PurposeWine consumer behavior has long been a topic of discussion among scholars and industry professionals aiming to understand the underlying predictors of key behavioral outcomes. To help explain wine consumer behavior, concepts such as involvement, expertise, loyalty, satisfaction and perceived risk are often examined. The overarching objective of this study is to determine the relationship between these predictors and their impact on wine purchase intention utilizing a meta-analytical structural equation modeling (MASEM) technique.Design/methodology/approachAs MASEM provides substantive evidence regarding the relationships between theoretical constructs through the combination of multiple studies, the researchers’ aim is to make definitive statements about the predictors of purchase intention.FindingsFindings revealed several relationships that support previous research but also identified relationships that contradict previous literature. This study contributes valuable insights into consumer behavior that wine brands can utilize to improve their marketing efforts.Practical implicationsWine marketers with a greater understanding of the stronger predictors of purchase intention should be able to create marketing plans that drive wine sales.Originality/valueDespite the abundance of research that has utilized these theoretical constructs to demonstrate their propensity for determining behavioral outcomes such as purchase intention, no previous attempts have synthesized this body of literature through the use of meta-analysis.

Most studies that investigate sustainability across the wine industry and related support industries focus on the “triple-bottom-line.” None directly consider company succession planning as a sustainability driver. What skills will leaders of successive generations need? Two qualitative field research methodologies are used for this investigation: (1) content analyses of published wine business case studies and (2) focus groups with wine business leaders. Leaders continuously develop skills and capabilities. Transactional and transformational leadership converges when it came to leading the business: (1) supporting the next generation, (2) emotional intelligence, (3) industry knowledge, and (4) active listening, also known as superior communication skills. A 2x2 matrix modeling optimal vs. sub-optimal leadership styles, propositions for further research, case vignettes, and implications for practitioners are presented.