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In this paper, we seek to highlight how adherence to a dominant logic is an effortful activity. Using rhetorical analysis, we show that the use of rhetorical history provides a key mechanism by which organizations may convince audiences of adherence to a dominant logic, while also subverting or obscuring past adherence to a (currently) subordinate logic. We illustrate such use of rhetorical history by drawing on the case study of Ontario wine industry, where wineries use rhetorical history to demonstrate adherence to the logic of fine winemaking, while obscuring the industry’s past adherence to the now-subordinate and stigmatized logic of alcohol making. Implications for future research on institutional logics are discussed.

In this paper, we seek to highlight how adherence to a dominant logic is an effortful activity. Using rhetorical analysis, we show that the use of rhetorical history provides a key mechanism by which organizations may convince audiences of adherence to a dominant logic, while also subverting or obscuring past adherence to a (currently) subordinate logic. We illustrate such use of rhetorical history by drawing on the case study of Ontario wine industry, where wineries use rhetorical history to demonstrate adherence to the logic of fine winemaking, while obscuring the industry’s past adherence to the now-subordinate and stigmatized logic of alcohol making. Implications for future research on institutional logics are discussed.

The purpose of this paper is to find how much the efficiency of winemaking has changed since the crisis of 2008 and what are the main determinants of winemaking performance in the recent decade.

This study applied a three-stage approach to explore productivity, efficiency and profitability changes. At the first stage of the empirical study, the Malmquist Total Factor Productivity indexes based on the data envelopment analysis are used to reveal tendencies of wineries’ productivity and the reasons for its changes. At the second stage, productivity indexes were used to find out the main exogenous and endogenous factors. At the final stage, the profitability change after the crisis in the context of the wine types and a size of wineries is explored.

The main trends and factors of winemaking performance after 2008 were defined. It was found that a crisis in winemaking in Ukraine has been going on for almost decade with the greatest failure in 2014 that led to the falling overall efficiency. This failure was caused mainly by the military and political factors regarding the annexation of Crimea by Russia, the changes in consumer behaviour with a tendency to reduce overall alcohol consumption, and the government regulation increased excise duties on wines. Despite the efficiency crisis in Ukrainian winemaking, the positive contribution of technological progress provides its productivity growth. The small- and medium-sized enterprises in winemaking have a high resistance to the crisis and fiscal pressure. Despite it losing a half of value-added and being unprofitable, the small wine business has managed to increase the labour and capital productivities and overtake big wine business on these indicators.

This study is limited to one country and the relatively small sample of the wineries. However, it can be a starting point for a series of research on the development of anti-crisis winemaking strategy.

The findings of the study can be helpful for the Ukrainian Government to prevent crisis continuation in the winemaking sector. This case may be instructive for other countries, faced with a protracted crisis of efficiency in winemaking.

This is the first study that examines the winemaking performance and its factors after the world financial crisis, based on the case of Ukraine.

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 study winemaking efficiency with the help of international performance benchmarking and to finding ways for its improvement.

In this research, three models of data envelopment analysis (DEA) and other tools of international performance benchmarking are used to analyse the efficiency of wine companies. Return to scale (RTS) and scale efficiency, labour and capital productivity and some other indicators are examined. The research is based on a sample of 36 wine companies from 15 countries.

International benchmarking expands performance improvement for domestic companies. The most efficient wine companies are originated from Germany, USA and New Zeeland. Scale inefficiency and increasing RTS for most of the wine companies was identified. Only three wine companies have decreasing RTS (those from UK, Australia and France). To increase relative efficiency, these companies need to reduce the output and sales as their costs are growing faster than the revenues. A huge potential for cost reduction and efficiency growth within Ukrainian wine companies was revealed.

The research is limited to a single industry. This is explained by the requirement of technology (product, service) homogeneity while using DEA tools.

Study results include the data and recommendations to develop winemaking. These results can be used by wine companies’ management, present and potential investors and proprietors, regulative public authority, e.g. to improve efficiency in winemaking.

This is the first paper that adapts various DEA models to measure efficiency in the wine industry of Ukraine and the tools of international performance benchmarking for wine companies around the world.

The purpose of this study is to examine, through the lens of entrepreneurial marketing theory, everyday business practices of small-scale winemakers in a challenging small wine region in the USA.

In-depth interviews and participant observations were utilized to elicit rich descriptions of entrepreneurial marketing efforts of six New Mexico winemakers.

This article describes winemakers’ entrepreneurial marketing efforts. We find that survival drives all other entrepreneurial marketing dimensions where accounting for risk is pervasive rather than a stand-alone dimension. Knowledge gained from intense customer focus is used for new product and service innovations. The leveraging of individual and shared resources is another dimension of entrepreneurial marketing that is demonstrated in our analysis.

As entrepreneurs stake their claim in developing small wine regions, understanding entrepreneurial marketing concepts will enable academics and practitioners to understand challenges of a business that is not only dependent on the economics but also on mother nature’s whims.

There has been a revolution in the winemaking and marketing of the country wines of southern France in the Languedoc‐Roussillon — the Vins de Pays d'Oc. This revolution has been founded on premium varietal wines and exploited modern techniques of vinification and marketing, which have drawn heavily on the experiences of the so‐called ‘New World.’ These new wines have successfully penetrated export markets, particularly the UK. Such developments, however, have attracted controversy, being criticised for encouraging the production of homogeneous, geographically inert, formulaic wines from well established rather than local grape varieties. However, a number of ventures are now showing increased recognition of local varieties and geographies in their winemaking and it is expected that such developments will continue. Moreover it is argued that the introduction of modern techniques in vinification and marketing, far from having a detrimental effect, have been of great benefit to the region.

The purpose of this study is to investigate non-pecuniary motivations and benefits of involvement in the wine business. Combining these motives with winery owners’ characteristics, attitudes and implemented strategies, the aim is to identify different winery owners’ styles in small-medium family-run firms.

The applied method is a qualitative explorative study involving in-depth interviews with Tuscan winery owners. They have hands-on involvement in the winemaking process, own a family business and supervise all of the production phases, from grape growing to bottling.

The study highlights the key role of non-economic motivations for winery owners. Passion, independence and a desire to live close to nature are predominant compared to pecuniary motivations, such as profit maximization. Therefore, the “lifestyle-oriented” style, characterized especially by the achievement of non-pecuniary benefits, represents the prevailing style amongst the interviewed winery owners, in contrast to the “business-oriented” style, which features typical producers described by mainstream economic theory.

The findings of this study are pivotal because they can facilitate a better understanding of how family-run wineries make decisions related to, e.g. firm size, staff management, product quality, exports and sustainability.

This paper aims to the evaluation and comparison of the efficiency of winemaking in two developing countries (Ukraine and Bosnia and Herzegovina (B&H)) from the perspective of their development.

In this research study, four models of data envelopment analysis (DEA), correlation and other tools of the data analysis are used to analyze the efficiency of wineries in two developing countries. Returns to scale, scale efficiency, super-efficiency and some other indicators are examined. The research is based on the sample, including 33 wineries of Ukraine and B&H.

Characterized by the same average efficiency and number of leaders, in Ukraine, medium and large wineries are developing more efficiently than small ones, whereas the opposite is true for B&H. The authors found the high potential growth of efficiency on Ukrainian (up to 28.9 per cent) and Bosnian wineries (up to 28.3 per cent). The ways for its realization were suggested. Cross-country efficiency analysis enabled us to find inter-country leaders of wine industry. The authors grouped inefficient wineries, calculated the potential for inputs reduction and found the main directions for the improvement of efficiency for each group.

The research is limited to a single industry in only two developing countries. Future studies can be devoted to the comparison of the efficiency of wineries in developed and developing countries. The results can determine which countries can be leaders in the global wine market in the future.

This study provides useful information for: researchers of wine market in developing countries enabling them to understand the current state, basic problems and efficiency levels of wineries in Ukraine and B&H; domestic policy-makers- to improve regulation of wine industry as to make it more competitive and efficient; wine producers in these countries- to find the benchmarks using the best practices to adapt them in own business and to increase an efficiency.

On the example of Ukraine and B&H, this study has shown that each respective country has its own conditions of doing wine business. This is the first paper that compares the efficiency of wine industry in Ukraine and B&H.

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.