The strategic behaviour of cooperatives: their adaptive cycle

• García Pérez, Ana María ^[1] ; Yanes Estévez, Vanessa ^[1] ; Román Cervantes, Cándido ^[1] ; González Dávila, Enrique ^[1]
  1. [1] Universidad de La Laguna

     Universidad de La Laguna

     San Cristóbal de La Laguna, España

     
• Localización: REVESCO: revista de estudios cooperativos, ISSN 1135-6618, Nº. 146, 2024
• Idioma: inglés
• DOI: 10.5209/reve.93672
• Títulos paralelos:
  • El comportamiento estratégico de las cooperativas: su ciclo adaptativo
• Enlaces
  • Texto completo (pdf)
• Resumen
  • español

    Entre otros factores, los resultados y la competitividad de las cooperativas agroalimentarias dependen de su estrategia (Bijman, 2012; Mckee, 2008; Pashkova, et al., 2009). Esta investigación profundiza en el comportamiento estratégico de las cooperativas siguiendo la tipología estratégica de Miles y Snow (1978). Una contribución importante es que el estudio considera el ajuste (el ciclo adaptativo) dentro y entre las características o problemas que definen el comportamiento estratégico de las cooperativas: problema emprendedor, tecnológico y administrativo. Directivos de cooperativas agroalimentarias de Canarias (España) respondieron a un cuestionario que proporcionó la información necesaria para realizar el análisis. Los resultados muestran que las cooperativas agroalimentarias adoptan un comportamiento estratégico analizador o híbrido que busca equilibrar la eficiencia y el control de costes con la innovación. No se encontraron diferencias significativas en ninguno de los problemas estratégicos en función del tamaño de la cooperativa. Sin embargo, sí surgen diferencias en algunos de los ítems cuando se analizan individualmente. Por ejemplo, en las microempresas, los puestos directivos más altos tienden a estar ocupados más por socios que han promocionado desde dentro de la cooperativa que por profesionales externos. Existe un elevado ajuste estratégico dentro del problema emprendedor, pero bastante escaso ajuste entre este problema y los demás. La planificación estratégica de las cooperativas presenta un ajuste inverso con su organización y con su ámbito de actividad. La tecnología no parece estar alineada con los demás problemas estratégicos, especialmente en lo que respecta a varios aspectos relacionados con el problema administrativo. Así pues, la planificación parece ser el principal punto débil de estas organizaciones. En este trabajo se consideran explícitamente los tres problemas de la tipología de Miles y Snow (1978) y las relaciones entre ellos. Esto nos permite aproximarnos al grado de alineamiento o ajuste entre ellos y llenar así el vacío existente en la literatura estratégica con respecto a las cooperativas.

  • English

    Among other factors, the performance and competitiveness of agri-food cooperatives depend on their strategy (Bijman, 2012; Mckee, 2008; Pashkova, et al., 2009). This research explores the strategic behaviour of cooperatives in depth following the strategic typology of Miles and Snow (1978). One important contribution is that the study considers the fit (the adaptive cycle) within and between the features or problems that define cooperatives’ strategic behaviour; entrepreneurial, technological, and administrative problems. Managers of agrifood cooperatives in the Canary Islands (Spain) answered a questionnaire which provided the information needed to make the analysis. The results show that agri-food cooperatives adopt an analyser or hybrid strategic behaviour that seeks to balance efficiency and cost control with innovation. No significant differences were found in any of the strategic problems related to cooperative size. However, differences do emerge in some of the items when analysed individually. For example, in microenterprises, higher management positions tend to be occupied more by members who are promoted from within than by external professionals. There is a high strategic fit within the entrepreneurial problem, but quite a scant fit between this problem and the others. Cooperatives' strategic planning presents an inverse alignment with their organisation and activity scope. Technology does not seem to be aligned with the other strategic problems, especially vis-à-vis several aspects related to the administrative problem. Planning thus seems to be these organisations’ main weakness. In this paper, the three problems of the Miles and Snow (1978) typology are explicitly considered as are the relations between them. This allows us to approach the degree of alignment or fit between them and thus fill the existing gap in management literature with regard to cooperatives.

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