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Similar to other foods, the concept of natural wine is much debated due to the lack of a clear and regulated definition, leading to a proliferation of heterogeneous norms and standards proposed from different natural wine associations at national levels. The current study explored the aspects which mediate individuals’ information and perception of natural wine, and the rationale behind natural wine consumption behavior among Italian (n = 501) and Spanish (n = 527) regular wine consumers. The results reveal a quite low self-reported degree of perceived information by Italian respondents and slightly higher levels among Spanish ones. The key drivers of natural wine consumption in both countries are wine consumption frequency, information, and natural product interest. In contrast, higher wine involvement levels decrease natural wine consumption frequency in both Italy and Spain. The findings also show that different perceptions lead to diverse motivations, suggesting the need for more homogeneous standards to mitigate the level of information asymmetry currently on the market.

In the context of economic turmoil, firms in the creative industries (CIs) must make fast decisions as to when to break through with innovations. This paper discusses non‐technological, organizational innovation of early‐adopters, first movers and early followers in order to overcome persistent economic decline, and the implication of different strategies for innovation success. The strategic principle of the pioneer's advantage rests on pre‐emption – the premise that ‘the early bird gets the worm’ and this often applies to business model innovation (BMI). ‘But the second mouse gets the cheese’ points at early followers who may have a more systematic, strategic approach towards innovation. Greater understanding of the advantages of each strategic approach and their significance for innovation performance is critical for CIs where unpredictability and the accelerating pace of change pervade the decisions concerning innovation. Drawing on five exemplary cases of archaeological firms in Spain, this paper explores different innovation process dynamics. The study develops a contingency model where pioneers who challenge their current business model, may be outperformed by early followers who incorporate complementary management innovation (MI) initiatives into the BMI.

NOTE: affiliations should appear as the following: Department (if applicable); Institution; City; State (US only); Country. No further information or detail should be included Acknowledgments (if applicable): I want to thank two anonymous reviewers for their comments on earlier drafts of this paper. Also, I want to thank Charles Heckscher and Cesar Gonzalez who have provided inspiration and contributed ideas on selected issues in the paper. An earlier version was presented at the Mini-EURAM Workshop on Organizational Innovation (Rotterdam, 2012).