightful for the social perspective and the overlooked role of cooperatives as a socially-embedded organizational form that hardly documents its societal impact and outreach.

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The Key Role of Banks in the Lifecycle of Bordeaux Wine Cooperatives

Cited by 6 publications

References 18 publications

Spanish Wine Cooperatives’ Business Performance: Innovation Capabilities and Miles and Snow Strategies

Spanish Wine Cooperatives’ Business Performance: Innovation Capabilities and Miles and Snow Strategies

Structure, organization and a vision: Reasons for the success of wine cooperatives?

Harnessing a ‘Currency Matrix’ for Performance Measurement in Cooperatives: A Multi-Phased Study

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