Perception of Value Co-creation Actions in Agricultural Cooperatives

Luana Zanetti Trindade Ferraz,Emanuela Todeva,Amaury José Rezende,João Paulo Resende De Lima

doi:10.1590/1807-7692bar2018180005

Luana Zanetti Trindade Ferraz, Emanuela Todeva + Show 2 more

Open Access

https://doi.org/10.1590/1807-7692bar2018180005

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Abstract

This research evaluates the perception of members regarding the value-creation actions offered by a cooperative and whether the characteristics of the member and cooperative affected this perception. A model to measure the perception of the value co-creation activities provided by the cooperative and member characteristics was created. The adopted methodology was a questionnaire and the Partial Least Square method. Value co-creation, professionalization of management, satisfaction and loyalty, and long-term time orientation of the member were measured based on the member’s perception. The results demonstrate a significant association between satisfaction and loyalty and perception of value co-creation and a positive association between the long-term time horizon and the perception of value co-creation actions. In other words, perception of the benefits generated by the actions of the cooperative can be influenced by time orientation and level of satisfaction and loyalty. The main contribution is the creation of an instrument that measures the level of perception of value co-creation actions.

Highlights

Within cooperatives, the dynamics of production and negotiation relations between the cooperative and its members can change
The results showed a significant positive relationship between the level of perception of value cocreation actions and the other studied variables, except for management professionalization, which, has a moderating effect on the other constructs
The data indicate that the latent variable management professionalization presented, as the main indicator explained, satisfaction and loyalty

Summary

Introduction

The dynamics of production and negotiation relations between the cooperative and its members can change. In addition to the traditional direct gains resulting from increased revenues, production and productivity, and reduced costs and expenses the indirect gain of cooperatives comes from the activities offered to their members These activities include technical and professional assistance, rural extension, and actions resulting from services provided for the common benefit of the cooperative, with a primary focus on business (Anceles, 2014). The relationship between cooperatives and their members is not limited to these operations since these organizations have dedicated efforts to implementing new processes and activities that help create more value for their members (Buainain, Alves, Silveira, & Navarro, 2014) These efforts transcend traditional concepts of value creation, as they seek to create additional value through the transfer of technologies, both in the technical processes of production (how to produce) and in the quality of products (what to produce) in conjunction with customer needs (Grönroos, 2011)

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