CEOs vs members’ evaluation of Cooperative Performance: Evidence from China

Xiao Peng; Q (Qiao Xin) Liang; Wendong Deng; George Hendrikse

doi:10.1016/j.soscij.2019.01.006

CEOs vs members’ evaluation of Cooperative Performance: Evidence from China

Xiao Peng
, Q (Qiao Xin) Liang^*
, Wendong Deng
, George Hendrikse

^*Corresponding author for this work

Department of People and Organisations

The Hague University of Applied Sciences
Zhejiang University
Breda University of Applied Sciences

Research output: Contribution to journal › Article › Academic › peer-review

11 Citations (Scopus)

2 Downloads (Pure)

Abstract

Cooperatives are special because the members not only own the cooperative, but also patronize it. CEO’s decision has an impact on the overall members’ interests. Understanding how CEOs differ from members regarding their evaluations on cooperative performance and what causes the differences, is valuable for CEOs to best serve the members. This paper evaluates the difference between CEO and member evaluation regarding their cooperatives, based on a set of first-hand data containing Chinese agricultural cooperatives (240 CEOs and 543 members). Cooperative performance is measured by three indicators: member profitability, social influence in the local community, and overall performance. The results show that members have higher scores than CEOs regarding member profitability and overall performance, while CEOs have a higher evaluation regarding social influence.

Original language	English
Pages (from-to)	219-229
Number of pages	11
Journal	The Social Science Journal
Volume	57
Issue number	2
DOIs	https://doi.org/10.1016/j.soscij.2019.01.006
Publication status	E-pub ahead of print - 27 Jan 2020

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CEOs vs members’ evaluation of Cooperative PerformanceFinal published version, 1.01 MBLicence: Article 25fa Dutch Copyright Act

http://hdl.handle.net/1765/125051

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title = "CEOs vs members{\textquoteright} evaluation of Cooperative Performance: Evidence from China",

abstract = "Cooperatives are special because the members not only own the cooperative, but also patronize it. CEO{\textquoteright}s decision has an impact on the overall members{\textquoteright} interests. Understanding how CEOs differ from members regarding their evaluations on cooperative performance and what causes the differences, is valuable for CEOs to best serve the members. This paper evaluates the difference between CEO and member evaluation regarding their cooperatives, based on a set of first-hand data containing Chinese agricultural cooperatives (240 CEOs and 543 members). Cooperative performance is measured by three indicators: member profitability, social influence in the local community, and overall performance. The results show that members have higher scores than CEOs regarding member profitability and overall performance, while CEOs have a higher evaluation regarding social influence.",

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AU - Peng, Xiao

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AU - Deng, Wendong

AU - Hendrikse, George

PY - 2020/1/27

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JF - The Social Science Journal

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CEOs vs members’ evaluation of Cooperative Performance: Evidence from China

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