Vigorously improve the level of trust within farmers' cooperatives

At present, with the rapid development of farmers' professional cooperatives, there are also some problems, such as non-standard management, low degree of organization, weak cohesion and so on, especially the lack of cooperative culture generally recognized by members and the lack of trust within cooperatives. In-depth analysis of the internal trust structure of farmers' professional cooperatives, accurately identify the incentives of the internal trust structure of cooperatives, and take targeted measures to improve their trust structure and enhance the level of trust within cooperatives is particularly necessary.

I. the characteristics of the internal trust structure of farmers' professional cooperatives

(1) the differential order pattern based on interpersonal trust. From the perspective of internal composition, the trust structure of farmers' professional cooperatives presents a circular, semi-circular and chain-shaped differential order pattern dominated by interpersonal trust. Among them, the subject (object) of trust are members, cooperative managers, cooperatives (cooperative concept, cooperative culture, cooperative system). The trust between members and the trust between members and cooperative managers belongs to the category of interpersonal trust, while the trust between members and cooperatives belongs to the category of systematic trust. At present, in the internal trust structure of farmers' professional cooperatives, the interpersonal trust dominated by the "differential order pattern" is still playing a leading role, and the trust of members to leaders is at the core. Systematic trust between members and cooperatives is still a weak link.

(2) "horizontal" field structure. From the perspective of function mechanism, the trust structure of farmers' professional cooperatives presents the characteristics of "horizontal" field. The association between members and cooperatives mainly depends on the consanguinity, affection and geographical relationship between farmers. Cooperatives follow the principle of democratic management, making profits externally but not internally, and the surplus is mainly returned according to the "benefits" of members and cooperatives. These characteristics determine that the field structure of cooperatives is "horizontal", and it is interpersonal relations rather than institutional norms that play a major role.

(3) transfer elasticity and structural instability. From the perspective of trust transmission, the internal trust structure of farmers' professional cooperatives shows the characteristics of elasticity. At present, the internal trust structure of most farmers' professional cooperatives has not yet shown a complete trust circle or network structure, there are some "blind spots" in its internal trust structure, and there are many "trust lines" in the circle. The existence of the "blind spot" shows that because the damping of trust transmission is too large, trust can not be transferred directly among cooperative members. Once a "connection point" of the "trust line" breaks, the "trust line" will be broken. This makes the current "circle" or "network" structure of farmers' professional cooperatives in China has a strong instability.

II. The inducement of the formation of the internal trust structure of farmers' professional cooperatives

(1) the complex trust of members needs to induce the formation of internal trust structure. The characteristics of farmers' heterogeneity and resource endowment are different, which leads to different trust needs of members to farmers' professional cooperatives. The different value goals of the promoters of farmers' professional cooperatives lead to different degrees of functions and behaviors in the actual operation of cooperatives, as well as the differences in their own resource endowments caused by different regions. There is a deviation in meeting the different trust needs of members.

(2) the social relations of the members induce the implementation of internal trust. Trust implementation is greatly affected by trust requirements, and the status of trust requirements determines the intensity of trust implementation and the choice of trust objects. The choice of trust objects in trust chain, trust circle and trust network mainly depends on the nature of the social relations on which the trust relationship depends. Acquaintance relationships can reduce the risk of trust and promote the smooth development of cooperation. In the cooperatives with higher degree of member homogeneity, it is easier to lead to the horizontal implementation of the internal trust structure of farmers' professional cooperatives; on the contrary, in the cooperatives with lower degree of member homogeneity, the lower the degree and scope of horizontal implementation of the internal trust structure of farmers' professional cooperatives, the more inclined to enterprise characteristics.

(3) different degrees of trust confirmation induces the stability of internal trust structure. Trust confirmation is the final link of trust establishment, is the feedback to the implementation of trust, tests the quality of trust activities and affects whether trust establishment can happen again. Farmers' professional cooperative is a special organizational form, and its internal trust structure depends more on the confirmation of trust than ordinary organizations. The trust needs of members in closely connected cooperatives have been confirmed to a high extent, and the trust relationship between members and cooperatives has been established, resulting in new trust needs, so that the internal trust structure can be continued in a stable state. On the contrary, the trust needs of members in loosely connected cooperatives can not be effectively confirmed or the degree of recognition is very low, which is evidenced by the "shell" cooperatives in reality.

III. Optimization of internal trust structure of farmers' professional cooperatives

(1) to adjust the composition of trust within cooperatives. On the one hand, great efforts should be made to strengthen the building of institutional trust within cooperatives. Institutional trust is a weak link in the internal trust of farmers' professional cooperatives. In order to strengthen the institutional trust of farmers, we must first gradually improve and perfect the Law on Farmers' specialized Cooperatives and establish relevant supporting bills to guide the establishment and operation of cooperatives in accordance with the opinions on guiding and promoting the standardized Development of Farmers' Cooperatives, so as to make cooperatives operate in accordance with the law and achieve standardization and institutionalization. Secondly, it is necessary to increase the publicity of the relevant knowledge of farmers' professional cooperatives, so that farmers can better understand the system and culture of cooperatives, and have a strong sense of identity in their hearts, so as to enhance their tolerance to the realization of the long-term development goals of cooperatives. Finally, it is necessary to correctly deal with the allocation of ownership, control and income rights between farmers' professional cooperatives and members, and focus on the distribution of interests with members in the actual operation of cooperatives. Respect and earnestly safeguard the rights of farmers. On the other hand, it is necessary to further strengthen the construction of interpersonal trust within cooperatives. First, build a communication platform within cooperatives to promote exchanges between members and cooperatives and between members, so as to create a good interpersonal atmosphere in cooperatives. Second, attach importance to the construction of cooperative culture, promote the maximum transformation of interpersonal trust into cooperation between members and cooperatives, and further consolidate the construction of interpersonal trust within cooperatives.

(2) expand the scope of cooperation. On the one hand, we should promote the horizontal development of cooperatives. Horizontal development refers to the expansion of the scale of farmers' professional cooperatives, through the growth of "quantity", to form economies of scale, improve the status of cooperatives in the industrial chain, enhance their bargaining ability in the market, and improve the market competitiveness of cooperatives. To promote the horizontal development of cooperatives, we can start from three aspects: first, to expand the scale of production and operation of existing members of cooperatives; second, to attract farmers who have not yet joined cooperatives; third, to promote "alliances" among cooperatives that are similar in business or related in business and geographically similar to each other to form alliances. On the other hand, we should carefully promote the vertical development of cooperatives. Vertical development refers to the process of pre-or post-natal extension of farmers' professional cooperatives to their industrial chain. The vertical development of cooperatives can save transaction costs and make cooperatives get higher profits, but most of farmers' professional cooperatives are in the stage of horizontal development, and some of them even stay at the level of general technical services. its capital, technology and other aspects can not meet the requirements of vertical development, so we should take a cautious attitude towards the vertical development of these cooperatives.

(3) to strengthen the core of trust within cooperatives. In cooperatives, leaders are like bridges of cooperation, connecting members and cooperative organizations. Trust in leaders can promote trust among members and trust in cooperative organizations, enhance the internal cohesion of cooperatives, and stabilize the internal trust structure of cooperatives. No matter whether the cooperative is in the stage of horizontal growth or vertical development, it is necessary to find ways to strengthen the trust of members in leaders. The leaders of cooperatives should not only know the corresponding knowledge of operation and management, but also be able to understand the needs of farmers and know how to get along with them. therefore, when selecting the leaders of cooperatives, it is best to choose those "capable people" who know how to operate, can manage and have a good reputation in the countryside. In addition, it is necessary to strengthen the training of members, which can enhance members' trust in cooperative leaders, and it is also a "reserve" for leaders.