The impact of cooperative structure and firm culture on market orientation and performance

Kyriakos Kyriakopoulos, Matthew Meulenberg and Jerker Nilsson
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Kyriakos Kyriakopoulos: University of Maastricht, Department of Marketing, P.O. Box 616, 6200 MD Maastricht, The Netherlands, Postal: University of Maastricht, Department of Marketing, P.O. Box 616, 6200 MD Maastricht, The Netherlands
Matthew Meulenberg: Wageningen University, Department of Marketing and Marketing Research, Hollandseweg 1, 6706 KN, Wageningen, The Netherlands, Postal: Wageningen University, Department of Marketing and Marketing Research, Hollandseweg 1, 6706 KN, Wageningen, The Netherlands
Jerker Nilsson: Swedish University of Agricultural Science, Department of Economics, P.O. Box 7013, S-75007, Uppsala, Sweden, Postal: Swedish University of Agricultural Science, Department of Economics, P.O. Box 7013, S-75007, Uppsala, Sweden

Agribusiness, 2004, vol. 20, issue 4, 379-396

Abstract: 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.

Date: 2004
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Persistent link: https://EconPapers.repec.org/RePEc:wly:agribz:v:20:y:2004:i:4:p:379-396

DOI: 10.1002/agr.20021

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