Social Advancement as a Critical Success Factor in a Model …
37
Agraria generates sufficient financial surplus, more resources should be invested
in social benefits.
6.2.3 Structural Analysis Results
Based on data from thematic content and co-occurrence analysis, structural analysis
was carried out. Figure 1 shows the social advancement network of relationships
among the analytical categories identified from the interviews with the experts of
Ocepar and with the managers of Agraria. This network was developed according to
the co-occurrence of the analytical categories in different contexts and the respective
interpretations of the interviewees’ opinions.
The structural analysis performed, illustrated in Fig. 1, allows the identification
of the following relationships among the analytical categories:
(a) the cooperative doctrine concerning the control lever of perspective is the basis
for the conception of the cooperative’s mission;
(b) the cooperative’s mission, also concerning the control lever of perspective, is
broken down into categories related to sustainability, social advancement and
balance;
(c) from the mission of the cooperative, emerge the categories concerning the
control lever of positioning, classified as commitment between cooperative
and members; economic promotion of members; agro-industrialization; price
regulator; and balance between cooperative and members;
(d) the positioning of the cooperative regarding the balance between cooperative
and members is associated with the economic performance of both;
(e) the two positionings of the cooperative regarding (a) the commitment between
cooperative and members and (b) the economic promotion of members, allow
the establishment of incentives for cooperation, which in turn influences the
fidelity of the members;
(f) the economic performance of members provides long-term social benefits;
(g) the economic performance of cooperatives provides social benefits such as job
creation and those derived from the tax payments. In the case of Agraria, the
cooperative’s performance also provides direct social investments in community
services such as education, health, culture, and others.
(h) the social benefits generated by the cooperatives are perceived by the members,
with positive effects on the organizational culture of the cooperatives;
(i) adequate cooperative organizational culture positively influences the commitment between cooperative and members, the fidelity of members and, consequently, the production delivered to the cooperative;
(j) production delivered to the cooperative positively influences the generation of
financial surpluses by the cooperative;
(k) the generation of financial surpluses by the cooperative positively influences
the distribution of surpluses to the members, closing the cycle by increasing the
financial result of the members, and, in the long run, leading to social benefits.
37
Agraria generates sufficient financial surplus, more resources should be invested
in social benefits.
6.2.3 Structural Analysis Results
Based on data from thematic content and co-occurrence analysis, structural analysis
was carried out. Figure 1 shows the social advancement network of relationships
among the analytical categories identified from the interviews with the experts of
Ocepar and with the managers of Agraria. This network was developed according to
the co-occurrence of the analytical categories in different contexts and the respective
interpretations of the interviewees’ opinions.
The structural analysis performed, illustrated in Fig. 1, allows the identification
of the following relationships among the analytical categories:
(a) the cooperative doctrine concerning the control lever of perspective is the basis
for the conception of the cooperative’s mission;
(b) the cooperative’s mission, also concerning the control lever of perspective, is
broken down into categories related to sustainability, social advancement and
balance;
(c) from the mission of the cooperative, emerge the categories concerning the
control lever of positioning, classified as commitment between cooperative
and members; economic promotion of members; agro-industrialization; price
regulator; and balance between cooperative and members;
(d) the positioning of the cooperative regarding the balance between cooperative
and members is associated with the economic performance of both;
(e) the two positionings of the cooperative regarding (a) the commitment between
cooperative and members and (b) the economic promotion of members, allow
the establishment of incentives for cooperation, which in turn influences the
fidelity of the members;
(f) the economic performance of members provides long-term social benefits;
(g) the economic performance of cooperatives provides social benefits such as job
creation and those derived from the tax payments. In the case of Agraria, the
cooperative’s performance also provides direct social investments in community
services such as education, health, culture, and others.
(h) the social benefits generated by the cooperatives are perceived by the members,
with positive effects on the organizational culture of the cooperatives;
(i) adequate cooperative organizational culture positively influences the commitment between cooperative and members, the fidelity of members and, consequently, the production delivered to the cooperative;
(j) production delivered to the cooperative positively influences the generation of
financial surpluses by the cooperative;
(k) the generation of financial surpluses by the cooperative positively influences
the distribution of surpluses to the members, closing the cycle by increasing the
financial result of the members, and, in the long run, leading to social benefits.