Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/309663 
Year of Publication: 
2018
Citation: 
[Journal:] International Journal of Management and Economics [ISSN:] 2543-5361 [Volume:] 54 [Issue:] 2 [Year:] 2018 [Pages:] 149-165
Publisher: 
Sciendo, Warsaw
Abstract: 
Purpose - This study aimed to assess the impact of director-generals' human and social capitals on the organizational performance of farmers' cooperatives in Fujian Province. Design/Methodology/Approach - Questionnaire survey data of 303 standard cooperatives in nine cities of Fujian Province were statistically analyzed. Findings - We identified that director-generals' human and social capitals affect all four dimensions of cooperative performance, through the mediating role of management effectiveness. Practical Implications - We offer suggestions and measures for improving cooperatives' performance by enhancing the human and social capitals of director-generals. Based on China's national conditions, we propose measures to improve director-generals' human and social capitals by the Internal trust, Government policy support, and Business network (IGB) model, which emphasizes establishing a social network of cooperatives' director-generals, accumulating social capital, and promoting cooperative development through internal members, government departments, and commercial organizations.
Subjects: 
Farmer cooperatives
Director-general
Human capital
Social capital
Operational performance
JEL: 
Q13
J24
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article

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