A View of Co-operation and Collaboration in Sectional Meetings

Today's agricultural cooperatives management is tending to be led by executives and employees. It has produced many unconsous members in the organic whole system of an owner, a user, and a management person. In such a situation, the sectional meeting has maintained members' high concentration power as a business management organization decentralized within agricultural cooperatives. However, while the heterogeneity inside members is deepened, independence and autonomy in sectional meetings tend to fall. This paper takes up the apple sectional meeting in Kita Shishu Miyuki Agricultural Cooperative, and co-operation among members and collaboration betwween members and employees are considered, based on social capital theory. There were two apple sectional meetings, the initiative type of employees and the initiative type of sectional meeting officers, in a case agriculturral cooperative, and the concentration power of the latter was high. Based on the difference, we pointed out as following. In order to reconstruct co-operation among members, it is necessary to create a network from the activity which focused on the specific field, or nearness and to lead to positive feedback which encourages mutual co-oepration by making selfsacrifice of an officer into driving force. Moreover, in order to build collaboration between a sectional meeting member and an employee, the latter as the connecting person between the market and the members has to try hard continuously so that development of co-operation activity can match development of farm management. The co-operation as a horizontal network and the collaboration as a vertical network are built, and the soul of mutual support must be penetrated in these networks. Then, the member' social capital as resources will become abundant, and sectional meetings will develop stably.

今日の農協運営は，役職員主導の傾向が強い．それは，所有者・利用者・運営者の三位一体的性格に無自覚な組合員を多数生み出している．その中，農協内の分権的事業運営組織として，高い結集力を保ってきたのが部会である．ただ，部会員の異質化が進み，その自主性，主体性は低下している．そこで本論では，北信州みゆき農業協同組合管内のリンゴ部会を事例にとりあげ，生産者部会を具体的な場とする，部会員間の協同と，部会員と職員の協働の展望について，ソーシャル・キャピタル論に基づき考察した．事例農協管内には，職員主導型と部会役員主導型の二つのリンゴ部会があり，後者の結集力が高かった．その相違を踏まえて，協同の再構築には，特定の分野に焦点を当てた活動や近接性から部会員間のネットワークを創出し，さらに役員の献身性を駆動力として，部会員が相互に協力を促すポジティブフィードバックを導くべきことを指摘した．また，協働の構築には，職員が市場と部会員の連結を遂行し，協同活動の発展と農業経営の発展が一致するよう絶えず努力すべきことを指摘した．横のネットワークとしての協同，縦のネットワークとしての協働を構築し，それらネットワークにおいて，相互支援の考え方を貫けるならば，部会員のソーシャル・キャピタルは豊富なものとなり，部会は安定的に発展することとなろう．