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The New Zealand Dairy Cooperatives’ Adaptation to Changing Market Conditions

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  • Nilsson, Jerker
  • Ohlsson, Camilla
Abstract
This article examines the market conditions, the strategies, and the organizational structures of agricultural cooperatives. Based on the growing literature on cooperative organizational models, it is expected that the new organizational patterns in the New Zealand dairy cooperatives in the early 2000s are a consequence of market changes. Case studies of the three cooperatives are conducted, focusing on the organizational structures in terms of collective versus individualized attributes. The dissolution of the New Zealand Dairy Board created new market opportunities for the cooperatives. Hence, the co-operatives had reason to develop new market strategies, and in order to pursue these well, they changed their organizational structures. The observations indicate that more liberalized and open markets require cooperative organizational models with more individualized traits.

Suggested Citation

  • Nilsson, Jerker & Ohlsson, Camilla, 2007. "The New Zealand Dairy Cooperatives’ Adaptation to Changing Market Conditions," Journal of Rural Cooperation, Hebrew University, Center for Agricultural Economic Research, vol. 35(1), pages 1-28.
    • Handle: RePEc:ags:jlorco:59553
    DOI: 10.22004/ag.econ.59553
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    File URL: https://ageconsearch.umn.edu/record/59553/files/Co-operative%20Organisational%20Models.pdf
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    References listed on IDEAS

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    2. Kyriakos Kyriakopoulos & Matthew Meulenberg & Jerker Nilsson, 2004. "The impact of cooperative structure and firm culture on market orientation and performance," Agribusiness, John Wiley & Sons, Ltd., vol. 20(4), pages 379-396.
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    8. Kostas Karantininis & Jerker Nilsson, 2007. "Vertical Markets and Cooperative Hierarchies," Springer Books, Springer, number 978-1-4020-5543-0, October.
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    Cited by:

    1. Nilsson, Jerker & Kihlen, Anna & Norell, Lennart, 2009. "Are Traditional Cooperatives an Endangered species? About Shrinking Satisfaction, Involvement and Trust," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 12(4), pages 1-22, November.
    2. Nillson, J. & Hendrikse, G.W.J., 2009. "Gemeinschaft and Gesellschaft in Cooperatives," ERIM Report Series Research in Management ERS-2009-059-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    3. Hendrikse, G.W.J. & Nillson, J., 2022. "Board Structure Variety in Cooperatives," ERIM Report Series Research in Management ERS-2022-006-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    4. Nilsson, Jerker & Rydberg, Charlotta, 2015. "Factors behind the Fonterra Shareholders' Rejection of the Board's Capital Restructuring Plan of 2007," Journal of Cooperatives, NCERA-210, vol. 30, pages 1-27.
    5. Karin Hakelius & Jerker Nilsson, 2020. "The Logic behind the Internal Governance of Sweden’s Largest Agricultural Cooperatives," Sustainability, MDPI, vol. 12(21), pages 1-19, October.

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