Abstract: The complexity, diversity, and dynamism of contradictions generate tensions that bring a series of unexpected consequences to organizations, revealing the intricate nature of organizational operations. Existing studies on the consequences of tensions in farmers’ organizations often treat organizations as unified and homogeneous structures, overlooking the interaction mechanisms across different levels, such as the external institutional environment and internal actors. Drawing on the theoretical perspective of the organizational hierarchical model and grounded in the practical context of farmers’ organization in China, this paper categorizes the consequences of tensions into three dimensions: density, sustainability, and institutional environment.The study finds that the consequences of organizational tensions among farmers exhibit multiple contradictions, including “over-density versus under-density,” “sustainability versus temporality,” and “convergence versus diversity.” Specifically, organizations demonstrate high input density but low output density, rapid growth in quantity but insufficient improvement in quality. Farmers’ participation in organizational activities and benefit acquisition processes show both sustainable and time-specific characteristics. Moreover, organizational functions and structures tend to converge, while organizational types and outcomes display diversified deviations.The findings suggest that tensions should be recognized as inherent attributes of organizational processes. On this basis, farmers’organizations need to strengthen their capacity to accommodate and adapt to the consequences of such tensions, thereby achieving dynamic balance and sustainable development.

Key words: rural revitalization, farmer organization, organizational layering model, tension consequences, practical deviation