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