Titlebook: Networks in International Business; Managing Cooperative George WJ Hendrikse,Gérard Cliquet,Josef Windsperg Book 2023 The Editor(s) (if app

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Board Structure Variety in Cooperativess and the Management. A mass-action interpretation of the Nash equilibrium in an investment proposal game shows that, on the one hand, board structure variety is an equilibrium outcome while, on the other?hand, the traditional model (the board has full control) and the management model (the professi

Resign

On the Evolution of Product Portfolio of Cooperatives versus IOFs: An Agent-Based Analysis of the Silio. The coherence and evolution of a product portfolio is operationalized by transition rules regarding the Moore environment. The distinguishing feature of a cooperative is the single origin constraint according to Cook (1997), which is modelled as a cooperative assigning an infinite lifetime to t

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Cognition and Incentives in Cooperativesowned firms (IOFs) in a multi-tasking principal-agent model. The principal chooses the incentive intensity as well as the precision of monitoring, while the agent chooses the activities. We establish that a cooperative is uniquely efficient when either the synergy between the upstream and downstream

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Influence of Communication Openness, Information Exchange, and Intra-organisational Ties on Farmer–Bt, satisfaction) and continuity (commitment, dependence) of the vertical relationship between farmers and their buyers. Data were collected through interviews with two groups of vegetables producers—members of a producer organisation (PO) and independent producers—in Central Java and Yogyakarta prov

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Proponent

Empowerment and Customer Decision Rules in Franchise Networksn to service quality. Franchise networks, by contrast, emphasize standardization to insure a common consumption experience over time and space. If customers engage with multiple units of a network, is standardization or empowerment preferred? This paper theoretically examines the contingency of cust

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When Key Elements of Franchising Become Sources of Conflicts key elements of franchising, i.e., know-how, assistance, and brand. To do so, our empirical study relies on a qualitative approach with 27 in-depth interviews with franchisors and their representatives operating their networks in various industries in the French market. Our study contributes to the

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