Organizational Culture and Management Strategy of Community–Based Farming Corporations

Abstract

The purpose of this study is to discuss the organizational culture and management strategy of community–based farming corporations (CBFCs) consisting of farmers of one or more settlements. Our five main analytical perspectives are as follows : (1) In the management of CBFCs and regional individuality, the communal functions are engaged in the mutual regulation of organizational culture and regional individuality, and various dualities, such as rural logic and business logic, are involved ; (2) a duality exists from the level of individuals to the level of local communities, and it is expected that this duality will occur and change according to the formation of organizational culture ; (3) in the organization and incorporation processes, various types of feedback, such as transitions from voluntary organization to corporation, mergers, and the establishment of region–wide cooperative corporation, can be found ; (4) various organizational cultures and regional individualities are assumed according to the organizational form ; (5) organizational activities of CBFCs consist of profit–making types and community–contribution types, and the larger the overlap is between the two types, the more desirable it is for business permanence and stability.