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By George Hendrikse, Josef Windsperger (auth.), Prof. Dr. George Hendrikse, Docent Dr. Mika Tuunanen, Prof. Dr. Josef Windsperger, Prof. Dr. Gérard Cliquet (eds.)
The booklet emphasizes learn in economics and administration of networks as an interdisciplinary box by way of delivering new theoretical views and offering new empirical effects on strategic and governance constitution matters in cooperatives, franchising networks, alliances, joint ventures and enterprise capital relatives. The authors observe assorted theoretical perspectives on networks, reminiscent of transaction price conception, estate rights idea, source- and knowledge-based concept, evolutionary concept, info richness idea and social trade theory.
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Additional info for Strategy and Governance of Networks: Cooperatives, Franchising, and Strategic Alliances
Sample text
The last category of full success consisted of seven groups which were performing joint sales and did not have problems with members shirking from the group agreements. Below we present how the identified measurements of producer group success correspond to each other. For comparison of the distinguished based on the theory categories with self-perception of the actors involved in cooperation, we also include a self-evaluated measure of success suggested by Sexton and Iskow (1988). The interviewed producer group leaders could rank their groups as a major success, 36 Fig.
Data were collected from 62 Polish farmer cooperative organizations called producer groups. The main aim of those organizations was to organize joint sales of output produced individually by their members. Some of the groups were functioning effectively while others had disbanded or were no longer performing their essential functions. Variables such as the leader’s strength, previous business acquaintances, initial selection of members, and number of members have a significant positive impact on the likelihood of success of the researched organizations.
Our finding that success is positively related to group size is somewhat in opposition to the discussion on the provision of collective benefits. Olson (1965) argued that larger groups find it harder to communicate and coordinate their actions, which was expected to hinder cooperation. We might stipulate that leadership is the factor that counteracts the negative impact of enlarging group size on communication and coordination costs. This corresponds to the finding that the variable indicating leadership decision-making strength was also significant.