2011
DOI: 10.4067/s0718-27242011000200009
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Abstract: As environments become more competitive and change, firms need to look for new ways of competing by implementing changes and innovations aiming at improving or even building new capabilities. Through multiple case studies, we examine the relationship between routines, capabilities and innovation seeking to identify the changes and innovations that have occurred along the trajectory of two wine producing firms in the Serra Gaúcha of Rio Grande do Sul, Brazil. The results indicate that both companies submitted c… Show more

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Cited by 17 publications
(9 citation statements)
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“…In support of the aforementioned notions, and as part of winery entrepreneurs' responsive action, various key capabilities identified in wine‐business research were incorporated into the framework. These elements include reconfiguration, integrating internal and external competences (Cherubini Alves et al, ), market management strategies, alongside the firm's capabilities and internal resources (Tondolo, ), open innovation, information flows (upstream, downstream), and various skills of wineries' workforce (Dries et al, ).…”
Section: Resultsmentioning
confidence: 99%
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“…In support of the aforementioned notions, and as part of winery entrepreneurs' responsive action, various key capabilities identified in wine‐business research were incorporated into the framework. These elements include reconfiguration, integrating internal and external competences (Cherubini Alves et al, ), market management strategies, alongside the firm's capabilities and internal resources (Tondolo, ), open innovation, information flows (upstream, downstream), and various skills of wineries' workforce (Dries et al, ).…”
Section: Resultsmentioning
confidence: 99%
“…In contrast, the theoretical value of the DCA has been examined to a very limited extent in the wine‐business literature. In one of the three identified studies, Cherubini Alves, Carneiro Zen, and Domingus Padula () used a case‐study method, assessing two wineries. They noticed the operationalization of various tenets of the DCA, including building, reconfiguring, and integrating external and internal competences (e.g., innovative practices, marketing focus, and adding value) in response to changing environments in one winery.…”
Section: Literature Reviewmentioning
confidence: 99%
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“…Thus, the main dynamic capabilities of the automaker can be characterized as development capabilities and knowledge integration capability (our emphasis). According to Alves, Zen and Padula (2011), the dynamic capabilities can be characterized as construction and integration. In this article, it is observed that the development of emission reduction technologies requires dynamic capabilities of adaption to the market and the consumer.…”
Section: Daniel Leite Mesquita Alex Fernando Borges Antônio Carlos mentioning
confidence: 99%