DDBA
Making wine and making successful wineries.pdf

Tactically organize based on whatever assets they

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tactically organize based on whatever assets they happen to have on hand to tackle immediate challenges they confront and that ultimately they get around to strategic organizing. As mentioned at the outset, new venture research which draws on resource-based theory is valuable because it offers the opportunity to uniquely understand the development of ex ante and ex post limits to competition that lead to sustainable performance. We know much already about starting up new ventures; we understand much less about how to start up new ventures that will be strategically sustainable over a long period. Thus, a renewed focus on strategic organizing and attendant strategic resource development over time in new ventures is warranted. For this reason, McKelvie and Davidsson (2009 , p. S66) then point out that: […] yet, little is known about the “black box” role of which specific resources affect different capabilities […]. Understanding how and where specific resources affect the value-creating ability of a new firm is a necessary condition for managers to make effective decisions concerning their own resource investments, but also for academics in deriving more accurate theory. More precise a priori theory would be helpful. Methodology The dearth of prior research on these questions suggests that an exploratory qualitative study is appropriate to develop initial insights and articulate a conceptual framework that extends resource-based theory. Following the recommendation of Eisenhardt and Graebner (2007 , p. 26) for “theory driven research […] to offer insight into complex social processes that quantitative data cannot easily reveal”, we draw upon firms in an industry that provide rich contrasts. We examine entrepreneurial growth in the wine IJOA 24,1 126 Downloaded by Walden University At 08:05 13 November 2018 (PT)
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industry in North Carolina. Since the 1990s, the industry has taken off with significant growth in the past decade, driven in part by an emerging interest by local entrepreneurs and investors in the state as a winemaking region. There are currently 109 wineries in the state and only 4 have failed over the past 20 years, a low mortality rate for new startups in an industry where both local and national legitimacy are difficult to gain. Our research was principally ethnographic with interviews conducted with owners, general managers and winemakers in wineries in the Piedmont region of North Carolina between 2005 and 2011. The extended data collection period allowed us to meet with newly organizing ventures as well as others at various developmental stages. For theoretical sampling, Eisenhardt and Graebner (2007 , p. 27) recommend that sampling should focus “more on the contribution to theory development within the set of cases. That is, multiple cases are chosen for theoretical reasons such as replication, extension of theory […]”. We used three criteria to select our sample: (1) recently started up (within the past four years); (2) the owner was still actively involved in the management of the winery; and (3) we sought variation in size (e.g. cases produced, sales revenue).
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