The Farmer Producer Company (FPC), a subset of the Farmer Producer Organization (FPO), is an important institutional form designed to organize farmer groups towards better coordinated farming and marketing. In the Indian context, as FPCs have emerged as new forms of members-led agribusiness, their ability to identify prevailing social ties and tap them effectively towards business growth needs to be better understood. Although social capital is studied broadly for its potential to drive organizational performance, it has been poorly researched in farmer collectives such as FPCs. Hence in earlier part of the thesis, the effect of social capital was examined on benefits and business performance at the level of member groups in FPCs. Extending further, comprehensive research was carried out on calibrating the dynamics of stakeholders, both internal and external to the FPC ecosystem, lining the concept of ‘Matthew effect’. As FPCs emerge from their pre-existing socio-economic conditions, their resilience is predicated on maintaining robust value chain relationships. Through this research, a multi-layered approach with network tools was applied on field data to investigate the Matthew effect, where cumulative advantages to elites maintain or amplify inequality. We focused on network power discrepancies and democratic participation in two selected natural farming FPCs. Social Network Analysis (SNA) and two other visualization approaches, Self- Organizing Maps and Parallel Categories Plots, have been deployed to analyse the member networks and FPC ecosystems, before and during the CoVID-19 pandemic. The FPC exhibiting a strong Matthew effect, with higher preferential attachment and cumulative advantage, also with significant disparities in access to crucial resources and information, showed lower resilience under uncertainty. The findings offer valuable insights for the local governance of inclusive food systems and have global relevance, especially for addressing SDGs 5 (gender equality) and 10 (reduced inequalities).