Accommodating two worlds in one organisation: Changing board models in agricultural cooperatives

W.J.J. Bijman, G.W.J. Hendrikse, A.A.C.J. van Oijen

Research output: Contribution to journalArticleScientificpeer-review

Abstract

While most economic organisation literature on cooperatives has focused on changes in income rights, we study changes in the allocation of decision rights between board of directors (representing members) and managers. The traditional role of the board is to direct the activities of the managers. However, professional management increasingly makes most strategic decisions, pushing the board into a supervisory role. We present two groups of findings on changing board–management relationships. We identify three corporate governance models: traditional, management and corporation. And we present an empirical illustration showing a relationship between the choice of board model, and product portfolio and performance. Copyright © 2012 John Wiley & Sons, Ltd.
Original languageEnglish
Pages (from-to)204-217
JournalManagerial and Decision Economics
Volume34
Issue number3-5
DOIs
Publication statusPublished - 2013

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Managers
Economics
Industry
Agricultural cooperatives
Economic organization
Corporate governance
Product portfolio
Decision rights
Income
Strategic decisions
Board of directors

Cite this

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Accommodating two worlds in one organisation : Changing board models in agricultural cooperatives. / Bijman, W.J.J.; Hendrikse, G.W.J.; van Oijen, A.A.C.J.

In: Managerial and Decision Economics, Vol. 34, No. 3-5, 2013, p. 204-217.

Research output: Contribution to journalArticleScientificpeer-review

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AB - While most economic organisation literature on cooperatives has focused on changes in income rights, we study changes in the allocation of decision rights between board of directors (representing members) and managers. The traditional role of the board is to direct the activities of the managers. However, professional management increasingly makes most strategic decisions, pushing the board into a supervisory role. We present two groups of findings on changing board–management relationships. We identify three corporate governance models: traditional, management and corporation. And we present an empirical illustration showing a relationship between the choice of board model, and product portfolio and performance. Copyright © 2012 John Wiley & Sons, Ltd.

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