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The Changing Financial Structure of Farmer Cooperatives

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The article was published on 2018-05-18 and is currently open access. It has received 9 citations till now. The article focuses on the topics: Agribusiness.

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Understanding Retained Patronage Refunds in Agricultural Cooperatives

TL;DR: In this article, the share of patronage refunds retained by an agricultural cooperative is modeled as arising from the portfolio decision of its median member, where the member is viewed as maximizing expected utility by allocating wealth between investments in farming assets and equity in the cooperative.

Of the handbook on rural household, livelihood and well-being: statistics on rural development and agriculture household income.

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TL;DR: This article found that a large majority of farms in the Netherlands, Italy, Canada, and the United States are family owned businesses and that many farms are structured so that a wide range of owners also interact with a variety of persons or entities to make farm business decisions.
Journal ArticleDOI

The Potential for Growth of Consumer Cooperatives: A Comparison with Producer Cooperatives

TL;DR: In this article, the potential for growth of consumer cooperatives will depend on the success of cooperatives in increasing management efficiency and in developing a range of more sophisticated financial instruments, including reorganizing as capital stock cooperatives and using borrowed capital.
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A Comparative Financial Ratio Analysis of U.S. Farmer Cooperatives Using Nonparametric Statistics

TL;DR: In this paper, a comparative ratio analysis using nonparametric statistical methods provides no evidence to support the hypothesis that US farmer cooperatives generally are financially weaker than other firms Although some cooperative groups had lower current ratios than industry standards, most of these groups consisted of marketing associations.
Journal ArticleDOI

The use of discriminant analysis in measuring cooperative growth factors

TL;DR: The most significant factors contributing to cooperative success were management experience and adoption of multi-year plans as discussed by the authors, which were identified to classify individual cooperatives into low- or high performance groups with discriminant analysis.