Abstract
This paper is based on field research in the northern Benin, West Africa. The research aimed to investigate how interpersonal and intra-organisational conflicts disrupted cotton production and froze collective action. Cotton has proven to be the lifeline for farmer organisations, and has driven collective action in rural areas. The struggle to control these organisations and their economic and social benefits created mismanagement and free-riding reactions. The greed for resources, in the end, led to hatred, disruption of ties, and conflicts within and between farmer organisations, which resulted in the decline of cotton production and the freeze of collective action. Results from case studies show that social relations based on kinship and friendship deteriorate when financial stakes are high, and that cooperation within large groups requires legal sanctions to be sustainable.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: The International Journal of Interdisciplinary Organizational Studies
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
