| 1 |
Author(s):
G.Veerakumaran, E.Vinaikumar.
Page No : 1-22
|
CO-OPERATIVE ENTREPRENEURSHIP – A CASE STUDY OF URALUNGAL LABOUR CONTRACT CO-OPERATIVE SOCIETY KERALA
Abstract
Co-operative enterprise is a democratic corporate entity, created in a legal mould.
Co-operative enterprise is not a unit to which the profit maximization theory is
applicable. It aims at optimization of resource use and maximization of net returns
to the members. In this framework an attempt has been made to study a co-operative
enterprise in Kerala which has been started to empower the unskilled workers. The
objective of the study is to understand the practices of co-operative entrepreneurship
in Uralungal Labour Contract Co-operative Society, Kerala (ULCCS). The study
is based on both primary and secondary data. Primary data was collected from the
records of the selected co-operative, and through focus group discussions. ULCCS
which was started with 14 members in the year 1925 has got 952 members as on31
st
March 2010 and provides them regular employment. The performance indicators
such as share capital, volume of business and profit earned from the year 1999-’00
to 2009-’10 shows an increasing trend. Democratic management practices, quality
assurance, workers’ discipline, competitive compensation and welfare measures
beyond retirement are other significant features of the co-operative. Hither to a cooperative
for
unskilled
workers
is
transforming
itself
in
to
a
high-tech
employment
provider to attract and
retain knowledge workers.
| 2 |
Author(s):
Daman Prakash.
Page No : 13-22
|
EDUCATION MAKES CO-OPERATIVES STRONG AND VIBRANT
Abstract
Co-operatives are socio-economic institutions operating at the primary level
to meet and satisfy the needs of a common man. They not only endeavour to
provide services and facilities but also provide training in the skills of operating
a democratic economic institution. The essence of a co-operative institution is the
democratic control and the participation of members in the government of their
own co-operative. Without participating in a democratic institution the essence
of democratic management tends to diminish. Co-operative institutions are thus
the “little democracies operating at the doorstep of a common man”. The loyalty
of members towards their co-operatives is hinged on to the quality and range of
services provided by the society to its members. The key factor in the management
of a co-operative institution is the participation by members - participation in
business, participation in the democratic process and participation in the social
factors relating to the co-operative activity. Some of the principal factors which
help make a co-operative strong, viable and vibrant are: Awareness, Strengthening
of the institution; Professionalisation; Active participation for higher business;
Rewards and satisfaction; Flow of information; and Marketing with advantage.
| 3 |
Author(s):
DonVito B. Valle, Teresita P. Rosales.
Page No : 23-43
|
CO-OPERATIVE MERGER AS A STRATEGY FOR COMMUNITY ENTERPRISE DEVELOPMENT: THE PHILIPPINE EXPERIENCE
Abstract
Co-operatives provide local households with access to goods and services at
cost while encouraging self-help and democratic participation. In contrast to
traditional investor- owned frms, these co-operatives enforce shared values
and contribute to the development of social capital within communities.
Unfortunately, only about one third of the number of registered co-operatives,
consisting of small, fragmented community organizations in the Philippines,
was considered active.
This paper suggests co-operative merger as an alternative strategy from a
theoretical and empirical perspective. A key distinction is made between
mergers involving investor- owned frms and those of co-operatives. The
economic nature of co-operatives draws upon a list of potential problems and
opportunities for streamlining the merger process. A merger is deemed as a
force that ―unfreezes the status quo and may disrupt the existing organizational
inertia. However, this type of strategy is envisioned to reinforce the community
resources and potentials for effective delivery of services to members.
| 4 |
Author(s):
Ayu Diana Awang.
Page No : 45-68
|
ENTREPRENEURSHIP LEVELS OF CO-OPERATIVES IN MALAYSIA
Abstract
The main purpose of this paper is to study the level of entrepreneurship
among co-operatives in Malaysia. Sums of 465 co-operatives throughout the
country were interviewed in this study. Respondents were randomly selected
proportionally according to the functions namely credit/fnance, farming,
housing/construction, industrial, consumer, transportation and services.
Based on the classifcation function, the co-operatives stratifed by zone;
North, South, East, Central, Sabah and Sarawak.
The scope of the study was determined based on the fndings of related studies
on entrepreneurship, and then modifed using feedback from interview sessions
held with a focus group, made up of mainly of co-operative board members who
were experienced in co-operative matters. The information and data obtained
from the co-operatives covered a three-year period (2006-2008) prior to the
study year (2009).
Focus group interviews were conducted withsenior manangement members of
the co-operatives to obtain the initial input and issues related to co-operative
entrepreneurship. Issues raised during the focus group interviews are
important to develop a questionnaire that is used as the main instrument for
data collection. The questionnaire was tested in two pilot studies. Respondents
comprise a member of the co-operative board, secretary, treasurer, manager
and assistant manager. The questionnaire was refned after getting feedback
from the respondents as a result of the pilot study. Data were collected through
face-to-face interview sessions with respondents at their offces. Field surveys
were conducted beginning the middle of August 2009 and were completed by
the middle of January 2010.
The study classifes the level of entrepreneurship in co-operatives into three
levels, namely high, medium and low among the co-operatives in Malaysia.
Nine variables were used; direction of organization, innovation, risk-taking,
ability to identify and take advantages of opportunity, effciency managing
resources, recognition, internationalization, instilling entrepreneurial culture
and management effectiveness. Based on the nine variables, 251 co-operatives
(54%) are classifed in the low-level entrepreneurship, 188 co-operatives
(40.4%) are in the medium entrepreneurship level and 25 co-operatives (5.6%)
in the high level entrepreneurship.
A High Level Co-operative Entrepreneurship Model (HLCEM) has been
developed to serve as a guide to all interested parties to build a co-operative
that has a high level of entrepreneurship. The attributes of high level cooperative entrepreneurship are also described.
As a result, seven strategies are proposed to improve the level of entrepreneurship
in co-operatives. The proposed strategies are based on an appropriate level
of entrepreneurship in the co-operatives. These strategies include adopting
characteristics of entrepreneurship in co-operatives, improving managerial
and technical skills among board members, management and workers, making
entrepreneurs among the members of the co-operatives, adding the role of cooperatives as corporate marketers, establishing support systems to improve
the performance of co-operatives as organizations with entrepreneurial
characteristics, establishing an R&D One Stop Centre for Co-operatives, and
promoting internationalization.
| 5 |
Author(s):
Nurjihan Idris, Amin Mahir Abdullah.
Page No : 69-81
|
FACTORS AFFECTING AGRICULTURAL CO-OPERATIVES PERFORMANCE IN MALAYSIA
Abstract
Malaysia targets co-operatives sector to be the third engine of economic development
in the 9th Malaysian plan and to increase its contribution from 1% of Malaysian
GDP in 2008 to 5% in 2013. This study investigates factors that affect performance
of agricultural co-operatives in Malaysia. Production function is used as a guide
to measure how much input (farm size, share capital, labor and energy cost) is
needed to produce goods and services (sales). The panel data analysis or random
effect model in particular is used to measure economic effciency of agricultural
co-operatives, using the secondary data obtained from annual fnancial report of
Malaysian agro-based and farmers’ co-operative from 2004-2007. There are four
variables (energy cost, share capital, workers salary and farm size) estimated to
determine the sales of co-operative, however the result indicates that only workers
salary is signifcant in determining sales of co-operatives.
| 6 |
Author(s):
Professor J.J. Van Wyk, Jimoh Richard (Phd)*.
Page No : 83-98
|
THE ROLE OF MEMBERS IN THE SUSTAINABILITY OF HOUSING CO-OPERATIVES IN SOUTH AFRICA
Abstract
Housing co-operatives among other purposes offer affordable housing and build
communities where the members work in support of each other, sharing common
values. In order to meet these purposes and to keep on meeting them, members
are expected to play certain roles such as meeting their fnancial obligations,
attending regular meetings and supporting education and training opportunities
for members. The study assessed the role of members in the sustainability of housing
co-operatives through the administration of structured questionnaires. Results
revealed that the membership base of any housing co-operative determines to a
large extent the method of communication to be adopted. Also, refusal of members
to meet their fnancial obligations is a serious impediment to the sustainability of
housing co-operatives. It was concluded among others that education and training
of members should be vigorously pursued so that members’ responsibilities could
be understood.
