Process Model Practices | Intermediary Organisation | Extent of use of Practices | Mean Score | ||||
Strongly Disagree | Disagree | Neutral | Agree | Strongly Agree | |||
SOHFOs breakdown old tasks, behaviours and attitudes towards organic horticultural production | NGO X | 0 (0.0) | 0 (0.0) | 10 (21.7) | 31 (67.4) | 5 (10.9) | 3.89 |
NGO Y | 0 (0.0) | 2 (1.7) | 26 (21.5) | 78 (64.5) | 15 (12.4) | 3.88 | |
SOHFOs build new way of doing things in transitional period towards organic horticultural production | NGO X | 0 (0.0) | 0 (0.0) | 11 (23.9) | 31 (67.4) | 4 (8.7) | 3.85 |
NGO Y | 0 (0.0) | 5 (4.1) | 25 (20.7) | 76 (62.8) | 15 (12.4) | 3.84 | |
SOHFOs establish and concretize on new routines towards organic horticultural production | NGO X | 3 (6.5) | 0 (0.0) | 11 (23.9) | 26 (56.5) | 6 (13) | 3.70 |
NGO Y | 0 (0.0) | 4 (3.3) | 26 (21.5) | 71 (58.7) | 20 (16.5) | 3.88 | |
SOHFOs’ leaders have knowledge on overall objective in relation to organisational change | NGO X | 2 (4.3) | 2 (4.3) | 20 (43.5) | 16 (34.8) | 6 (13) | 3.48 |
NGO Y | 2 (1.7) | 5 (4.1) | 40 (33.1) | 58 (47.9) | 16 (13.2) | 3.67 | |
SOHFOs’ leaders have clear knowledge on specific measurable operational objective in relation to organisational change | NGO X | 0 (0.0) | 2 (4.3) | 21 (45.7) | 19 (41.3) | 4 (8.7) | 3.54 |
NGO Y | 3 (2.5) | 4 (3.3) | 43 (35.5) | 60 (49.6) | 11 (9.1) | 3.60 | |
Clear definition of tasks between SOHFOs and Intermediary Organisation for SOHFOs’ change | NGO X | 0 (0.0) | 2 (4.3) | 5 (10.9) | 33 (71.7) | 6 (13) | 3.93 |
NGO Y | 4 (3.3) | 2 (1.7) | 28 (23.1) | 70 (57.9) | 17 (14) | 3.78 | |
Availability of clear procedures to follow in order to obtain organisational change | NGO X | 0 (0.0) | 1 (2.2) | 11 (23.9) | 23 (50.0) | 11 (23.9) | 3.96 |
NGO Y | 0 (0.0) | 2 (1.7) | 25 (20.7) | 65 (53.7) | 29 (24) | 4.00 |