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Abstract
This case study on the former Rice Growers Association (RGA) analyzes the
effects of a variety of business decisions and market changes, relative to the ongoing
Farmers’ Rice Cooperative (FRC). Interview and survey findings reveal that
many respondents felt RGA’s Board of Directors was passive and, despite its large
size, lacked the necessary expertise to direct management and represent the best
interest of the broader cooperative membership. In the midst of challenging market
conditions, RGA’s management teams were accused of making a number of poor
business decisions that led to significant financial stress and the eventual dissolution
of the firm.