Working Capital Management of Cooperatives Among State Universities and Colleges in Caraga


  • Dr. Hasmenia N. Lasque Surigao del Sur State University



working capital, cooperatives, cash management, receivable management and inventory management


This research assessed the level of effectiveness of Working Capital Management among State Universities and Colleges in Caraga, in terms of cash management, receivable management, and inventory management. The two types of respondents such as the cooperative management officers and members answered the questions about the real facts relating to the existing conditions of the different cooperatives in Caraga. The cooperatives in the Caraga region had greatly handled their respective cooperative in terms of cash management, receivable management, inventory management specifically, in general, aspect receiving, raw materials–storeroom, work-in-process, and finished goods inventory. It has a higher survival rate in terms of start-up capital. As democratic nature, members have a common bond of interest, they work together for the betterment of the members and for the sustenance of the cooperative as a whole. It also enables us to know the financial management as to working capital because it plays an important role in the business. In foreign countries, they consider cooperative as a successful enterprise to engage with, Since they believe that ample working capital sustained a business. In order to improve working capital management practices, it is essential for the finance manager to adopt a proper approach to working capital decision making to drive their respective firms towards success. In addition, managerial improvement, cultural factors be considered, proposed best practices should be formulated based on the actual practices of the different cooperative among State Universities and Colleges in Caraga.


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How to Cite

Lasque, H. (2016). Working Capital Management of Cooperatives Among State Universities and Colleges in Caraga. Conference Proceedings of Educational Paradigm, Systems and Strategies, 3(2), 176.