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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]

This study draws on the insights of dynamic capabilities and stakeholder theory to examine the existing and potential ramifications of the COVID-19 crisis for businesses involved in gastronomic and wine tourism experiences and their surrounding community. Moreover, this study is primarily concerned with how businesses strive for survival, and how business-community relations ensue during this unprecedented situation. Data gathered from ten businesses providing wine and food experiences in Mendoza, Argentina, one of the Great Wine Capitals, first reveal eight different dimensions associated with ways in which firms confront the ongoing crisis. The operational pillar, innovation-based, and aspects within firms' control emerged as the most predominant. In addition, three dimensions concerning business-community interactions, namely, the direct and indirect supporter, and the mediator-negotiator-collaborator, were identified. A resulting theoretical framework is proposed. Given the unprecedented nature of the current crisis, the study has important practical and theoretical implications for tourism-hospitality firms. [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]