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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.

In this chapter, the author draws on a historical case study of the Australian wine industry to explore variations in collective agency. The inductively derived process model illustrates the emergence of a new profession of scientific winemaking, which unfolds in three phases. Each phase is characterized by a distinct form of agency: distributed agency during the earliest phase, coordinated agency during later phases, and orchestrated agency during consolidation. In addition to exploring the temporal shifts in agency, the study includes a detailed analysis of the early stages of distributed agency, examining how collective agency is achieved in the absence of shared intentions.

Amelia Ceja is the president and CEO of Ceja Vineyards. Amelia grew Ceja Vineyards from a fledgling company producing only 750 cases annually to a well-respected winery, with wines that were served at the inauguration of President Barack Obama and wines that are served at top restaurants all over the world, including the three-Michelin-star restaurant French Laundry. The chapter presents a comprehensive overview of how one woman with a strong vision for success, motivated by perseverance and hard work, used familia, mentorship, customer knowledge, and flexibility as her go-to-market keys to success.

With growing interest in the penalties associated with straddling market categories, it is important to develop a stock of evidence about the relative importance of consideration and valuation penalties in different empirical settings. In this chapter, we isolate the possible adverse implications for currently kosher Israeli wine producers that were established as non-kosher producers. Our analysis suggests that crossing the kosher categorical boundary exposes these producers to experience-based penalties that are reflected in lower product quality ratings. However, we find no evidence of additional penalties associated either with consideration (i.e., market access) or with the possession of a convoluted organizational identity.

Diversified trading networks have recently drawn a great deal of attention. In the process, the importance of diversity has perhaps been overemphasized. Using the trade in port wine from Portugal to Britain as an example, this essay attempts to show how a market once dominated by general, diversified traders was taken over by dedicated specialists whose success might almost be measured by the degree to which they rejected diversification to form a dedicated “commodity chain.” The essay suggests that this strategy was better able to handle matters of quality and the specialized knowledge that port wine required. The essay also highlights the question of power in such a chain. Endemic commodity-chain struggles are clearest in the vertical brand war that broke out in the nineteenth century, which, by concentrating power, marked the final stage in the transformation of the trade from network to vertical integration.