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This paper aims to explore the effects of multiple external sources of knowledge and of the use of winemaker consultants on innovation in the Canadian wine industry.

The data for the study are taken from an original survey of wine firms in Canada covering the 2007-2009 period. The survey was carried out by computer-assisted telephone interviews, and it was addressed to winery firms that are engaged in growing grapes and producing wine.

The results show that the use of winemaker consultants positively affects all forms of innovation. At the same, as far as external knowledge sources are concerned, marketing sources positively affect all types of innovation, while research sources and general sources have a positive influence on particular forms of innovation. The results also show that winemaker consultants interact with other knowledge sources. Nevertheless, there are important nuances with regard to which type of knowledge sources is more compatible with the use of winemaker consultants for which type of innovation.

To date, there is no empirical evidence of the extent to which the use of external winemaker consultants and external knowledge sources interact together and what are their impacts on the introduction of different forms of innovation.

Are radically novel practices more likely to attract recognition when the evaluating audience is composed of external evaluators? Our baseline argument asserts that radical novelty is more likely to be positively evaluated by an external audience and that peripheral (rather than core) producers have higher incentives to adopt novel practices that depart from tradition. Yet, because peripheral producers often lack the necessary support and legitimacy to promote novelty, audiences play a critical role in recognizing their innovative efforts. How can peripheral producers mitigate the challenges associated with novelty recognition? To answer this question, we explore how peripheral producers’ collaboration with acclaimed consultants affects the process of external audience recognition in the context of the Italian wine field from 1997 to 2006. Our findings suggest that radical novelty is positively received by an external audience composed of critics, although we do not find a significant difference between core and peripheral producers. However, external audiences are more open to recognizing peripheral producers’ use of novel practices when they collaborate with well-connected consultants. We find that the use of central consultants produces a “boosting” effect that accentuates the differences between evaluations of peripheral producers who embrace novelty and evaluations of those that follow the tradition. Our study thus advances theory by providing empirical evidence of the value of considering third-party actors such as consultants, who sit at the nexus between the agency required for innovation and external audiences’ recognition of novelty, when studying novelty evaluation and recognition.

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.

A new modern style of wine has emerged in Hungary which draws heavily on the wine making and wine marketing success of the so‐ called New World. Examining two very different wine companies, one foreign‐owned, the other indigeneous, this article highlights the success of these initiatives, illustrating how they have boosted Hungarian wine exports and helped create a positive image for Hungarian table wine. Such approaches cannot be followed exclusively, however. Hungary will never be able to export all its production to the west. Attention still needs to be paid to both domestic demand for the old oxidised wine styles as well as demand in the other export markets in the former COMECON countries. This should help to provide a softer landing for an industry struggling with the upheavals of the last three years. The article concludes that Hungary's willingness to experiment and adopt western methods, together with its relative economic and political stability, suggest that the Hungarian wine industry could and should become the centre for innovation in Eastern Europe.

Identity is often used in wine territory narratives but its meaning is rarely explored with industry actors. This paper aims to present the development and application of a four-step iterative process for engaging an industry in a complex and deep reflection about its shared identity: understanding identity; identifying commonalities and differences; developing a shared narrative and sharing best practice.

The authors have engaged with over 50 wineries between 2016 and 2018 on the identity of the British Columbia wine territory through workshops, interviews and other conversations. Complementary methods include documentary review and observations.

The work shows the applicability of the four-step process. Success depends on building relationships with and across the industry; creating independent, safe learning environments and facilitation by an independent party; allowing for feedback between the steps, continuous reflection and reiteration of steps and making the time for complexity.

The application of the process in British Columbia shows that success depends on building relationships with and across the industry; creating independent, safe learning environments and making the time for complexity.

The paper presents the application of a unique process for industry to explore the identity of a wine territory. It focuses on British Columbia, about which little has been written. Through the process, the industry can better understand identity, what it is, why it matters and how it impacts businesses. The paper’s insights can inspire researchers and industries in their thinking and practice about identity.

This paper aims to investigate the internationalization strategies of small and medium enterprises (SMEs), focusing on the interaction between network ties and “soft” internal resources at the foundation of knowledge management (KM). Specifically, it identifies the firms’ internal capabilities that affect KM strategies, and their collective influence on the degree of internationalization; verifies the influence of network ties on the internationalization process itself; and develops a conceptual “preliminary theoretical framework of SME internationalization capabilities and networks.”

The primary research and analysis are based on a proportional stratified sample of Sicilian wineries; while the conceptual and implicative developments of the paper rest on the combination of the theoretical with the primary findings of the research, and, it has been designed and tested through eight experts’ interviews/reviews.

Findings underline a strong influence of the internal capabilities of firms on the internationalization process. In addition, an important role in the export process emerges from the acquisition of information and knowledge through the establishment of networks.

The results need to be interpreted within the context for which this study was designed and cannot be applied generally to all businesses. However, results allow cellars’ managers to better understand the relationships among the influencing factors of SMEs internationalization.

The originality of the paper lies not only in its above-stated explicit theoretical objectives and findings but also in its comprehensive conceptual framework that theoretically incorporates the “strategic” with the “internal” and “networking” aspects; purposefully also arming the industry with a practicable tool toward managerial implementation.

This paper aims to examine the relationship between research and development (R&D) intensity and innovative performance and R&D intensity as a moderating variable in the relationship between sources of information and innovative performance.

This is a quantitative, nonexperimental, cross-sectional study of the data collected from national surveys of innovation activities from Ecuador, Peru and Chile where the investigation was carried out. A bivariate probit regression was applied.

The results of the investigation pinpoint that R&D intensity is positively related to the innovation of products and processes in Ecuador and Peru. However, no relationship was found in Chile. As a moderating variable of the information sources (customers, suppliers and competitors), and the innovation of products and processes, it shows different results in the three countries examined.

This study contributes to the literature with evidence in countries with low rates of investment in R&D in the countries examined, this relationship does not always exist; this relationship is considered to be dependent on the complexity of the knowledge and internal capabilities of the company required to achieve innovation, and this complexity could vary according to the type of manufacturing and technology level of the companies. Thus, in manufacturing companies of less complexity to achieve the necessary knowledge for innovation, low rates of investment in R&D are sufficient for the relationship to exist.

By increasing their R&D intensity, companies acquire technology and develop internal skills and capabilities that boost their innovative potential. Nevertheless, it is not enough to increase R&D intensity to take advantage of external sources of information, it is also necessary to boost the absorptive capacity to assimilate and take advantage of external knowledge.

This study contributes to the scarce evidence that exists, on the literature in developing countries, on the effect of R&D intensity on innovative performance and provides evidence of R&D intensity as a moderating variable of the relationship between sources of information and innovative performance.

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.

The purpose of this paper is to investigate the nature of interactions amongst specialists in an embryonic and emerging network.

The approach taken was qualitative research utilising ethnographic methods of interview of key actors.

Cooperative activities in the early phase of market growth facilitated information pooling crucial to the sector's growth; following industry legitimacy, there is less incentive or need for such pooling as information becomes codified. Governance structure change as a consequence of such an evolution in organizational form.

The paper examines how tacit knowledge sharing is crucial to industry growth through informal networks, then how such knowledge is less valuable once industry legitimacy has been established. Cooperation thus becomes increasingly replaced by competition between organization and the key actors therein.

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.