Rural development: how to measure performance imbalances in agribusiness chains

The aim of this article was to contribute to the understanding of the role of intermediary organizations, and especially of network administrative organizations (NAOs) in the development of social capital in interorganizational networks in the food sector in particular. Our study shows that there are many options available to NAOs to build social capital within the networks they are responsible for; options which we propose to categorize in three main distinct groups. First, NAOs may nurture the development of social capital within the network through creating ‘space’ boundary objects which appear, in our study, to be an absolute precondition for the development of interactions and hence creation of ties between network members. Second, NAOs may impact the development of social capital by favoring certain members – or set of members – over others due to their characteristics such as good reputation, possession of common past experiences, multidisciplinary experiences, non-conflicting goals, similarity in terms of sector of activity and/or experience level and common mindset towards information exchange. Third and finally, NAOs may foster social capital development by enhancing effective communication between members on the one hand, and between members and the NAOs’ coordination and decision bodies on the other hand, via a clear mandate, network decision making bodies composed of members, the use of ex-post evaluations and formal governance mechanisms (e.g. legal contracts), and the selection of staff endowed with a proactive and perspective taking behavior and able to show neutrality when conflict arise.