Degree Type


Date of Award


Degree Name

Doctor of Philosophy


Sociology and Anthropology

First Advisor

D. Michael Warren

Second Advisor

Charles L. Mulford


The focus of this research is the organizational basis of increased agricultural productivity. The study reviews both the organizational structure and the effectiveness of interorganizational relations of 18 organizations which comprise the agricultural support network in Central Province, Zambia;An examination of modified Aiken and Hage scales of centralization, formalization task routineness reveal the applicability of their use cross-culturally as well as the centralized nature of most Zambian organizations. The study reveal a corporate system of administrative arrangement with policy decisions and directives originating at the center;The study also reveals that most interorganizational linkages are mandated by law and many are fraught with conflict. The conflict results to a large degree from overlapping organizational domains, particularly between the marketing organizations. The study concludes many facilitators to effective interorganizational relations be the resolution of conflict. Conflict resolution was found to be best achieved through the participation of organizations in joint planning and joint implementation activities and by negotiating clear domains. It is concluded that conflict resolution and domain consensus can be facilitated through the creation of an inter-ministerial planning committee composed of organizational leaders as well as government and political leaders. Such a committee could clarify the division of labor in the agricultural support network and establish negotiated relationships based on domain consensus.



Digital Repository @ Iowa State University,

Copyright Owner

Robert E. Meyer



Proquest ID


File Format


File Size

235 pages