Producer organization capacity development in Belize: evaluating training program effectiveness through social capital and institutional frameworks
DOI:
https://doi.org/10.35622/Keywords:
agricultural capacity, Belize, organizational capacity, social capitalAbstract
This study evaluates changes in the organizational capacity of agricultural producer organizations (POs) in Belize following a training intervention conducted between March and December 2025. Utilizing a quasi-experimental design with pre- and post-intervention measures, the research analyzed 20 POs specializing in apiculture, vegetable production, and livestock farming across the districts of Cayo, Corozal, and Orange Walk. The study was grounded in Resource-Based View (RBV), Institutional Theory, and Social Capital Theory, using structured questionnaires with an alternative scoring system to assess organizational management, strategic planning, market access, and internal governance. Data analysis via descriptive statistics and regression models (SPSS) indicated that post-intervention improvements were statistically significant (p < 0.05) in management, strategic planning, and market access, with average organizational capacity increasing by 34%. Furthermore, social capital analysis revealed that cooperative networks and the adoption of business practices were strongly and positively correlated (r = 0.67, p < 0.001). However, institutional resource limitations, such as restricted credit access and weak links with support institutions, posed challenges to long-term sustainability. Ultimately, the results demonstrate that organizational capacity development in agricultural contexts depends on a strategic combination of technical training, social capital, and institutional strengthening, providing essential empirical data to inform future interventions in Belize and throughout Central America.
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