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The paper investigates the relationship between organizational ambidexterity and firm performance in knowledge-intensive firms. In particular, using a quantitative methodology involving a structural equation model, the research investigates whether external knowledge sourcing enhances the impact of ambidexterity on firm performance. The results show that organizational ambidexterity in knowledge-intensive firms does not, in fact, have a significant impact on firm performance, but it does have a positive and significant mediating effect considering external knowledge sourcing. The findings are presented along with interesting and significant implications for both theory and practice, largely stemming from the still much neglected relationship between organizational ambidexterity and external knowledge sourcing in the open innovation context.

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PurposeOur paper analyses how a strategy based on the combination of tradition and innovation can offer a competitive advantage to a medium-sized family firm operating in the wine sector. Design/methodology/approachThis research focuses on one case study. The subject of the case study under analysis is Pio Cesare, an internationally recognised fine wine Italian company. FindingsPio Cesare is characterized by a strong combination of tradition and innovation in terms of products and processes. Innovation and tradition are not opposites; on the contrary, a blend of the two has been crucial in achieving and maintaining a sustainable competitive advantage. Research limitations/implicationsThe formalization of an effective blend of tradition and innovation, especially in a family business, and an effective dissemination of the company philosophy to future generations, calls for a more in-depth study. This study has some limitations, which determined by the applied methodology. Multiple case study method would be useful. In relation to the interview technique, we would set out to increase the number of interviews, by also questioning managers and employees working, as opposed to family members. Practical implicationsPractical implications relate to different groups of stakeholders: for owners and management, for investors, for organizations and institutions working on a territory promotion and in the tourism sector, and for politicians and local authorities. Originality/valueIt identifies which business model a family winery business could be adopted in order to manage such strategies of innovation in respect to traditions, filling the gap in the literature.Keywords: wine sector; family businesses; innovation; tradition; territory; cultural identity 2 IntroductionThe wine sector is one of the most representative economic activities in many countries in terms of employment and companies revenues (Bigliardi and Galati, 2013;Giacosa et al., 2014a;Menrad, 2004).Family businesses are common in the wine sector, due to both the tradition of some long-standing family companies (Giacosa et al., 2014b; Contò and Lopez, 2008). A sort of "wine factor" is created (Georgiou and Vrontis, 2012): indeed, the wine represents a set of family values, symbols, and traditions rooted in the area in which the family is based, and more so if the family has a good reputation in the market (Gallucci and Nave, 2012).Although innovation strategy is a critical issue for family businesses (Bresciani et al., 2013; Craig and Moores, 2006), the literature on how family wine businesses approach innovation strategy is rather scarce and the relevance and significance of family businesses to the wine sector requires further, more in-depth studies of all aspects of the business (Contò et al., 2015;Orth et al., 2007). Indeed, a study of the most relevant research databases (Google Scholars, EBSCO) and international journals on family businesses (such as Family Business Review and Journal of Family Business Strategy), reveal a lack of research in i...

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PurposeThe purpose of this paper is to position multinational companies on a linear continuum indicating their overall attitude towards standardisation/adaptation, examines the reasons influencing multinational companies' tactical (7Ps – marketing mix) behaviour towards it, and finally presents the underlying managerial implications of the results.Design/methodology/approachA rating scale Rasch model is used in order to place the multinational companies' attitude towards standardisation and adaptation on a linear continuum. Structural equation modelling is subsequently used in order to investigate the relationship between the adaptation and standardisation variable against other variables. An extensive literature review is also undertaken to provide the theoretical foundation.FindingsThe paper corroborates the findings of past research by placing multinational companies on a linear continuum; by identifying their overall attitude towards adaptation/standardization; and by describing the relationship between AdaptStand and other variables. Furthermore, it categorises the reasons pulling towards adaptation or standardisation into “significant” and “peripheral”; and provides valuable insights towards practical application.Practical implicationsThe paper provides marketing researchers and practitioners with an overview of the main factors that influence marketing tactical behaviour in international markets. Additionally, the research transcends descriptive analysis to identify vital behavioural issues and to prescribe marketing approaches regarding internationalisation.Originality/valueThough the subject of “adaptation versus standardisation” has been extensively researched, this paper provides original work through in‐depth quantitative analysis of a sufficient sample of multinational companies. The paper reaches specific and explicit conclusions that scientifically test existing theory on the subject, categorise factors according to their significance in the adaptation/standardisation decision process and offer valuable prescriptions of marketing tactics based on the findings.

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