Índice de Competitividade Cooperativa: uma ferramenta para avaliar a competitividade das cooperativas agroindustriais

Oliveira Júnior, Osmar de Paula; Wander, Alcido Elenor

doi:10.5902/1983465986241

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Original Article • Rev. Adm. UFSM 17 (4) • 2024 • https://doi.org/10.5902/1983465986241 linkcopiar

Índice de Competitividade Cooperativa: uma ferramenta para avaliar a competitividade das cooperativas agroindustriais

Autoria SCIMAGO INSTITUTIONS RANKINGS

Finalidade/objetivo Estruturar e descrever uma nova ferramenta para medir a competitividade de cooperativas agroindustriais.

Desenho/metodologia/abordagem Foi desenvolvido um procedimento em três etapas: a primeira consistiu na realização de um diagnóstico das cooperativas agroindustriais; na segunda fase, foram identificados 38 subfatores de competitividade, agrupados, de acordo com características comuns, em cinco direcionadores (gestão e governança cooperativa, produção, comercialização, custos de transação e quadro de cooperados); e terceiro, foram apresentados critérios qualitativos e ferramentas para atribuição de pesos e pontuações relativas, possibilitando o cálculo, numa escala entre 0 e 10, do Índice de Competitividade Cooperativa (ICC).

Constatações (1) identificação de 38 subfatores de competitividade para cooperativas agroindustriais; (2) cálculo, em escala de 0 a 10, do Índice de Competitividade Cooperativa, utilizando cinco direcionadores de competitividade, com seus respectivos pesos e pontuações relativas; (3) o ICC pode ser uma ferramenta de gestão para cooperativas agroindustriais; e (4) o ICC é adequado para aplicação empírica, com fáceis ajustes e melhorias.

Limitações/implicações da pesquisa a não realização do teste empírico e calibração do modelo proposto e a relativa arbitrariedade na determinação dos cinco direcionadores da competitividade.

Originalidade/valor Existe a expectativa de que a aplicação da ferramenta aqui apresentada possa contribuir para identificar pontos de melhoria, que permitam o realinhamento estratégico dos empreendimentos cooperativos, melhorando sua eficiência e, consequentemente, sua competitividade.

Palavras-chave
Direcionadores de competitividade; Subfatores; Pontuações; Índice de competitividade

Steps	Procedures
1) Research topic selection	The definition of the research theme sought to align with the previously described objectives of this study. There was a concern about adopting an approach broad enough to explain all the phenomena addressed in this paper. However, not too wide as to make the study unfeasible. Thus, “competitiveness in the scope of agribusiness” was adopted as the theme.
2) Literature search	We choose keywords to carry out the literature search, thus reaching the results of more specific questions in this research. Therefore, the following keywords were used: competitiveness in agribusiness, systemic competitiveness, cooperative competitiveness, instrument (or model) for measuring competitiveness in agribusiness and analysis of agro-industrial cooperative competitiveness and their Portuguese versions. Searches were conducted on the CAPES Journal Portal, Web of Science, Scopus and Scientific Electronic Library Online (SCIELO). The search tools have been configured so that at least one of the keywords should be included in the abstract or keywords of the papers. Likewise, it was decided to display the results in order of relevance according to the internal criteria of each platform.
3) Literature selection	The first procedure for selecting the literature was the exclusion of repeated results. Then the abstracts were read, answering simultaneously for each one of the three questions: Is there an alignment with the theme of the study being developed? Does it offer contributions to the achievement of the objectives? Does it have key elements in common with at least one other analysed bibliographic source? The references that received a “yes” for all three questions were included in our literature review.
4) Writing	In line with the propositions of Hungler et al. (1997), the discussions presented by this study sought the analysis and systematisation of critical elements with a view to the production of new concepts and interpretations. Therefore, according to three criteria, the text is organised in the following order: first theme, second method, and third chronology.
5) References	Bibliographic references were listed at the end of the text in alphabetical order using APA referencing style.

Study	Coverage	Contribution
1 (Oliveira Júnior & Wander, 2020)	Cooperativism, Agro-industrial Cooperativism.	Appropriation of concepts and identification of particularities regarding cooperatives and agro-industrial cooperatives. Visualisation of the importance, representativeness and scope of agro-industrial cooperatives based on the case of the Brazilian Midwest region. Inferences about trends in agro-industrial cooperatives.
2 (Oliveira Júnior & Wander, 2022)	Cooperative, Agro-industrial cooperative, Cooperative management and governance.	Appropriation of concepts and identification of managerial specificities inherent to agro-industrial cooperatives. Identification of probable managerial pattern for agro-industrial cooperatives (New Generation Cooperatives). Description of management tools potentially applicable to agro-industrial cooperatives.
3 (Oliveira Júnior & Wander, 2021)	Cooperative, Agro-industrial cooperative, Cooperative management and governance, Competitiveness, Success factors.	Identification of 10 probable main success factors for agro-industrial cooperatives: reconciling the dual agenda: social and economic; management professionalisation; meeting the interests of multiple stakeholders; transaction cost management; risk and volatility management; commercialisation; competitiveness vis-à-vis traditional companies; adoption of technologies; sustainable development; and social responsibility.

Drivers	Weight	Sub-factors	Weight
Cooperative Management and Governance (Benato, 1992; Zylbersztajn, 1994; Bialoskorski Neto, 2004; Antonialli & Souki, 2005; Peixe & Protil, 2007; Souza et al., 2011; Oiagen et al., 2013; OCB, 2015; Ilha et al., 2018)	2.5	Professionalisation	0.1
		Transparency	0.1
		Self-management	0.1
		Compliance	0.1
		Strategic planning	0.1
		Training of managers	0.05
		Social responsibility	0.1
		Total asset turnover	0.1
		Return on equity (ROE)	0.1
		General indebtedness index	0.05
		Self-financing index	0.1
		Sum	1.0
Production (Hart & Milstein, 2004; Tilman et al., 2011; Leite et al., 2014; Martinez-Carrasco Pleite & Eid, 2015; Borgen & Aarset, 2016; Leite & Batalha, 2016)	1.5	Differentiation	0.1
		Innovation capacity	0.15
		Sustainability	0.15
		Adoption and diffusion of new technologies	0.15
		Technical and managerial assistance	0.2
		Quality strategies	0.1
		Productivity	0.15
		Sum	1.0
Commercialisation (Kontogeorgos, 2012; Pinto et al., 2012; Estevam et al., 2015)	1.5	Capacity to respond to demand	0.2
		Brand recognition and prestige	0.2
		Marketing channels	0.2
		Capacity to buy members’ production	0.2
		Market share	0.2
		Sum	1.0
Transaction Costs (Zeuli, 1999; Moreira et al., 2012; Briggeman et al., 2013; Iliopoulos et al., 2016; Delarmelina & Sales, 2016)	2.0	Risk and volatility management	0.2
		Coordination capacity	0.2
		Logistics	0.1
		Legal advice	0.1
		Strategies for attracting and retaining members	0.2
		Production diversification	0.2
		Sum	1.0
Cooperative Membership (Peixe & Protil, 2007; Verhees et al., 2015)	2.5	Loyalty	0.1
		Leadership	0.1
		Communication channels	0.1
		Representativeness	0.1
		Average growth in the number of members	0.2
		Percentage of active members	0.1
		Turnover per member	0.1
		Investment in education	0.1
		Investment in services to members	0.1
		Sum	1.0

CCI level	Classification
CCI ≤ 2	Not competitive
2 < CCI ≤ 4	Slightly competitive
4 < CCI ≤ 6	Competitive at the local level
6 < CCI ≤ 8	Competitive at the national level
CCI > 8	Internationally competitive

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