Sustainability as a driver for value creation: A business model analysis of small and medium entreprises in the Italian wine sector

Broccardo, Laura; Zicari, Adrián

doi:10.1016/j.jclepro.2020.120852

Cited by 109 publications

(94 citation statements)

References 40 publications

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“…The promise of Social Accounting to achieve organizational change is possible the most relevant issue for the years to come (Broccardo & Zicari, 2020). Regarding this purpose, Lewin´s change theory had undoubtedly an enormous impact on the field of change.…”

Section: Background and Conceptual Frameworkmentioning

confidence: 99%

Determining success factors in the implementation of social accounting

Anta¹,

Beraza²,

San-José³

2020

Ciriec-España

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The aim of this paper is to determine the success factors based on principal change driving forces when implementing social accounting into social companies, and by extension, gain an insight into the overall impact of social accounting, in other words the monetization of social value. It includes a quantitative analysis of the various effects involved in implementing social accounting in Social Economy companies: 1) improving relations with stakeholders; 2) the commitment of company employees; 3) an interest in comparing results with other companies that have also introduced social accounting; 4) networking with other organizations through social accounting. Twenty-seven percent of the social companies that apply social accounting participated in the study. It was applied at three points (prior to, immediately after and six months after applying social accounting), social accounting in order to compare expectations of perceptions regarding communication, strategy and results after implementing social accounting. The results of statistical analysis conducted by SPSS Statistics 26.0 suggest that the main reason that leads social companies to apply social accounting is to improve reputation. Likewise, they suggest that the more time passes, the greater the incidence of social accounting in communication and strategy. This study contributes to "Lewin's change theory" whereby the change project is implemented by generating greater collaborator participation through empowerment in social economy entities, where employee participation is crucial.

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Section: Background and Conceptual Frameworkmentioning

confidence: 99%

Determining success factors in the implementation of social accounting

Anta¹,

Beraza²,

San-José³

2020

Ciriec-España

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“…In the case of the wine sector, the above scenario is further framed within a context of great competitiveness due to the globalization of the industry. The literature has identified the importance of research in business models in the field of sustainability [4] and recognizes the lack of empirical studies on this issue, related to innovation [5,6] and agri-food sustainable transitions. This field of research is still young and a research agenda that meets its particularities and special features is needed [7] particularly in the wine sector [8].…”

Section: Introductionmentioning

confidence: 99%

“…As in the rest of the producing countries, the Spanish sector is confronted by pressures to improve environmental performance [6,[9][10][11][12][13], and thus the sector is beginning to adapt to the demands of climate change in all stages of production and in all types of enterprises: capitalist companies and cooperatives; and small, medium and large enterprises. Adaptive strategies are emerging that directly affect company performance and open up opportunities in the potential market value of their strategies linked to preservation and respect for the environment and a reduction in their water, carbon and energy footprints [4].…”

Section: Introductionmentioning

confidence: 99%

Social Economy, Environmental Proactivity, Eco-Innovation and Performance in the Spanish Wine Sector

et al. 2020

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Concerned about climate change, cooperatives in the wine sector are beginning to adapt their strategies, guided by cooperative principles that encompass high social responsibility and the pursuit of community values. In this context and focused on the analysis of the decisions that drive firms to be more environmentally sustainable, our goal is twofold. On the one hand, we wish to examine whether there exist differences between cooperative and non-cooperative firms as regards their environmental proactivity. On the other hand, we hope to demonstrate the diversity of behaviors within the category of cooperative firms, identifying the possible patterns of environmental proactivity in Spanish cooperatives in the wine sector. We first conducted a difference of means t-test for independent samples (n = 251; sampled in 2017)—cooperatives (51) vs. non cooperative firms (200)- and then a two-stage cluster analysis and a subsequent variance analysis, using SPSS 24. Our results show no significant differences between cooperative and non-cooperative firms concerning their environmental behavior and underlines the diversity within the cooperatives in the wine sector as regards their environmental proactivity, revealing the existence of proactive, preventive and activist patterns of behavior. These patterns also show differences in the motivations for their environmental behaviors and their assessment of financial performance.

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“…In the wine business, sustainability issues are gaining momentum and are being increasingly recognised as a source of competitive advantage in terms of brand image and profit for small and medium-sized enterprises (SMEs) [1]. Consumers are highly interested in having a quality product with sustainable characteristics; they are also willing to pay a higher price for a bottle of wine that respects these traits [2][3][4].…”

Section: Introductionmentioning

confidence: 99%

“…The wine sector is one of the most representative economic activities in Italy, and it is mainly composed of SMEs, as in the other 'old countries' [3,5,6]. The Italian wine industry is mainly characterised by the presence of family businesses linked to the tradition of long-standing family companies [1].…”

Section: Introductionmentioning

confidence: 99%

Addressing Tensions and Paradoxes in Sustainable Wine Industry: The Case of the Association “Le Donne Del Vino”

2021

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Practising sustainable business in the wine industry requires addressing social, economic and environmental goals. This paper focuses on the process of addressing tensions and paradoxes amongst these goals at the different levels of the service ecosystem in the Italian sustainable wine industry and on the platformisation role at the meso level. The study adopts a qualitative approach based on 23 in-depth interviews with associates of Le Donne del Vino. The collected data were triangulated with those derived from participatory observations and the analysis of secondary data. The study’s findings reveal that the presence of an organisation at the meso level activates the harmonisation of value co-creation within the service ecosystem. This is achieved by intervening in the four different paradoxes, namely, belonging, learning, organising and performing, which emerge from the adoption of a sustainable approach.

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Sustainability as a driver for value creation: A business model analysis of small and medium entreprises in the Italian wine sector

Cited by 109 publications

References 40 publications

Determining success factors in the implementation of social accounting

Determining success factors in the implementation of social accounting

Social Economy, Environmental Proactivity, Eco-Innovation and Performance in the Spanish Wine Sector

Addressing Tensions and Paradoxes in Sustainable Wine Industry: The Case of the Association “Le Donne Del Vino”

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