O projeto coletivo de cooperativas camponesas no nordeste paraense: princípios e graus de cooperativismo camponês

Abstract

Cooperation is defined as a social process of mutual aid that, when formalized through bylaws and legal protection, constitutes a cooperative. This research addressed the theoretical challenge of understanding how cooperative organizations, not inherent to the peasantry, develop when formed by a peasant social base. Considering the struggle for autonomy and the centrality of the family unit, the question arises: how do peasant cooperatives in Pará materialize and maintain the peasant character of their collective project? The general objective was to analyze how cooperatives in northeastern Pará, through governance, commercial and social strategies, contribute to this materialization. With a qualitative approach and applied nature, an exploratory study was carried out, followed by case studies with three cooperatives. Action research collected data through semi-structured interviews with members, directors, and families, participant observation, and documentary research. The analysis was based on Bardin's content analysis technique (1977). The results indicate that peasant cooperativism presents specificities compared to business cooperativism. The cooperatives differ in terms of products commercialized, management of agroecosystems, and concern for agroecology. Commercial and social strategies, as well as governance structure, proved to be fundamental elements for analysis. D'IRITUIA maintains its peasant character through participatory monthly meetings, diversified commercialization (conventional, institutional markets, and fairs), and social strategies such as participatory organic certification groups, which strengthen agroecological practices and agroforestry systems, in addition to participation in municipal councils. CART materializes the collective project even with centralized governance, serving members via institutional markets (for upland areas) and conventional markets (oilseed and açaí chains, for floodplains). It holds assemblies with almost 90% attendance and directors with a strong community spirit. Social strategies include agricultural mechanization, seed donation, construction of community flour houses, and participation in municipal councils, maintaining a relationship with the rural workers' union. COOMAR stands out for its participatory governance with three annual general assemblies and monthly administrative council meetings. Its "solidarity grocery store" commercializes members' products and offers inputs at affordable prices. It innovates with the mandatory purchase of seven agricultural products from members, regardless of stock. In the murumuru production chain, it shares part of the cooperative's value with suppliers and maintains processing machines in the communities. Social strategies include solidarity and labor funds, inclusion of young people, surplus distribution, and participation in the Rede Bragantina network and the ECRAMA School. The maintenance of the collective project essentially depends on governance, which must ensure the representation of peasant interests. The guiding principles are: peasant social base; governance adapted to local reality; diversified commercial strategies for relative autonomy; social strategies for members and the community; and the peasant character of the collective project. The research proposes the concept of "degrees of peasant cooperativism" to analyze organizations based on these dimensions. It is concluded that peasant cooperatives evolve in response to pressures from the capitalist market but build strategies aligned with the material needs of their base. The peasant character is made viable through governance that generates stability and autonomy. Commercial strategies encompass multiple markets, requiring caution regarding dependence on specific channels. Social strategies include political participation in councils. Differentiating peasant cooperatives is fundamental for technical advisory services, specific public policies, and revision of the regulatory framework, considering that the peasant logic opposes the business logic of agribusiness.