000			02694nab|a22003137a|4500
999			_c62209 _d62201
001			62209
003			MX-TxCIM
005			20240111175115.0
008			200325s2020||||enk|||p|op||||00||0|eng|d
022			_a2046-1879
022			_a2046-1887 (Online)
024	8		_ahttps://doi.org/10.3362/2046-1887.19-00012 _qDOI is wrong in original article
040			_aMX-TxCIM
041			_aeng
100	1		_8001710879 _aDonovan, J.A. _gSocieoconomics Program _gSustainable Agrifood Systems _96218
245	1	0	_aWhen Fairtrade is not enough : _bcoffee cooperative development and the role of certification systems
260			_aEngland : _bPractical Action Publishing, _c2020.
500			_aPeer review
520			_aCoffee cooperatives employ certification systems, in part, to structure their relations with growers and buyers, and generate income for business operations and investments. In Central America, development agencies have targeted certified coffee cooperatives for support, based on the assumption that cooperatives are uniquely positioned to deliver benefits to poor coffee farmers. Research on certification systems has focused on the benefits obtained by smallholders from participation in a single system, often Fairtrade. This research examines cooperatives and how they engage with certification systems and the implications of this engagement for building their business. Data was collected in 2018 from four cooperatives in Nicaragua and Honduras. Fairtrade certification and related coffee sales formed the bedrock of their business strategy, but Fairtrade alone was insufficient to sustain operations, even when combined with organic certification, due to insufficient demand. Additional systems, such as UTZ Certified, C.A.F.E. Practices, and Rainforest Alliance were employed. These additional systems allowed cooperatives to sell excess coffee on relatively favourable terms – coffee which otherwise would have been sold as non-certified coffee. Results suggest that engagement in multiple certification systems is critical for sustaining cooperatives in the region, but they also dampen expectations that certification systems can provide a framework for driving long-term systemic change.
546			_aText in English
591			_aAuthors information provided by the SEP Program Director
650		7	_2AGROVOC _911001 _aCooperatives
650		7	_2AGROVOC _911394 _aFair trade
650		7	_2AGROVOC _914540 _aEcological production
650		7	_2AGROVOC _92415 _aEnterprises
700	1		_8001711695 _97300 _aBlare, T. _gSocioeconomic Program
773	0		_tFood Chain _gv. 9, no. 1, p. 43-57 _dEngland : Practical Action Publishing, 2020. _x2046-1879
942			_cJA _n0 _2ddc