Environmental perceptions on entrepreneurial thinking in the wine industry

Gilinsky, Armand; Eyler, Robert; Newton, Sandra K.; Downing, J. E. G.

doi:10.1080/13215906.2019.1570319

Cited by 3 publications

(8 citation statements)

References 35 publications

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“…Several important implications arise from the study with respect to understating entrepreneurs' behaviour and innovation in high-technological turbulence environments. First, paper contributes to the entrepreneurship literature by addressing the need to examine the relationships between environmental factors and entrepreneurial behaviour, experience and performance (Gilinsky et al, 2019). Further, Knatko, Shirokova, and Bogatyreva (2016) argued that perceived environmental turbulence is rarely empirical examined in the entrepreneurship literature.…”

Section: Discussion and Limitationsmentioning

confidence: 99%

“…Uncertainty often arises from the amount of unpredictable changes in the environmental conditions. These environmental conditions are perceived and evaluated by entrepreneurs, thereby influencing their behavior (Gilinsky et al, 2019). In today's digital age, entrepreneurs operate in the environment, characterized by technological turbulence.…”

Section: Introductionmentioning

confidence: 99%

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The Relationships Between Technological Turbulence, Flow Experience, Innovation Performance and Small Firm Growth

Gomezel

Aleksić

2020

Journal of Business Economics and Management

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The main objective of the paper is to address the question of how to foster innovation and small firm growth under different levels of technological turbulence. Specifically, the paper examines the relationship among risk-taking, arising from different levels of technological turbulence, flow experience, innovation and small firm growth (i.e. market share and ROI growth). The underlying premise of our research is that there are substantial differences in low and high technological environments in terms of the relationships of risk taking, flow at work, innovation and small firm growth. Based on a survey among 188 entrepreneurs, the paper tests the proposed relationships in technological diverse environments with structural equation modelling. The results show that, when the level of technological turbulence is high, flow experience is significantly related to innovation and small firm growth, while in low-technological turbulence environment such relationships are not present. The study contributes to the entrepreneurial literature by demonstrating that in highly turbulent environments, flow experience may promote entrepreneurs’ innovation and the efficiency of small firm performance. The study also provides new empirical insights about the relationship between entrepreneurs’ behaviour, which is influenced by environmental conditions, on the one hand and innovation and small firm growth on the other hand.

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Section: Discussion and Limitationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Relationships Between Technological Turbulence, Flow Experience, Innovation Performance and Small Firm Growth

Gomezel

Aleksić

2020

Journal of Business Economics and Management

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“…This scenario is also the case in the mature wine industry, where wineries engage in entrepreneurial sensemaking to craft differentiation strategies and adopt strategic group behaviours, uniting through common investment and tacit relationships to obtain competitive advantages (Peteraf and Shanley, 1997). Despite the benefits of analysing the wine industry from this strategic point of view, the literature offers limited insight into strategic groups in the wine industry (Dressler, 2017;Downing and Parrish C.S.C, 2019;or Gilinsky et al, 2019). Dressler (2017) explored the value contribution of tourism in the context of strategic groups of wineries, and the findings suggest that tourism is highly relevant for many wineries to build a market profile.…”

Section: Applying Strategic Group Analysis To the Wine Industrymentioning

confidence: 99%

“…In sum, the most recent studies of the wine industry that deal with strategic behaviour have reported several important strategic learning needs and leadership capabilities (Gilinsky et al , 2019). These studies have shown that large, established wineries focus even more on entrepreneurial thinking than small, emerging wineries.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Modelling the group dynamics in the wine industry

Penagos-Londoño

Ruiz‐Moreno

Rubio

2022

IJWBR

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Purpose One of the main difficulties for wine managers is understanding and interpreting how some strategies and company behaviours could affect firms’ performance. This study aims to contribute to improve these concerns by examining the evolution of the competitive wine industry structure over time using the strategic group membership dynamics approach. Design/methodology/approach This study empirically analyses a data set spanning the period 2004–2014 to identify the strategic groups in the Spanish wine industry and to model their evolution over time. A time inhomogeneous hidden Markov model (HMM) is used for this purpose. Findings Three strategic groups are identified: Young Makers, Quality Lovers and Major Players. Young Makers are small wineries that produce low-quality wines. They are not part of a collective brand – Protected Designation of Origin – and do not invest in marketing campaigns. Quality Lovers produce the highest quality wines but offer a narrow assortment. They invest modestly in advertising, and most of them belong to a Protected Designation of Origin. Major Players produce medium-quality wines, offer a wide assortment and invest heavily in advertising. The groups seem stable over time. Practical implications The results show that strategic group analysis can be used to identify and compare patterns of strategic activity within the wine industry, providing a better understanding of the competitive environment. Originality/value No previous studies have analysed the competitive structure of the Spanish wine industry. This study delineates the structure of this industry using strategic groups, which is supported by a valid econometric model. Therefore, from a theory base perspective, this study adds new evidence to the stream of research on strategic groups by investigating their evolution over time in the wine industry and the effect of strategic group membership on performance.

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