Cooperative Behavior and Knowledge Sharing: Interaction of Risk Management.
| Autor | Mannes, Silvana |
1 Introduction
Organizations can cooperate in a network to obtain greater competitiveness instead of competing individually (Jeronimo et al., 2005). Cooperative behavior is related to the culture of mutual cooperation and to the moral values geared toward cooperation (Jeronimo et al., 2005). When focused on contextual factors inherent to the individual, it leads to the ability to cooperate and assume a more positive perspective about others (Bogaert et al., 2008). As a way of obtaining resources and capacities, organizations develop cooperation relationships and share resources with partners (Rolt et al., 2017).
Different resources can be shared between cooperation partners, but one resource highlighted in the literature is knowledge sharing (Rolt et al., 2017; Wu & Zhu, 2012). Knowledge sharing cannot occur randomly; it should be guided by the premise that cooperation is sustained by both parties (Ke & Wei, 2007). Cooperation is a key factor for knowledge sharing (Ke & Wei, 2007), since it has the power to support the transfer of knowledge in organizations (Squire et al., 2009).
Knowledge sharing in cooperation networks is considered beneficial for organizations, primarily by contributing to the quicker development of new ideas and innovations and obtaining answers to possible problems (Wu & Zhu, 2012). Companies whose products add value to the products of a second company usually share knowledge (Levy et al., 2003); however, individuals do not usually see that in a natural way, so it is necessary to dedicate time and effort in order for that sharing to occur (Cyr & Choo, 2010).
In knowledge management, knowledge sharing is the process that presents the greatest challenges in its execution (Lin et al., 2012). Knowledge is considered a valuable resource, so the partners in a cooperation network often do not support sharing it due to fear of opportunist behaviors (Davenport & Prusak, 1998; Trkman & Desouza, 2012). Assuming that knowledge is one of the essential resources of an organization, it is essential to identify and manage the risks inherent to that resource (Tsai et al., 2010).
Risk management is a challenge for organizations that share knowledge, which often inhibits doing so in networks (Ensign & Hebert, 2009; Majchrzak, 2004; Trkman & Desouza, 2012). However, organizations that adopt risk management strategies work with a greater level of security (Soper et al., 2007), as they tend to mitigate uncertainty and increase their chances of achieving their goals (Xia et al., 2018). Risks can impact the way organizations share knowledge (Keers & Van Fenema, 2018; Soper et al., 2007), so it is important to manage them.
Although the literature recognizes the relevance of cooperative behavior, of knowledge sharing, and of risk management, little is known about the interaction between these constructs. Trkman and Desouza (2012) highlight that there has been little investigation regarding the management of risks derived from knowledge sharing in collaboration networks. Keers and Van Fenema (2018) emphasize the relevance of studying risk management in partnership networks, where simultaneous exchanges occur.
The possible interactions between these variables suggest a research gap, which it is assumed may be prominent in cooperative organizations involving different levels of exchange with related parties. In light of that, this study aims to analyze the influence of cooperative behavior on risk management and on knowledge sharing in Brazilian agricultural cooperatives. Complementarily, it analyzes the interaction of risk management in the relationship between cooperative behavior and knowledge sharing.
The investigation of these variables and their interaction in the context of cooperatives is primarily motivated by the fact that these organizations are governed by cooperative principles (Jeronimo et al., 2005). In the seven principles established, that of cooperation between cooperatives is the one that seeks to incentivize integration and interorganizational relationships (Konzen & Oliveira, 2015). It enables the development of intercooperative networks, which are seen as one of the most expressive strategic trends of cooperativism (Simao et al., 2018).
Cooperatives perform a globally relevant role, employing more than 100 million people and favoring social development and economic growth (Ruostesaari & Troberg, 2016). Cooperativism is also relevant due to the fact that cooperatives can help to improve the conditions of producers in relation to market power (Maraschin, 2004). Cooperatives perform an important role in the management of rural properties and in the spread of new technologies (Silva et al., 2022). In Brazil, for example, cooperatives accounted for 16 billion in taxes and spending on personnel in 2018, according to the Organization of Brazilian Cooperatives (Organizacao das Cooperativas Brasileiras, 2019). It is also highlighted that the agricultural sector presents the greatest number of cooperatives registered with the OCB.
In light of these numbers and of specific characteristics of cooperatives, it is important to investigate them, especially agricultural cooperatives. The social and economic relevance of agricultural cooperatives in Brazil instigates investigations regarding the strategies they adopt, given that this can promote development and ensure their survival in the market (Jeronimo et al., 2005; Ruostesaari & Troberg, 2016). Behzadi et al. (2018) point to the lack of studies on risk management in agricultural supply chains and highlight that the context of agribusiness is one of the most exposed to risks, including market, seasonality, perishability, institutional, and collaborative risks, which instigates investigating risk management.
The relevance of this study lies in the fact that the factors that promote knowledge sharing remain scarcely understood (Connelly & Kelloway, 2003; Renzl, 2008; Wu & Zhu, 2012). Few empirical studies have been conducted on mechanisms, intentions, and behaviors of subjects in knowledge sharing (Wu & Olson, 2010; Wu & Zhu, 2012). A similar situation is observed in the literature regarding risk management, particularly with regard to knowledge sharing between agricultural cooperatives, despite the importance of that management to ensure long-term cooperation.
Therefore, this study seeks to contribute to the flow of research on the effects of cooperation and risk management on knowledge sharing. It seeks to answer questions relating to factors and behaviors that can promote knowledge sharing, which is considered vital in the consolidation of interorganizational relationships (Beuren et al., 2019; Trkman & Desouza, 2012). In addition, it seeks to fill some of the gaps related to risk management in cooperation networks (Keers & Van Fenema, 2018).
From a managerial practice perspective, the results of this study can guide cooperative organizations regarding the antecedents of knowledge sharing, in the sense of indicating where these organizations should focus their attention for a more appropriate and prosperous exchange. Agricultural cooperatives need to be competitive within the context of the competition to ensure their market position (Silva et al., 2022). In addition, the study contributes to providing cooperatives with a greater understanding about aspects involved in risk management and sustaining the business.
2 Theoretical framework and hypotheses
2.1 Cooperative behavior and risk management
Cooperative behavior is defined as voluntary goodwill and reciprocal actions, which occurs when individuals work in coordination seeking common or complementary goals (Pearce, 2001; Rolt et al., 2017). Such behavior is engaged in actions of trust and reciprocity between the individuals (Ferster et al., 2020). However, cooperative behavior is permeated with risks that need to be managed by its participants in order to maintain the network (Keers & Van Fenema, 2018; Ke & Wei, 2007).
Risk analysis permeates the risk management process and helps organizations to evaluate, monitor, and control the risks they are exposed to (Damodaran, 2009; Dionne, 2013; Zonatto & Beuren, 2010). Besides the negative impact, risks can have positive effects on organizations, so it is necessary to manage them in order to take advantage of the opportunities and achieve better performance (Kutsch & Hall, 2009). Risk management involves the organized and economic application of resources to mitigate the probability of the impact of negative events or to enhance opportunities (Hubbard, 2020).
Kritzman (2000) and Beuren et al. (2019) warn that some risks assume more important characteristics in the context of cooperativism, due to the data, information, and knowledge that can cause uncertainties, which points to the need to carry out risk management. According to Zsidisin et al. (2000) and Beuren et al. (2019), the constant verification of risks surrounds the communication and analysis of information that contributes to suitable risk management strategies.
Risk management requires the joint effort of members of the cooperation network, for example, of the supply chain (Giunipero & Eltantawy, 2004), in the same way that occurs in other relationships. In this case, according to the authors, the buyers seek closer relationships with suppliers in order to more effectively manage the risks. The premise is that joint efforts help to mitigate the risks inherent to the processes (Giunipero & Eltantawy, 2004; Xia et al., 2018).
Thus, it is assumed that cooperation can help to identify and mitigate the risks present in the relationship (Williams & Stemper, 2002), impacting on the organizational risk management (Xia et al., 2018). It is believed that this situation is repeated in cooperatives, so as to translate the cooperation into joint risk management efforts, which leads us to postulate that:
[H.sub.1]: There is a positive influence of cooperative behavior on risk management.
2.2...
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