<abstract xmlns="http://www.w3.org/1999/xhtml">Purpose – This study aimed to assess the impact of director-generals’ human and social capitals on the organizational performance of farmers’ cooperatives in Fujian Province. Design/Methodology/Approach – Questionnaire survey data of 303 standard cooperatives in nine cities of Fujian Province were statistically analyzed.Findings – We identified that director-generals’ human and social capitals affect all four dimensions of cooperative performance, through the mediating role of management effectiveness.Practical Implications – We offer suggestions and measures for improving cooperatives’ performance by enhancing the human and social capitals of director-generals. Based on China’s national conditions, we propose measures to improve director-generals’ human and social capitals by the Internal trust, Government policy support, and Business network (IGB) model, which emphasizes establishing a social network of cooperatives’ director-generals, accumulating social capital, and promoting cooperative development through internal members, government departments, and commercial organizations.</abstract>

Purpose – This study aimed to assess the impact of director-generals’ human and social capitals on the organizational performance of farmers’ cooperatives in Fujian Province. Design/Methodology/Approach – Questionnaire survey data of 303 standard cooperatives in nine cities of Fujian Province were statistically analyzed.Findings – We identified that director-generals’ human and social capitals affect all four dimensions of cooperative performance, through the mediating role of management effectiveness.Practical Implications – We offer suggestions and measures for improving cooperatives’ performance by enhancing the human and social capitals of director-generals. Based on China’s national conditions, we propose measures to improve director-generals’ human and social capitals by the Internal trust, Government policy support, and Business network (IGB) model, which emphasizes establishing a social network of cooperatives’ director-generals, accumulating social capital, and promoting cooperative development through internal members, government departments, and commercial organizations.

Director-Generals’ Human and Social Capital, and Management Performance of Farmers’ Cooperatives: Evidence from China’s Fujian

College of Management & College of Tourism

Fujian Agriculture and Forestry University, Fuzhou

Fujian Agriculture and Forestry University

International Journal of Management and Economics

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Purpose – This study aimed to assess the impact of director-generals’ human and social capitals on the organizational performance of farmers’ cooperatives in...

Director-Generals’ Human and Social Capital, and Management Performance of Farmers’ Cooperatives: Evidence from China’s Fujian

Article Category: Research Article

Online veröffentlicht: 29. Juni 2018

Seitenbereich: 149 - 165

Eingereicht: 05. Mai 2018

Akzeptiert: 28. Juni 2018

DOI: https://doi.org/10.2478/ijme-2018-0014

Schlüsselwörter
Farmer cooperatives, Director-general, Human capital, Social capital, Operational performance

© 2018 Bin Liu, Zhongbin Li, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Director-Generals’ Human and Social Capital, and Management Performance of Farmers’ Cooperatives: Evidence from China’s Fujian

Article Category: Research Article

Online veröffentlicht: 29. Juni 2018

Seitenbereich: 149 - 165

Eingereicht: 05. Mai 2018

Akzeptiert: 28. Juni 2018

DOI: https://doi.org/10.2478/ijme-2018-0014

SchlüsselwörterFarmer cooperatives, Director-general, Human capital, Social capital, Operational performance

© 2018 Bin Liu, Zhongbin Li, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Schlüsselwörter
Farmer cooperatives, Director-general, Human capital, Social capital, Operational performance