Questions
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Authors
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1.1 The price policies practiced by the cooperative for the products delivered in relation to the market are: |
Vargo and Lush (2004)Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17. https://doi.org/10.1509/jmkg.68.1.1.24036
https://doi.org/10.1509/jmkg.68.1.1.2403...
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1.2 The quality classification policies developed by the cooperative for the products delivered in relation to the market are: |
Vargo and Lush (2004)Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17. https://doi.org/10.1509/jmkg.68.1.1.24036
https://doi.org/10.1509/jmkg.68.1.1.2403...
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1.3 The policy of storage of products delivered, offered to the cooperative, in relation to the market are: |
Vargo and Lush (2004)Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17. https://doi.org/10.1509/jmkg.68.1.1.24036
https://doi.org/10.1509/jmkg.68.1.1.2403...
; Silva, Farina, Gouvêa and Donaire (2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.4 The input supply policies (fertilizers, pesticides, and fertilizers) developed by the cooperative in terms of product quality in relation to the market are: |
Silva et al. (2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.5 The input supply policies (fertilizers, pesticides, and fertilizers) developed by the cooperative in terms of price and cost of the product in relation to the market are: |
Silva et al. (2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.6 The policies of sale of machinery and agricultural implements, carried out by the cooperative, in relation to the market are: |
Silva et al.(2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.7 The policy of technical assistance (agronomic) offered to members in the production process, in relation to the market are: |
Vargo and Lush (2004)Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17. https://doi.org/10.1509/jmkg.68.1.1.24036
https://doi.org/10.1509/jmkg.68.1.1.2403...
; Prahalad and Ramaswamy (2004a)Prahalad, C. K., & Ramaswamy, V. (2004a). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14. https://doi.org/10.1002/dir.20015
https://doi.org/10.1002/dir.20015...
; Silva et al. (2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.8 The payment periods, established by the cooperative (purchases of inputs and agricultural implements), in relation to the market are: |
Vargo and Lush (2004)Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17. https://doi.org/10.1509/jmkg.68.1.1.24036
https://doi.org/10.1509/jmkg.68.1.1.2403...
; Prahalad and Ramaswamy (2004a)Prahalad, C. K., & Ramaswamy, V. (2004a). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14. https://doi.org/10.1002/dir.20015
https://doi.org/10.1002/dir.20015...
; Silva et al.(2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.9 The deadlines for receipts, established by the cooperative (sale of products), in relation to the market are: |
Vargo and Lush (2004)Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17. https://doi.org/10.1509/jmkg.68.1.1.24036
https://doi.org/10.1509/jmkg.68.1.1.2403...
; Prahalad and Ramaswamy (2004a)Prahalad, C. K., & Ramaswamy, V. (2004a). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14. https://doi.org/10.1002/dir.20015
https://doi.org/10.1002/dir.20015...
; Silva et al.(2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.10 The training programs offered by the cooperative in relation to the market are: |
Vargo and Lush (2004)Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17. https://doi.org/10.1509/jmkg.68.1.1.24036
https://doi.org/10.1509/jmkg.68.1.1.2403...
; Prahalad and Ramaswamy (2004a)Prahalad, C. K., & Ramaswamy, V. (2004a). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14. https://doi.org/10.1002/dir.20015
https://doi.org/10.1002/dir.20015...
; Silva et al.(2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.11 The integrated production processes developed by the cooperative that you participate in are: |
Porter and Kramer (2011)Porter, M. E., & Kramer, M. R. (2011). The big idea: Creating shared value. Harvard Business Review, 89(1), 2. Retrieved from https://hbr.org/2011/01/the-big-idea-creating-shared-value
https://hbr.org/2011/01/the-big-idea-cre...
; Silva et al.(2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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1.12 The prices received for the products delivered as a result of their participation in the coffee qualification programs (4C, NescafePlan C.A.F.E. Practices, Starbucks, Nespresso, Utz, and Rain Forest Alliance) are: |
Porter and Kramer (2011)Porter, M. E., & Kramer, M. R. (2011). The big idea: Creating shared value. Harvard Business Review, 89(1), 2. Retrieved from https://hbr.org/2011/01/the-big-idea-creating-shared-value
https://hbr.org/2011/01/the-big-idea-cre...
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1.13 The agricultural production practices required by the qualification programs (4C, NescafePlan C.A.F.E. Practices, Starbucks, Nespresso, Utz, and Rain Forest Alliance) are: |
Porter and Kramer (2011)Porter, M. E., & Kramer, M. R. (2011). The big idea: Creating shared value. Harvard Business Review, 89(1), 2. Retrieved from https://hbr.org/2011/01/the-big-idea-creating-shared-value
https://hbr.org/2011/01/the-big-idea-cre...
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1.14 The non-financial benefits derived from your participation in this coffee qualification program (s) (ee.g. improvement of ownership, improvement of coffee) are: |
Prahalad and Ramaswamy (2004a)Prahalad, C. K., & Ramaswamy, V. (2004a). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14. https://doi.org/10.1002/dir.20015
https://doi.org/10.1002/dir.20015...
; Silva et al.(2015)Silva, A. S. da, Farina, M. C., Gouvêa, M. A., & Donaire, D. (2015). Um modelo de antecedentes para a cocriação de valor em serviços de saúde: Uma aplicação da modelagem de equações estruturais. Brazilian Business Review, 12(6), 124-153. https://doi.org/10.15728/bbr.2015.12.6.6
https://doi.org/10.15728/bbr.2015.12.6.6...
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Questions
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Authors
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2.1 Production volumev delivered in the year |
Serigati (2008)Serigati, F. C. (2008). Fidelidade e governança corporativa em cooperativas: Um estudo empírico com as cooperativas paulistas (Dissertação de mestrado). Fundação Getúlio Vargas, São Paulo, SP, Brazil.; Cossío-Silva et al. (2016)Cossío-Silva, F.-J., Revilla-Camacho, M.-A., Vega-Vázquez, M., & Palacios-Florencio, B. (2016). Value co-creation and customer loyalty. Journal of Business Research, 69(5), 1621-1625. https://doi.org/10.1016/j.jbusres.2015.10.028
https://doi.org/10.1016/j.jbusres.2015.1...
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2.2 Purchase of inputs used in the year |
Serigati (2008)Serigati, F. C. (2008). Fidelidade e governança corporativa em cooperativas: Um estudo empírico com as cooperativas paulistas (Dissertação de mestrado). Fundação Getúlio Vargas, São Paulo, SP, Brazil.; Cossío-Silva et al. (2016)Cossío-Silva, F.-J., Revilla-Camacho, M.-A., Vega-Vázquez, M., & Palacios-Florencio, B. (2016). Value co-creation and customer loyalty. Journal of Business Research, 69(5), 1621-1625. https://doi.org/10.1016/j.jbusres.2015.10.028
https://doi.org/10.1016/j.jbusres.2015.1...
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2.3 Satisfaction with the operational activities of the cooperative (service, technical assistance). |
Chan et al. (2010)Chan, K. W., Yin, C. K., & Lam, S. S. K. (2010). Is customer participation in value creation a double-edged sword? Evidence from professional financial. Journal of Marketing, 74(3), 48-64. https://doi.org/10.1509/jmkg.74.3.48
https://doi.org/10.1509/jmkg.74.3.48...
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2.4 Satisfaction with financial activities (prices practiced, allocation of surplus). |
Chan et al. (2010)Chan, K. W., Yin, C. K., & Lam, S. S. K. (2010). Is customer participation in value creation a double-edged sword? Evidence from professional financial. Journal of Marketing, 74(3), 48-64. https://doi.org/10.1509/jmkg.74.3.48
https://doi.org/10.1509/jmkg.74.3.48...
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2.5 Satisfaction with the administrative activities of the cooperative. |
Chan et al. (2010)Chan, K. W., Yin, C. K., & Lam, S. S. K. (2010). Is customer participation in value creation a double-edged sword? Evidence from professional financial. Journal of Marketing, 74(3), 48-64. https://doi.org/10.1509/jmkg.74.3.48
https://doi.org/10.1509/jmkg.74.3.48...
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2.6 Overall satisfaction with cooperative activities. |
Chan et al. (2010)Chan, K. W., Yin, C. K., & Lam, S. S. K. (2010). Is customer participation in value creation a double-edged sword? Evidence from professional financial. Journal of Marketing, 74(3), 48-64. https://doi.org/10.1509/jmkg.74.3.48
https://doi.org/10.1509/jmkg.74.3.48...
; Prahalad and Ramaswamy (2004a)Prahalad, C. K., & Ramaswamy, V. (2004a). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14. https://doi.org/10.1002/dir.20015
https://doi.org/10.1002/dir.20015...
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Questions
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Authors
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3.1 Cooperatives, in general, have participated in the board and in the council. |
Chan et al. (2010)Chan, K. W., Yin, C. K., & Lam, S. S. K. (2010). Is customer participation in value creation a double-edged sword? Evidence from professional financial. Journal of Marketing, 74(3), 48-64. https://doi.org/10.1509/jmkg.74.3.48
https://doi.org/10.1509/jmkg.74.3.48...
; Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.
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3.2 The process of electing the boardb of directors is transparent |
Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.; Bhuyan (2007)Bhuyan, S. (2007). The "people" factor in cooperatives: An analysis of members' attitudes and behavior. Canadian Journal of Agricultural Economics, 55(3), 275-298. https://doi.org/10.1111/j.1744-7976.2007.00092.x
https://doi.org/10.1111/j.1744-7976.2007...
; Serigati (2008)Serigati, F. C. (2008). Fidelidade e governança corporativa em cooperativas: Um estudo empírico com as cooperativas paulistas (Dissertação de mestrado). Fundação Getúlio Vargas, São Paulo, SP, Brazil.
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3.3 The board and the council have appropriate qualifications. |
Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.; Bhuyan (2007)Bhuyan, S. (2007). The "people" factor in cooperatives: An analysis of members' attitudes and behavior. Canadian Journal of Agricultural Economics, 55(3), 275-298. https://doi.org/10.1111/j.1744-7976.2007.00092.x
https://doi.org/10.1111/j.1744-7976.2007...
; Hansman (1996)Hansmann, H. (1996) The ownership of enterprise. Cambridge: Belknap Press of Harvard University Press.
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3.4 Conflicts and disagreements between cooperative members have been adequately addressed. |
Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.; Bhuyan (2007)Bhuyan, S. (2007). The "people" factor in cooperatives: An analysis of members' attitudes and behavior. Canadian Journal of Agricultural Economics, 55(3), 275-298. https://doi.org/10.1111/j.1744-7976.2007.00092.x
https://doi.org/10.1111/j.1744-7976.2007...
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3.5 The decisions of investments (projects) and financing, made by the cooperative, are a consensus among the members. |
Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.; Bhuyan (2007)Bhuyan, S. (2007). The "people" factor in cooperatives: An analysis of members' attitudes and behavior. Canadian Journal of Agricultural Economics, 55(3), 275-298. https://doi.org/10.1111/j.1744-7976.2007.00092.x
https://doi.org/10.1111/j.1744-7976.2007...
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3.6 Decisions of the board of directors of the cooperative are ethical. |
Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.
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3.7 The cooperative frequently receives and implements the complaints and suggestions of its members |
Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.; Bhuyan (2007)Bhuyan, S. (2007). The "people" factor in cooperatives: An analysis of members' attitudes and behavior. Canadian Journal of Agricultural Economics, 55(3), 275-298. https://doi.org/10.1111/j.1744-7976.2007.00092.x
https://doi.org/10.1111/j.1744-7976.2007...
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3.8 The cooperative periodically holds meetings with the members to explain the performance and challenges (plans and strategies). |
Ventura et al. (2009)Ventura, E. C. F., Fontes, J. R., Filho, & Soares, M. M. (2009). Introdução. In E. Cruvinel, J. Rubens, & J. Soares (Coords.), Governança cooperativa: Diretrizes e mecanismos para fortalecimento da governança em cooperativas de crédito (pp. 11-14). Brasília, DF: BCB.
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Questions
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Authors
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4.1 The cooperative must distribute the surplus in cash, instead of using them to make investments in machinery and physical structure (warehouse, shed). |
Laverty (1996)Laverty, K. J. (1996). Economic "short-termism": The debate, the unresolved issues, and the implications for management practice and research. Academy of Management Review, 21(3), 825-860. https://doi.org/10.5465/amr.1996.9702100316
https://doi.org/10.5465/amr.1996.9702100...
; Merchant (1990)Merchant, K. A. (1990). The effects of financial controls on data manipulation and management myopia. Accounting, Organizations and Society, 15(4), 297-313. https://doi.org/10.1016/0361-3682(90)90021-L
https://doi.org/10.1016/0361-3682(90)900...
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4.2 The surplus should be distributed in cash, rather than distributed through products/inputs. |
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4.3 The surplus should be used to make investments in research and development (agricultural products, technology, etc.). |
Merchant (1990)Merchant, K. A. (1990). The effects of financial controls on data manipulation and management myopia. Accounting, Organizations and Society, 15(4), 297-313. https://doi.org/10.1016/0361-3682(90)90021-L
https://doi.org/10.1016/0361-3682(90)900...
; Cook (1995)Cook, M. L. (1995). The future of US agricultural cooperatives: A neo-institutional approach. American Journal of Agricultural Economics, 77(5), 1153-1159. http://dx.doi.org/10.2307/1243338
http://dx.doi.org/10.2307/1243338...
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4.4 My investments in the cooperative should generate regular profits, which I could receive. |
Merchant (1990)Merchant, K. A. (1990). The effects of financial controls on data manipulation and management myopia. Accounting, Organizations and Society, 15(4), 297-313. https://doi.org/10.1016/0361-3682(90)90021-L
https://doi.org/10.1016/0361-3682(90)900...
; Cook (1995)Cook, M. L. (1995). The future of US agricultural cooperatives: A neo-institutional approach. American Journal of Agricultural Economics, 77(5), 1153-1159. http://dx.doi.org/10.2307/1243338
http://dx.doi.org/10.2307/1243338...
; Granlund andTaipaleenmaki (2005)Granlund, M., & Taipaleenmäki, J. (2005). Management control and controllership in new economy firms - A life cycle perspective. Management Accounting Research, 16(1), 21-57. https://doi.org/10.1016/j.mar.2004.09.003
https://doi.org/10.1016/j.mar.2004.09.00...
; Van Der Stede (2000)Van Der Stede, W.A. (2000). The relationship between two consequences of budgetary controls: Budget slack creation and managerial short-term orientation. Accounting, Organizations and Society, 25(6), 609-622. https://doi.org/10.1016/s0361-3682(99)00058-6
https://doi.org/10.1016/s0361-3682(99)00...
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4.5 My investments in the cooperative should generate some profit today and my investments should also grow over time. |
Merchant (1990)Merchant, K. A. (1990). The effects of financial controls on data manipulation and management myopia. Accounting, Organizations and Society, 15(4), 297-313. https://doi.org/10.1016/0361-3682(90)90021-L
https://doi.org/10.1016/0361-3682(90)900...
; Marginson, McAulay, Roush and Van Zijl(2010)Marginson, D., McAulay, L., Roush, M., & Van Zijl, T. (2010). Performance measures and short‐termism: An exploratory study. Accounting and Business Research, 40(4), 353-370. https://doi.org/10.1080/00014788.2010.9995317
https://doi.org/10.1080/00014788.2010.99...
; Kahneman and Tversky (1979)Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica, 47(2), 263-292. https://doi.org/10.2307/1914185
https://doi.org/10.2307/1914185...
; Aguiar (2009)Aguiar, A. B. (2009). Sistemas de remuneração gerencial e orientação temporal dos gestores (Tese de doutorado). Faculdade de Economia, Administração e Contabilidade, Universidade de São Paulo, São Paulo, SP, Brazil.
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4.6 My investments in the cooperative should grow substantially over time, as I do not need to make a profit today. |
Merchant (1990)Merchant, K. A. (1990). The effects of financial controls on data manipulation and management myopia. Accounting, Organizations and Society, 15(4), 297-313. https://doi.org/10.1016/0361-3682(90)90021-L
https://doi.org/10.1016/0361-3682(90)900...
;Marginson et al. (2010)Marginson, D., McAulay, L., Roush, M., & Van Zijl, T. (2010). Performance measures and short‐termism: An exploratory study. Accounting and Business Research, 40(4), 353-370. https://doi.org/10.1080/00014788.2010.9995317
https://doi.org/10.1080/00014788.2010.99...
; Kahneman and Tversky (1979)Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica, 47(2), 263-292. https://doi.org/10.2307/1914185
https://doi.org/10.2307/1914185...
; Aguiar (2009)Aguiar, A. B. (2009). Sistemas de remuneração gerencial e orientação temporal dos gestores (Tese de doutorado). Faculdade de Economia, Administração e Contabilidade, Universidade de São Paulo, São Paulo, SP, Brazil.
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