Publication: Management and financial performance of agricultural cooperatives: a case of portuguese olive oil cooperatives
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2017
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Facultad de Ciencias Económicas y Empresariales. Escuela de Estudios Cooperativos
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En Portugal, como en otros países, las cooperativas agrícolas tienen un papel económico importante en el sistema alimentario. Similar a otras organizaciones económicas, las cooperativas agrícolas han sido testigos de cambios estructurales en las últimas décadas en términos de modelos de gobernación y gestión. Las cooperativas agrícolas portuguesas se han visto constreñidas por su contexto a adoptar un modelo tradicional de propiedad y control. El objetivo principal de este estudio era analizar cuestiones relacionadas con la estructura de gestión y desempeño financiero de las cooperativas, basada en los datos recogidos de cooperativas de aceite de oliva situadas en la región interior norte de Portugal. La combinación de un análisis cualitativo de la estructura y toma de decisiones, una evaluación financiera y la aplicación de un enfoque en varios criterios (PROMETHEE II), los resultados están en línea con expectativas (por ejemplo, bajos niveles de participación de los miembros, gestión no profesional, ratios de rentabilidad bajos, bajo apalancamiento y una capacidad para cumplir compromisos financieros), excepto la relación entre la gestión profesional y el desempeño financiero. La existencia de gestión profesional no conduce a mejores resultados financieros. Este resultado refuerza la creencia de que las cooperativas que están estructuradas de diferente manera tienen intereses diferentes y contradictorios a las partes interesadas.
In Portugal, as in other countries, agricultural cooperatives have an important economic role in the food system. Similar to other economic organisations, agricultural cooperatives have witnessed structural changes in recent decades in terms of governance and/or management models. Portuguese agricultural cooperatives have been compelled by their context to adopt a traditional model of ownership and control. The main goal of this study was to analyse issues related to the management structure and financial performance of cooperatives, based on data collected for olive oil cooperatives located in the northern interior region of Portugal. Combining a qualitative analysis of structure and decision-making, a financial assessment and the application of a multi-criteria approach (PROMETHEE II), the overall results are in line with expectations (e.g. low levels of member participation, nonprofessional management, low profitability ratios, low leverage and an ability to fulfil financial commitments), except for the relationship between professional management and financial performance. The existence of professional management does not lead to better financial performance. This result reinforces the belief that cooperatives that are structured differently have different and conflicting stakeholder interests.
In Portugal, as in other countries, agricultural cooperatives have an important economic role in the food system. Similar to other economic organisations, agricultural cooperatives have witnessed structural changes in recent decades in terms of governance and/or management models. Portuguese agricultural cooperatives have been compelled by their context to adopt a traditional model of ownership and control. The main goal of this study was to analyse issues related to the management structure and financial performance of cooperatives, based on data collected for olive oil cooperatives located in the northern interior region of Portugal. Combining a qualitative analysis of structure and decision-making, a financial assessment and the application of a multi-criteria approach (PROMETHEE II), the overall results are in line with expectations (e.g. low levels of member participation, nonprofessional management, low profitability ratios, low leverage and an ability to fulfil financial commitments), except for the relationship between professional management and financial performance. The existence of professional management does not lead to better financial performance. This result reinforces the belief that cooperatives that are structured differently have different and conflicting stakeholder interests.
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