Search

This study examines how an established wine tourism subarea continues to adapt to an increasingly competitive wine tourism destination market from the perspective of wineries in Spain's Rioja Alta subarea. Furthermore, aligned with the chosen inductive approach, the study develops a reflective model through considering the dynamic capabilities approach as a theoretical foundation to examine the various dimensions affecting wine tourism. Semi-structured, face-to-face interviews with predominantly winery managers, on-site observations were conducted. In addition, wineries' archival information was examined. Strong alignment between wineries' strategies and reconfiguration/transformation were revealed. This dynamic capabilities-related cluster was manifested through "customisation," where wineries offered unique product/service elements, thereby adding value to the winery visitation. The developed model highlights important implications for the long-term competitiveness of a region's wine tourism. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine adaptation to a dynamic business environment from the perspective of family and non-family firms. Furthermore, the study provides a comparative component and proposes a theoretical framework to understand firm adaptation, incorporating the dynamic capabilities approach. Design/methodology/approach: Semi-structured, in-depth, face-to-face interviews were undertaken predominantly with firm owners and managers of family and non-family-owned firms operating in Western Australia. Findings: Regardless of firms' family or non-family background, valuable, rare, imperfectly imitable and non-substitutable attributes were strongly associated with both groups. Moreover, expertise, tacit and new knowledge, innovation or established brand image emerged as key adaptive responses to challenges posed by new trends, consumer expectations, increased demand or competition. These attributes allowed firms to sense and seize opportunities, and experience transformational processes to remain competitive. Implications of the findings and future research directions will be discussed. Originality/value: First, and empirically, the study's objectives contribute to addressing extant research gaps, including scant research on methodologies and innovative approaches used by family firms to adapt to contemporary challenges. Thus, the study complements entrepreneurship scholarly discourses on firms' adaptation. Second, the chosen inductive approach results in the development of a framework, which also exhibits various relationships with the adopted dynamic capabilities approach. Both the findings and the developed framework enhance the understanding of adaptive behaviour among both family and non-family firms. Finally, the study contributes to the literature examining firms operating in geographically dispersed and isolated regions. [ABSTRACT FROM AUTHOR]

This study examines the journey of micro and small firm owners/managers of hospitality firms through the global financial crisis. This journey includes measures of firm success and performance supporting firms in the aftermath of the event. The study draws on a sample of mainly hospitality firms in Greece and Cyprus, and considers conceptual tenets of the dynamic capabilities framework. Key dimensions associated with firm success and firm performance following the crisis were revealed. For instance, the 'value' dimension emerged through measures of financial management, intrinsic, knowledge-based, strategic, and by adding value to consumers' experience. Furthermore, strong firm performance was mainly perceived as a result of learning from mistakes or managing time efficiently, while counting on government or financial institutions was associated with poor firm performance. The study has various practical and theoretical implications, including through the proposal of a conceptual framework, where the findings and dynamic capabilities approach converge. • Examines micro-small firms' journey through the GFC. • Studies firms operating in two of the most GFC-affected nations. • Extends the dynamic capabilities approach in hospitality settings. • Develops various propositions and a theoretical framework. • Discusses both theoretical and practical implications. [ABSTRACT FROM AUTHOR]