Abstract
Management of agricultural business firms, such as grain and supply cooperatives, is becoming increasingly complex. Such complexity is a result of growth in size and intricacy of cooperatives over the last decade or more, and of processes of expansion of traditional functions and adoption of new ones. Currently, there is little research information available about the management function, and even less which is specific to agricultural business firms. Several studies have shown that the most important reason a cooperative fails is probably management. Yet, there is seldom any testing of senior management performance.
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