This study explains how managers' perceptions of pressure from competitors and industry associations to adopt environmental practices are associated with the adoption of such practices, and firm performance in small-and medium-sized enterprises (SMEs) in fragmented industries. First, we hypothesize, in fragmented industries, perceived weaker competitive pressure focuses SME managers' attention on opportunities associated with the adoption of environmental practices, resulting in further adoption of such practices. We also hypothesize that perceived stronger competitive pressure focuses managers' attention on competitive threats and efforts to maximize value creation from adopted practices, thus positively moderating the relationship between adopted environmental practices and financial performance. We test our hypotheses with survey data from wineries and vineyards in Italy, France, Denmark, and the US, and find support for both hypotheses. These findings deepen our understanding of how SMEs in fragmented industries respond to perceived competitive pressure to adopt environmental practices. AbstractThis study explains how managers' perceptions of pressure from competitors and industry associations to adopt environmental practices are associated with the adoption of such practices, and firm performance in small-and medium-sized enterprises (SMEs) in fragmented industries. First, we hypothesize, in fragmented industries, perceived weaker competitive pressure focuses SME managers' attention on opportunities associated with the adoption of environmental practices, resulting in further adoption of such practices. We also hypothesize that perceived stronger competitive pressure focuses managers' attention on competitive threats and efforts to maximize value creation from adopted practices, thus positively moderating the relationship between adopted environmental practices and financial performance. We test our hypotheses with survey data from wineries and vineyards in Italy, France, Denmark, and the US, and find support for both hypotheses. These findings deepen our understanding of how SMEs in fragmented industries respond to perceived competitive pressure to adopt environmental practices.

Pest birds have long been a significant source of crop loss for grape growers, especially during the critical weeks leading up to harvest when grape sugar levels are high. In Oregon’s Willamette Valley, vineyards have seen a marked increase in crop loss in the last few years despite widespread use of intrusive gas cannons/shotguns and expensive netting systems. In order to deter this pest bird population, we have created an Unmanned Aerial Vehicle (UAV) package capable of autonomous flight, which incorporates common pest bird scare tactics into this dynamic platform. The system has been designed to launch, complete its mission waypoints, and land completely under autonomous control. By using this autonomous guidance system, we are able to employ visual, auditory, and predator mimicry pest bird control techniques in such a way as to discourage habituation. While radio controlled UAVs have been used for bird control in airport settings for many years, these systems require a trained operator to constantly guide the aircraft. The autonomous UAV system was designed for operation by an existing vineyard employee with minimal training. To capture widely accepted pest bird control techniques and management culture of Willamette Valley vineyards and gain information for design, implementation, and industry acceptance of this UAV project, we surveyed the owners of 225 local vineyards. Survey results indicated that vineyard owners are open to implementing innovative pest bird control methods that do not affect the terroir of their vineyards and that could replace the use of netting, which they do not view favorably despite its being the most effective pest bird control method to date. Results also indicated that pest birds are most damaging to a vineyard’s perimeter and that many vineyards employ someone to patrol this perimeter with a shotgun loaded with cracker shells. The UAV system is able to traverse the airspace above this perimeter without interfering with neighboring homes or beneficial predators in the area. By using proven pest bird control methods in an autonomous UAV system, we designed a device that brings an innovative solution to vineyard owners.

Research Summary: Organizations face tensions to conform to industry norms for legitimacy yet differentiate for competitive advantage when implementing strategies. We suggest this tension is due to and resolved through organizations' cognitive negotiations of multiple levels of identity. Through an inductive study in the recreational vehicle industry, we find that organizations concurrently draw on identities at the organizational, industry, and strategic group levels to formulate and enact specific competitive actions. Specifically, we find that organizational identity relates to decisions on product offerings; industry identity relates to downstream strategy; and strategic group identity relates to upstream strategy, firm boundaries, and expansion mode. Our findings highlight the importance of strategic group identity and inform a grounded model describing how organizations draw upon different levels of identity to influence strategy. Managerial Summary: Many managers experience tensions of differentiating their firms' competitive actions from rivals, while conforming with industry norms and practices. In this article, we argue that a manager can navigate these tensions by understanding their firm, strategic group, and industry identities and how these identities interrelate. Through a qualitative case study of the U.S. recreational vehicle industry, we show that each level of identity influences different competitive actions, with firm identity connected to product offerings, industry identity related to managing downstream distribution, and strategic group identity related to firm boundary and acquisition strategies. Overall, strategic group identity is the most critical for managers as this level filters how they view competitors and provides the rules of competition.Authors contributed equally and are listed alphabetically.

The nature and scope of changes in organizations’ external environments is without precedent due to planetary shifts, or major changes in earth’s biophysical systems. Our theories of organizational adaptation lack the capacity to explain what will be needed on behalf of business organizations, and their strategists and managers, to adjust to these shifts. In this essay, we review organizational adaptation theory and explain why it falls short of offering adequate explanations in an era of planetary shifts. We then draw on ecological theories of adaptation, with their focus on social-ecological systems and panarchy, to suggest ways to advance organizational adaptation theory for our times.