000			03107nab|a22003377a|4500
001			66469
003			MX-TxCIM
005			20230926221048.0
008			20141s2014||||mx |||p|op||||00||0|eng|d
022			_a0165-0203
022			_a1477-8947 (Online)
024			_2https://doi.org/10.1111/j.1477-8947.2008.00167.x
040			_aMX-TxCIM
041			_aeng
100	1		_aShiferaw, B. _9696
245	1	3	_aRural market imperfections and the role of institutions in collective action to improve markets for the poor
260			_bWiley-Blackwell Publishing Ltd., _c2008. _aUnited Kingdom :
500			_aPeer review
520			_aMany countries in sub-Saharan Africa have liberalized markets to improve efficiency and enhance market linkages for smallholder farmers. The expected positive response by the private sector in areas with limited market infrastructure has however been very limited. The functioning of markets is constrained by high transaction costs and coordination problems along the production-to-consumption value chain. New kinds of institutional arrangements are needed to reduce these costs and fill the vacuum left when governments withdrew from markets in the era of structural adjustments. One of these institutional innovations has been the strengthening of producer organizations and formation of collective marketing groups as instruments to remedy pervasive market failures in rural economies. The analysis presented here with a case study from eastern Kenya has shown that marketing groups pay 20–25% higher prices than other buyers to farmers while participation was also positively correlated with adoption of improved dryland legume varieties, crops not targeted by the formal extension system. However the effectiveness of marketing groups is undermined by external shocks and structural constraints that limit the volume of trade and access to capital and information, and require investments in complementary institutions and coordination mechanisms to exploit scale economies. Successful groups have shown high levels of collective action in the form of increased participatory decision making, member contributions and initial start-up capital. Failure to pay on delivery, resulting from lack of capital credit, is a major constraint that stifles competitiveness of marketing groups relative to other buyers. These findings call for interventions that improve governance and participation; mechanisms for improving access to operating capital; and effective strategies for risk management and enhancing the business skills of farmer marketing groups.
546			_aText in English
650		7	_aMarkets _93765 _2AGROVOC
650		7	_aTransaction costs _931680 _2AGROVOC
650		7	_aInstitutions _99896 _2AGROVOC
650		7	_aCollective action _920009 _2AGROVOC
650		7	_aMarketing groups _97814 _2AGROVOC
651		7	_93783 _aKenya _2AGROVOC
700	1		_93606 _aObare, G.
700	1		_93230 _aMuricho, G.
773	0		_tNatural Resources Forum _dUnited Kingdom : Wiley-Blackwell Publishing Ltd., 2008. _gv. 32, no. 1, p. 25-38 _x1477-8947
942			_cJA _n0 _2ddc
999			_c66469 _d66461