Abstract: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… Show more
“…Several studies on operation and strategic management use the RBV theory,because it is an effective approach to explain the way in which internal resources can be combined to generate a sustainable competitive advantage (Shams, 2016a;Galati et al, 2017),which is different from thevision that the external market forces and the positioning of the same company in the market exert a relevant influence on the possibility to create a competitive advantage (Porter, 1985). The RBV theory is based on both traditional assumptions adopted in other strategic management theories, such as that firms are profit-maximizing entities and that managers in firms are rational, and introduce two additional assumptions: resource heterogeneity, that incorporate two attributes of firms' resources, which are linked to the scarcity and nonsubstitutability, and resource immobility (Barney, 1991).…”
Section: Resource Based View and The Randd Domainmentioning
confidence: 99%
“…In particular, if tangibleresourcesare often easier to imitate, the intangible resources, linked to the human capital within the company and their competences or based on the company reputation in the market, are often more difficult to imitate, andthus, be able tocontribute to an effective and sustained competitive advantage.For these reasons, scholars agree that human resources (the collective knowledge, skills and abilities) as the intangible asset and the brand as a quite similar intangible asset constitute the most important resources available to firms (Scuotto et al, 2017;Del Giudice et al, 2015;Capitello et al, 2014;Stokes &Oiry, 2012). Irrespective to the category in which the resources fall they are organized and coordinated by firms so that they enable the firm to plan and implement efficient strategy that results in gaining a competitive edge (Del Giudice&Straub, 2011; Galati et al, 2017). A finding from the wine industry plays a crucial role, as De Salvo et al (2017) put in evidence in exploring how human capital affects wineries' performances, to this end suggesting political measures to wider invest in this area.…”
Section: Resource Based View and The Randd Domainmentioning
R&D teams' internationalization attracts interests from different research-streams. However,the decision on what type of R&D structure is more convenient toinvest in may differ, based on several factors, such as risktaking propensity and internal resource availability. With an aim to enrich the extant literature and to provide practical insights for managers working in the wine industry, this case study exploresthe determinants of an Italian family-owned winery that attempts to keep a balance between its internal and external R&D teams' decision, using an integrated theoretical framework based on the transaction costs and the resource-based view theory. The optimal R&D solution based on an accurate costs vs benefits analysis leads the firm to hire highly qualified staff to manage its internal R&Dunit, as well as to complement the unit with complementary resource that can be accessed through external R&D knowledge sources.
“…Several studies on operation and strategic management use the RBV theory,because it is an effective approach to explain the way in which internal resources can be combined to generate a sustainable competitive advantage (Shams, 2016a;Galati et al, 2017),which is different from thevision that the external market forces and the positioning of the same company in the market exert a relevant influence on the possibility to create a competitive advantage (Porter, 1985). The RBV theory is based on both traditional assumptions adopted in other strategic management theories, such as that firms are profit-maximizing entities and that managers in firms are rational, and introduce two additional assumptions: resource heterogeneity, that incorporate two attributes of firms' resources, which are linked to the scarcity and nonsubstitutability, and resource immobility (Barney, 1991).…”
Section: Resource Based View and The Randd Domainmentioning
confidence: 99%
“…In particular, if tangibleresourcesare often easier to imitate, the intangible resources, linked to the human capital within the company and their competences or based on the company reputation in the market, are often more difficult to imitate, andthus, be able tocontribute to an effective and sustained competitive advantage.For these reasons, scholars agree that human resources (the collective knowledge, skills and abilities) as the intangible asset and the brand as a quite similar intangible asset constitute the most important resources available to firms (Scuotto et al, 2017;Del Giudice et al, 2015;Capitello et al, 2014;Stokes &Oiry, 2012). Irrespective to the category in which the resources fall they are organized and coordinated by firms so that they enable the firm to plan and implement efficient strategy that results in gaining a competitive edge (Del Giudice&Straub, 2011; Galati et al, 2017). A finding from the wine industry plays a crucial role, as De Salvo et al (2017) put in evidence in exploring how human capital affects wineries' performances, to this end suggesting political measures to wider invest in this area.…”
Section: Resource Based View and The Randd Domainmentioning
R&D teams' internationalization attracts interests from different research-streams. However,the decision on what type of R&D structure is more convenient toinvest in may differ, based on several factors, such as risktaking propensity and internal resource availability. With an aim to enrich the extant literature and to provide practical insights for managers working in the wine industry, this case study exploresthe determinants of an Italian family-owned winery that attempts to keep a balance between its internal and external R&D teams' decision, using an integrated theoretical framework based on the transaction costs and the resource-based view theory. The optimal R&D solution based on an accurate costs vs benefits analysis leads the firm to hire highly qualified staff to manage its internal R&Dunit, as well as to complement the unit with complementary resource that can be accessed through external R&D knowledge sources.
“…In the studies of Festa et al (2015) and Galati et al (2014) it was analyzed wine/territory, as a key driver in the wine marketing and found the link between locality and wineries and business success. Many other studies (Fernandez Olmos, 2011; Galati et al, 2017b) found that a company's level of investment in wines advertising influence on company's performance.…”
Purpose
The purpose of this paper is to study the impact of wine tourism on rural destination development. Consequently, this study attempts to develop contemporary insights on this under-researched area such as residents’ perceptions of wine tourism and its impact on the rural destination development.
Design/methodology/approach
In this study, the authors used a structured survey questionnaire from a random sample of 318 respondents based on the Fruška Gora Mountain in Serbia. Research also used structural equational modeling for empirical econometric testing in this data sample. This technique is appropriate for multivariate analysis.
Findings
Personal resident benefit associated with wineries is positively related to resident perceived economic impact (H1) R2=0.624; socio-cultural impact (H2) R2=0.685 and environmental impact (H3) R2=0.716 of wineries on local communities. Looking at the path diagram, the authors concluded that personal resident benefit associated with wineries is strongly related to resident perceived impact of wineries on local communities as regression weights are higher. Other findings relate those residents’ positive perceptions of wine tourism to increases in sales revenue, environmental protection, intrapersonal and interpersonal communication.
Research limitations/implications
The positive attitude of the local population is an essential link of development. Such understanding of residents’ perceptions optimizes destination management in the future and, more importantly, local sustainable development. This has high policy implications.
Originality/value
The present study contributes to the scientific circles by connecting perception research with wine tourism.
“…el modelo anterior a la globalización actual del mundo del vino lasáreas de enología y viticultura eran las dominantes, en la situación actual la economía y el marketing ocupan un lugar tan destacado como ellas. La necesidad de profesionalización abarca a todas las actividades [10][11][12], ya que no es posible exportar sin segmentar los mercados y sin establecer redes más complejas de coordinación vertical entre los actores de la cadena, lo que a menudo supone un aumento de las operaciones intra-industriales [13]. Todo esto exige a las empresas vitivinícolas mayores recursos en lasáreas de gestión, comercialización, distribución y marketing [14], y un gran esfuerzo para avanzar rápido en la curva de aprendizaje de los mercados internacionales [15].…”
La economía mundial del vino en el siglo XXI está dominada por el comercio exterior. El aumento de los flujos comerciales ha provocado cambios sustanciales en la industria de la mayor parte de países productores, superando los patrones clásicos “viejo” frente a “nuevo” mundo. En este marco reviste un especial interés el análisis de los factores de evolución de las exportaciones. Esta Comunicación analiza el desempeño de las exportaciones de vino embotellado y a granel de los tres principales exportadores mundiales – España, Italia y Francia – utilizando un conjunto de indicadores formado por su grado de diversificación, su adaptación a los cambios en los mercados de importación y su competitividad según mercados de destino. Los resultados muestran que, en graneles, España, quien más crece en volumen y en valor, tiene el mejor comportamiento en diversificación y competitividad, y el segundo en adaptación, aunque el comportamiento de sus precios haya sido pobre. En embotellados, España también domina el crecimiento de las exportaciones, de forma más clara en volumen que en valor, aunque tiene nuevamente el peor comportamiento en precios y presenta resultados intermedios, obteniendo el mejor resultado en diversificación, el tercero en adaptación y el segundo en competitividad.
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