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Frontiers of Agricultural Science and Engineering

ISSN 2095-7505

ISSN 2095-977X(Online)

CN 10-1204/S

Postal Subscription Code 80-906

Front. Agr. Sci. Eng.
RESEARCH ARTICLE
ENTREPRENEURIAL OPPORTUNITY, VALUE EVOLUTION, AND ORGANIZATIONAL INTEGRATION OF PROFESSIONAL FARMER ENTREPRENEURSHIP: A MULTI-CASE COMPARISON IN CHINA
Yifeng ZHANG1,2(), Chunfang YANG2(), Bright OBUOBI2, Martin Kobby GRANT2
1. College of Management, Shandong Vocational University of Foreign Affairs, Rushan 264504, China
2. College of Economics and Management, Nanjing Forestry University, Nanjing 210037, China
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Abstract

● The choice of a modern agriculture project was found to be rational for professional farmers to reduce interference from non-market factors. The success of this project is due to its capacity to successfully fill the structural hole in the market transaction network.

● Professional farmers were shown to start their businesses by occupying the ‘self-benefit’ or ‘mutual-benefit’ structural hole of the market transaction network in economically developed areas.

● Professional farmers were found to occupy the organizational-governance structural hole of the rural social relationship network and the ‘mutual-benefit’ structural hole of the market network to start their businesses in traditional agricultural areas.

A comparative multi-case analysis of professional farmer entrepreneurship cases in China was performed by applying the structural hole theory. The results confirmed four views. (1) Choosing the modern agriculture project entrepreneurship is rational for professional farmers, who return from urban, to reduce the interference from non-market factors. The success of this project stems from its ability to successfully occupy the structural hole of the market trading network. (2) In economically developed areas, professional farmers start their businesses and reduce transaction costs with factors by occupying ‘self-benefit’ or ‘mutual-benefit’ structural holes in market networks. (3) In traditional agricultural areas, for reducing factor transaction costs, professional farmers occupy the organizational-governance structural hole of rural social relationship networks and the mutual-benefit structural hole of market networks to start their businesses. (4) The embedding order of these two structural holes will change depending on the differences in the local resource endowment. This article proposes some suggestions to encourage professional farmers to develop featured agricultural projects, build a close benefit-linked mechanism with smallholders through the provision of socialized services, and participate in the governance of rural communities.

Keywords Benefit-linked mechanism      featured agriculture      organizational integration      professional farmers      rural cooperative      structural hole theory     
Corresponding Author(s): Yifeng ZHANG,Chunfang YANG   
About author:

Tongcan Cui and Yizhe Hou contributed equally to this work.

Just Accepted Date: 03 August 2022   Online First Date: 16 September 2022   
 Cite this article:   
Yifeng ZHANG,Chunfang YANG,Bright OBUOBI, et al. ENTREPRENEURIAL OPPORTUNITY, VALUE EVOLUTION, AND ORGANIZATIONAL INTEGRATION OF PROFESSIONAL FARMER ENTREPRENEURSHIP: A MULTI-CASE COMPARISON IN CHINA[J]. Front. Agr. Sci. Eng. , 16 September 2022. [Epub ahead of print] doi: 10.15302/J-FASE-2022464.
 URL:  
https://academic.hep.com.cn/fase/EN/10.15302/J-FASE-2022464
https://academic.hep.com.cn/fase/EN/Y/V/I/0
Fig.1  Maximize the output of professional farmers under specified cost conditions.
Fig.2  Embedded dynamic evolution map of structural holes.
Item Case 1 Case 2 Case 3 Case 4
SF family farm WLB cooperative LK cooperative JF cooperative
Established time 2014 2007 July 2014 June 2018
Professional farmer status Pre-entrepreneurship Undergraduate student International students in the UK Chairman of LK Fruit and Vegetable Co., Ltd. General Manager of Cosmetics Sales Company
Current Owner of larger-scale farm Leader of cooperative Leader of cooperative; rural community leader Leader of cooperative; rural community leader
Industry Sales of selenium carrot Whole industry chain of citrus Apple’s entire industrial chain Whole industry chain of millet
Effectiveness Moderate scale planting The cooperative operates on a large scale, and the operating income increases significantly Cooperatives grow on a moderate scale and improve their profitability Form the characteristic industry chain of millet
Production depends on sales The average annual income of cooperative members is 23,000 CNY The average annual income of each cooperative member exceeds 13,000 CNY; cooperatives invest more than 500,000 CNY annually to build village collectives and transform public service facilities Standardized operation of cooperatives
Characteristics Self-development family farm Realize the common improvement of the income of entrepreneurs, cooperatives, and ordinary members Form the characteristic industry chain of millet; standardized operation of cooperatives Establish an integrated community co-op and obtain mutual benefits for the co-op leader, ordinary co-op members, the co-op, and the community through economic incentives
Tab.1  Case introduction and characteristics summary
No. Year Net income of professional farmers (CNY) Net income of cooperatives (CNY) Net income of enterprise (CNY) Net income of rural community organization (CNY) Benefits for cooperative members (CNY)
Case 1 2018 7,000,000
Case 2 2018 1,270,000 4,230,000 22,200
2019 1,290,000 4,300,000 23,800
Case 3 2019 32,700,000 21,200,000 11,300,000 12,000
2020 33,050,000 24,520,000 11,500,000 14,000
Case 4 2018 32,000 ?120,000
2019 340,000 200,000 14,000
2020 470,000 254,000 16,500
Tab.2  Benefits for participants in cases
Fig.3  Evolutionary path map from economic cooperation to organizational governance.
Fig.4  Evolutionary path from organizational governance to economic cooperation.
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