STEERING STRATEGIC CHANGE WITHIN A NETWORK OF COMPETITIVE AGRICULTURAL COOPERATIVES

Abstract : This chapter describes the implementation of a socio-economic diagnosis in the context of a radical crisis in a consortium of agricultural cooperatives. It explores and explains the problem of getting stuck in a competitive impasse in terms of one of the fundamental assumptions of socio-economic organization theory – the compatibility of social and economic variables. It shows that the rivalry in social relations between actors can impact the quality and efficiency of economic and business strategies, getting bogged down when the actors do not improve the compatibility of their social relationships.