Converging and diverging business model innovation in regional intersectoral cooperation–exploring wine industry 4.0

Abstract

Purpose

Industry 4.0, the integrated digital process world in production, is an under researched area. Especially for the wine industry, 4.0 theoretical base up to date is weak, impeding further digital transformation of the wine industry. Some basic-level digital capabilities exist in most of the researched business models, which is why further digital transformation requires strategic redefining of business models in order to further transform the whole industry.

Design/methodology/approach

A qualitative research approach based on the concept of business model innovation (BMI) has been deployed in order to identify business models and consensus building between industry´s stakeholders. Semistructured interviews delivered primary data.

Findings

The diversity of existing business models in the wine industry as well regarding BMI is confirmed, where each one occupies a specific place in the innovation ecosystem for Industry 4.0.

Research limitations/implications

This qualitative research is exploratory and directed toward theory building. The findings confirm the importance of environmental scanning and market sensing for convergent technologies as well as the need to develop core value proposition.

Practical implications

This study has important implications for companies and their capabilities inside wine industry 4.0, while its main practical value being a systematical organization of weak signals to support small entrepreneurs’ transition to digitalization and Industry 4.0

Originality/value

The paper nourishes the theory on innovation trajectories for Industry 4.0 by including previously unidentified BMIs and a convergence–divergence continuum on the example of wine Industry 4.0.

Citation

Dressler, M. and Paunovic, I. (2021), "Converging and diverging business model innovation in regional intersectoral cooperation–exploring wine industry 4.0", European Journal of Innovation Management, Vol. 24 No. 5, pp. 1625-1652. https://doi.org/10.1108/EJIM-04-2020-0142