Commutable strategies and institutional dynamics in agricultural co-operatives: a project management perspective on crisis resilience and sustainability

Abstract

Agricultural cooperatives (co-ops) are increasingly recognised for their capacity to enhance resilience in the face of crises such as climate change, economic disruptions, and pandemics. This study investigates how governance structures and adaptive project management strategies contribute to effective crisis management in co-ops. Initial findings reveal that regulatory compliance acts as both a constraint and an enabler, while economic volatility drives the need for costly technological investments. External stakeholder influence provides essential resources but imposes governance to align internal and external priorities. Social capital, manifesting as community trust and collaboration, supports crisis response but can be weakened under financial stress. Hybrid governance frameworks emerge as vital, balancing member engagement with professional oversight to maintain organisational stability. We propose the Crisis Resilience in Agricultural Co-operatives conceptual framework, which links external pressures, internal dynamics, and resource availability to resilience outcomes. This research highlights the importance of strategic governance, adaptive project management, and effective social networks in fostering co-op resilience and provides guidance for policymakers and practitioners.

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Identifiers

ORCID for Hao Dong: orcid.org/0000-0002-3458-4986

ORCID for Nicholas Dacre: orcid.org/0000-0002-9667-9331

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