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This paper aims to examine the opportunities of continuous family succession in operating small-to-medium-sized wineries (SMWs) in Victoria, Australia.

Using case studies from Victoria, an exploratory qualitative approach was used to explore the benefits of continuous family succession in this conceptual paper. This included interviewing participants from wineries about their perceptions about family business succession. Themed analysis was applied to highlight the findings and overall conclusions about why the wine industry was affected more than other industries with regard to family business succession issues.

The three main findings of this study include family succession is extremely important in building a story customers can relate to; family reinvestment opportunities for financial sustainability and innovation of the winery and family succession for future employment and legacy. These three findings highlight the way family business succession is integral to the successfulness of the wine industry.

Small-to-medium-sized wineries (SMWs) have many challenges including long-term financial sustainability and innovation opportunities. To assist in overcoming these challenges, the findings suggest winery owners need to create lasting legacy through story-telling, competitive advantage and family linkage (succession). This will assist wineries to create marketing campaigns focussing on family succession and brand attachment, seven opportunities for family reinvestment and innovation leading to financial sustainability and competitive advantage.

There is little research investigating family succession in the Victorian wine industry even though it is common practice and essential to marketing and communication campaigns. This paper supports continuous family succession as a legitimate marketing technique and long-term financial sustainability and innovation for small-to-medium-sized wineries (SMWs) through reinvestment opportunities. This is the first time small-to-medium-sized wineries have been defined as SMWs and reinvestment opportunities have been identified by wine stakeholders.

Organisational learning (OL) is a critical capability family firms (FFs) need in order to adapt to an increasingly turbulent environment. Given the uniqueness of FFs and their differentiated decision-making processes, this review addresses fragmentation in the literature and synthesises prior research outlining the development of OL in FFs.

A systematic literature review was conducted using four databases, and 53 pertinent papers on OL in FFs published from 1998 to 2023 were analysed using the theory, characteristics, context and methodology (TCCM) framework.

The last five years (2019–2023) show a marked increase in interest in OL in FFs, with a rise in the number of quantitative studies. The findings indicate that OL is mainly studied as a unidimensional construct, while it is a multidimensional capability. Strategic management and organisational behaviour theories are commonly employed, while theories specific to family business such as socioemotional wealth (SEW) and familiness are underrepresented. Most studies focus on FFs in the Northern Hemisphere, and few studies examine OL in FFs located in the Global South. The TCCM framework reveals the complexity and multi-layered nature of OL in FFs.

This is one of the first systematic reviews to synthesise research on OL in FFs. The proposed research agenda identifies fruitful areas for future investigations concentrating on the multidimensional nature of OL, family-related outcomes, as well as contextual and methodological research directions of interest to family business researchers.