Challenges faced by the management of large co-operatives in face of the co-operative mission

Abstract

This paper focusses on the management of large co-operatives who are not member of the co-operative and therefore contributes to the literature. A case study research was conducted by interviewing managers, members and board members in two large producer co-operatives. This research confirms some challenges described in literature such as the decision problem and size of the co-operative, and adds challenges such as information asymmetry between management and the board. The importance of trust is confirmed by the research. The research closes another gap by showing shared leadership is present within the two interviewed co-operatives. According to literature joint learning should be facilitated in a co-operative whereas the research shows differing opinions among the different actors. From literature and research, the most important competencies of a manager within a co-operative can be defined as: understanding the co-operative structure communicative skills, people management.