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The impact of cooperative structure and firm culture on market orientation and performance
Author(s) -
Kyriakopoulos Kyriakos,
Meulenberg Matthew,
Nilsson Jerker
Publication year - 2004
Publication title -
agribusiness
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.57
H-Index - 43
eISSN - 1520-6297
pISSN - 0742-4477
DOI - 10.1002/agr.20021
Subject(s) - econlit , market orientation , industrial organization , business , entrepreneurial orientation , organizational structure , organizational culture , sample (material) , agribusiness , microeconomics , marketing , economics , entrepreneurship , management , finance , ecology , chemistry , medline , chromatography , political science , law , biology , agriculture
Building on recent advances in cooperative literature and practice, we conceive two key organizational features of cooperatives: cooperative structure (in terms of control, ownership, and cost/pricing policies resulting in traditional and re‐engineered co‐ops) as well as entrepreneurial cooperative firm culture. Then we conceptualize and test the effect of these organizational features on the market orientation and performance of the cooperative firm relying on a sample of Dutch co‐ops. We cannot establish a systematic influence of the cooperative structure; however, a significant influence of individualized member ownership on performance and of cost/pricing policies on market orientation has been found. Entrepreneurial firm culture has a significant effect on both market orientation and performance. [EconLit citations: L200, M310, Q130.] © 2004 Wiley Periodicals, Inc. Agribusiness 20: 379–396, 2004.