Over the last few years, many companies have integrated social media, and social networking sites in particular, into their communication and media plan, leading to a deep transformation of the organizational models and changing the companies׳ marketing dynamics. This study has dual aims: first, to recognize and validate the firm׳s social media (SM) efforts in its use of the Facebook platform; second, to examine the relationships among the firm׳s SM efforts and some firm and managerial characteristics. In order to achieve these research aims, data on 45 wineries were collected and analysed, using a model that considers three different dimensions of the firms׳ activity on the social platform. The results show that mainly small firms, in physical and economic terms, led by managers with a higher educational level, have become more involved in SM as shown by high values of intensity, richness, and responsiveness. On the contrary, large companies׳ social-media efforts have been more modest. The results of this study need to be interpreted within the context for which our research was designed. Findings have some theoretical and practical implications

Purpose The purpose of this paper is twofold: first, it identifies distinct organizational models in a sample of small and medium enterprises operating in the Sicilian wine industry; and second, it identifies the key factors enabling a superior export success. Design/methodology/approach Internal resources were analyzed theoretically in order to achieve the aims of the study. Subsequently the empirical investigation was carried out administering a questionnaire to a sample of 102 wineries in Sicily, Italy. A cluster analysis was performed in order to group these firms into homogeneous categories. Findings The findings show that success in the international market is more common among wineries characterized by a larger physical and economic size, a longer experience in the international market, managed by entrepreneurs-owners who are highly educated and proficient in foreign language, and implement voluntary certifications. Research limitations/implications The results need to be interpreted within the context of the study’s research design; more specifically, the reader should take into account that the study focuses exclusively on one industry and on one region (wine in Sicily). Practical implications The findings offer a valid support for managers who could use this results to better focus their effort and choose the most appropriate strategy in order to improve their performance in foreign markets. Originality/value Very few empirical studies have been carried out on the impact that internal and in particular organizational resources have on the firms’ organizational models operating in the wine industry.

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