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This paper analyses farmers’ networking strategies for sustainable agricultural development. The focus is on internal barriers of farmers’ networks with respect to the management of the group and collective learning processes. These aspects determine to an extent the success or failure of collective strategies. Based upon case study material we will draw lessons and present ideas on how management and learning can be enhanced. We argue that in collective strategies the focus should not only be on the goal of the group, but that attention to the process of cooperation such as safeguarding coherence, monitoring and evaluation of goals and views, shared responsibility and balanced leadership is a prerequisite for effective collective action. [Copyright &y& Elsevier]