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Most research on new organizations drawing on resource-based theory examines firms in discrete development stages with resources that already exist. The purpose of this paper is to articulate a broader view of changing resource requirements over the life of new organizations. The authors propose four phases of resources development, arguing that new resources and capabilities must develop as new strategic challenges emerge. The paper identifies salient resources in these phases and finds that internal resource development is context dependent, interacting with the external stage of industry development.

After developing the theoretical model, the authors use an exploratory qualitative study involving extensive case studies of new ventures in the wine industry. Key personnel at a sample of firms were interviewed, supplemented with secondary data from published reports.

The paper finds that a linear stage development model for new organizational ventures is inappropriate. The various combinations of early/later new ventures in a formative/developed industry suggest that some may proceed rapidly in a linear fashion through phases of development, while others may find progress slow, difficult, stalled or occasionally regressive. A combination of resources developed simultaneously in a non-linear pattern appears to be critical to the success of new ventures. In other words, combinations must evolve as the strategic challenges evolve, thus bringing an important contextual view to the examination of dynamic resource development efforts for new organizations. Attempts to focus in a piecemeal fashion on individual aspects of resource development, without accounting for resource interactions at a systemic level or the nature of the strategic demands, is likely to leave researchers and practitioners with incomplete insights.

Existing studies have failed to grasp the dynamic and interactive process of resource development as organizations evolve in a new industry setting. The model presented in this paper provides a heuristic device for conceptualizing these changes.

The Internet has been heralded as having the potential to completely revolutionise the way organisations conduct their business and cited as the most rapidly adopted medium of our time. This study investigates Internet usage in the context of Hawke's Bay wineries within New Zealand. Although web potential has been well documented, the reality lags somewhat behind. A survey of thirty‐six Hawke's Bay winery websites was conducted applying a content analysis method previously used within the international wine sector. The results show positive adoption of current web technology. However, the analysis shows potential still remains for better utilisation by wineries of the web. There appears to be significant room to add value to websites and emphasise a range of brand and relationship building activities. Such a policy could confer competitive advantage and add another option for global exposure for wineries committed to incorporating a fully functioning web dimension into their long‐term marketing strategy. International markets will increase in importance as New Zealand wine production continues to rise steeply.

Inniskillin Winery is at the forefront of an expanding wine tourism region in the Niagara Peninsula. This paper focuses on Inniskillin's efforts to adopt consumer‐led strategies to market Icewine to increasing numbers of Japanese tourists. Produced after the grapes have frozen on the vine, Icewine is an exclusive premium product. In a society where the price of the gift has become a barometer of the sender's sincerity, Icewine is well suited for the traditional Japanese custom of gift giving. This paper examines how Inniskillin's customer‐led marketing strategy matches with the psychological background of the Japanese target segment enabling the winery to sell 80–90% of all Icewine produced to its Japanese tourists.

The broad area of the wine industry and the marketing of wine, particularly, are focused on with regard to the changing environment in which wine is made and consumed. The marketing process is described in the context of its application in the wine industry and the environment in which it operates: changing consumption patterns in the industrialised nations, new distribution patterns, and different social and environmental issues. The segmentation of the wine market into two distinct areas, fine wines and beverage wines, each operating independently of the other, is described and the marketing mix factors which the wine marketer can deploy in order to maximise opportunities in these markets are detailed, utilising research into wine consumers' behaviour. The factors detailed are the product, its tangible and intangible benefits; the price — market skimming, market penetration, neutral pricing; the communication mix — word of mouth, journalism, sales promotion, advertising; branding and positioning; ranging, and the distribution channels. It is shown that marketing planning is essential for the winemaker, whether a one‐person boutique winery or a large multinational. The steps to take in preparing a marketing plan are described and guidance is given so that the winemaker can make it happen, both to satisfy consumers' needs and to make a profit.

The purpose of this paper is to examine the relationship between wine tourism experiences (i.e. winescape, winery service quality, winery brand differentiation and tourist motivation) and tourist behavioral intentions (satisfaction, loyalty and revisit intention) from both demand and supply perspectives in Ningxia, China, by using the SERVQUAL model and the self-determination theory.

The research comprises two studies with an exploratory sequential mixed-methods approach. Study 1 adopted semi-structured interviews with winery owners and managers to explore the factors related to wine tourism experiences that influence tourists’ tourism experience. The results from the Study 1 leads to Study 2, which used a survey to explore wine tourist experiences and their behavioral intentions

This study provided important information regarding the factors that influence wine tourists experience in Ningxia wine region from the perspectives of supply and demands sides. Frist, this study confirmed the various factors influence wine tourism experiences in Ningxia based on the results from Study 1 (supply perspectives). Second, by further investigation in the Study 1, this study integrates the SERVQUAL model and the self-determination theory as fundamental theoretical frameworks in Study 2 to analysis the tourist perspectives. Third, as results, the authors finally confirmed the theoretical frameworks of wine tourism in Ningxia based on dual supply-demand perspectives.

The integration of multiple research approaches enriches the research findings and provides a more robust understanding of the wine tourism experiences in Ningxia.

The case of Wines Manufacturer from an Emerging Economy (WMEE) aims to provide a starting point for reflections and discussions about the influence of home country formal institutions on the internationalization process of an industry in an emerging market context.

The plot revolves around the Wines Manufacturer from an Emerging Economy project, which was created to promote the Brazilian wine industry in the international market. A qualitative-descriptive approach was applied to the study, and data collection was conducted through primary and secondary sources.

The context involves the difficulty of positioning Brazilian wines in both the domestic and international markets, especially fine wines. The relationship networks built during internationalization processes (in most cases promoted by formal institutions such as WMEE) help to shape strategies for Brazilian wineries.

Doing business in international markets has made Brazilian wine known worldwide and internationalized wineries can attain new levels of learning, which can be transposed into their domestic operations. If, on the one hand, institutions are important for promoting the industry and its internationalization process, on the other hand, it is equally true that the fragmented institutional structure and their overlapped roles generate many conflicts.

The purpose of this paper is to argue that cooperative behavior by key actors is often crucial for collective organizational learning to occur and new markets to become established. Such cooperation is gradually replaced by competition as network interactions become formalized following the codification of knowledge and the growth of a collective identity.

Using detailed ethnographic studies from a broad sample, this paper uses key informants who played a role in creating and sustaining a viable market for a high status good.

The sharing of tacit knowledge complements technical skills for key industry actors and facilitates collective organizational learning in ways that expedite the emergence of a high status sector. Once knowledge is codified as the sector gains legitimacy, there is less need for informal structured interactions as vital conduits of knowledge sharing.

This paper shows how knowledge sharing via cooperative relationship underlies competitive market formation and provides firms with requisite quality enhancements necessary for status attainment.

Networks linking tourist attractions or organizations are a major focus of tourism research. Despite extensive research on tourism networks, academic research on the spatial structure and formation of wine tourism networks is limited. This study aims to investigate the spatial structure and factors influencing the development of a network among Ningxia wineries, an emerging wine tourism destination in China.

This study uses social network analysis to uncover “what” the spatial structure of wine tourism networks looks like. Sixteen in-depth interviews were conducted among key stakeholders to explain the “why” of such structural characteristics.

The results show that in an emerging wine tourism destination, popular tourist attractions enjoy high centrality and hold key positions in the wine tourism network. Small wineries exhibit high closeness centrality, and only one winery serves as a network broker. According to the stakeholders, the importance of network actors will increase as their economic and political importance increase, while small wineries that lack differentiation in the network may perish.

Local governments can implement the suggested measures for improving network connections, and wineries are advised to find suitable positions to improve the experiences of tourists.

This study pioneers the identification of the distinct structure and factors influencing the network of an emerging wine tourism destination, thus enriching the understanding of the interplay and roles of different actors.

This paper aims to contribute to the growing body of literature on wine and tourism, as it explores the value contribution of tourism in the context of strategic grouping of wineries.

A panel of three online surveys about the strategic management of German wine estates served to analyze wine and tourism as potential strategic levers. More than 300 German wineries participated in the surveys.

Almost 50 per cent of the interviewed wineries planned to extend their tourism services. The implementation rate is high and reaches nearly the level of new product implementation. Tourism is therefore highly relevant. It can serve to profile in the market. Cost leaders and boutique wineries were two strategic groups indicating reluctance to pursue tourism-based strategic initiatives. The data illustrate a potential strategic trade-off between tourism and export management.

The study is neither representative for the German nor for an international winery population. Data were generated in a broader context of strategic and innovation management research. Descriptive analyses dominate the explorative study.

Extending services to win tourists helps to differentiate and to attract new clients. For less differentiated strategies (price-value and quality-leadership), tourism can be a strategic lever to sustainably increase profits. Smaller wineries need to strategically assess their growth option. They may face a strategic dilemma whether to export their goods or to add tourism offer components. Fierce international competition and restrictions due to small size represent export barriers, favoring a strategy to exploit market potentials via tourism. Concerted wine tourism efforts require a more sensitive approach considering the individual strategic motivation of wineries. The strategic value depends on the strategic grouping.

Wine and tourism can create regional and thereby social value. Addressing the strategic value of tourism for the individual wineries fosters tourism engagement and encourages a cluster approach.

Literature universally praises the synergetic value of wine and tourism. This research proposes a more sensitive approach reflecting strategic groupings and individual value contribution of tourism activities for the wine estates.

The purpose of the paper is to examine the structure of California's north coast wine industry from 1984 to 2009, to determine if there are significant changes in the size distribution of wineries.

Chi‐squared tests in conjunction with the Hoelter index are used to determine whether the changes in the market share for various size classes are significant.

The authors find a statistically significant trend in terms of smaller wineries becoming an increasing percentage of the total number of wineries and of market share.

Unlike most other industries, small wineries are able to meet the changing market and technological conditions of the industry. These results augur well for the growing area of wine tourism which is highly dependent on boutique wineries. The results are also encouraging to new start up wineries considering entering the industry.