Abstract. The Brazilian wine industry has been facing obstacles such as competition and high tax rates. Innovation is an alternative towards this scenario being it a major factor for any company's survival and growth in the market. Besides this, technological advances and access to information provide consumers with a larger number of choices and knowledge for an informed decision making. Despite differentiation efforts consumers did not obtain satisfaction. Customer interaction provides another way to generate innovation from its involvement in the production process (co-creation of value). The research was held in an awarded winery located in Bento Gonçalves (Brazil) with the objective of understanding how the process of value co-creation between Brazilian award-winning wineries and consumers influences innovation generation. It is an exploratory and qualitative study collected through in-depth interviews with a semi-structured script. The winery identifies beneficial effects in the production process resulting from interactions because it narrows the bond with the consumer creating a better understanding of the consumers as well as develop a more tailored offer regarding value. The innovations generated based on co-creation can be taken as an alternative to imposed barriers in the current Brazilian wine sector.

Although innovation capabilities are essential to increase companies' success and innovative performance, they are still underexplored regarding sustainability. This paper aims to analyze how Technology Development, Operations, Management, and Transaction innovation capabilities are interrelated with sustainable companies' social, environmental, and economic sustainability. We performed a multi‐case study comprising sustainable small enterprises from four industries: sustainable fashion, sustainable hosting, shared furniture, and renewable energy. From the results, we propose that each innovation capability has three dimensions: social, environmental, and economic. Each dimension has a set of components that can differ across capabilities. We then develop a conceptual scheme, a new theoretical lens that intertwines the literature on innovation capabilities and sustainability. We propose the concepts of Sustainable Technology Development Capability, Sustainable Operations Capability, Sustainable Management Capability, and Sustainable Transaction Capability. Our findings can assist sustainable businesses to improve, and traditional companies to build, sustainable innovation capabilities.