Purpose Community-led initiatives are often subject to internal conflicts, and community members try to maximise their interests and benefits. A large strand of literature on collective action underlines these issues. However, not much has been discussed from the relational points of view. This study investigates conflict and bargaining relations in an Indian dairy cooperative society. The study explores the patterns of conflict resolution behaviour among the members and leaders of the cooperative. The study also explores how bargaining practices occur in the cooperative and how the cooperative deals with them. Design/methodology/approach The study is based on primary data collected from a five-decade-old dairy cooperative society in central Gujarat, India. The study adopts social network methodology to analyse primary data. Findings The study concludes that there are fewer conflicts in the cooperative due to its transparent and effective management processes. Cooperative leaders are effective in addressing conflicts. The study finds that cooperative members get involved in bargaining for individual benefits more than for collective benefits. However, transparent processes do not allow for bargaining that could go against the cooperative's interests; hence, bargaining practices gain acceptance within the cooperative's organisational setup. Originality/value The dairy cooperatives in Gujarat are an example of a successful collective action. Such analysis produces evidence that explains how a community-managed economic enterprise manages conflicts and engages with bargaining efforts of the members.
Shyam Singh (Mon,) studied this question.