Abstract
The oil palm boom has prompted governments and plantation companies to find ways to incorporate customary landholders in large-scale plantation developments. This paper examines the joint-venture model that has been widely promoted in Sarawak, Malaysia. Principal–agent theory is used to analyze the structural relations between the actors in joint-venture projects—the landholders, the government agency that acts as their trustee, and the private investor. The analysis shows that unequal access to information and influence has compromised the stated objectives of the joint-venture schemes, leaving customary landholders vulnerable to significant exploitation and losses. Thus there has been a systematic failure to achieve the anticipated developmental outcomes.
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 callDisclaimer: 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.
