Open access publications in the SLU publication database

Abstract

During recent decades, there have been many failures among large and complex agricultural co-operatives with a traditional organizational structure, that is, with mainly collective governance and collective ownership. Many co-operatives have been converted into the so-called hybrid co-operatives, owned together with external financiers. This article applies governance cost theory to explain this development. The results show that members are not able to govern a collectively owned firm that is large and complex; members are thus reluctant to invest in co-operatives; and members do not perceive that co-operatives benefit them economically. Thus, strong leaders take control and non-member investors gain ownership and influence.