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.

Additional Metadata
Persistent URL dx.doi.org/10.1016/j.soscij.2019.01.006, hdl.handle.net/1765/125051
Journal The Social Science Journal
Note Article in Press
Citation
Peng, X, Liang, Q.X, Deng, W, & Hendrikse, G.W.J. (2019). CEOs vs members’ evaluation of Cooperative Performance: Evidence from China. The Social Science Journal, 1–8. doi:10.1016/j.soscij.2019.01.006