Abstract

Research into ‘market-shaping’ – the deliberate shaping by firms and other actors of market behavior, structures, expectations and practices – has primarily taken either system-level or micro-level practice perspectives. Instead, this research focuses on ‘collective market work’ – the orchestrated purposeful actions of a collaboration to shape a market. In synthesizing the social emergence paradigm and the institutional work framework, this study examines the different types of market work undertaken as a meso-level collective evolves. Drawing on primary and secondary data, this paper explores the historic case of a collaboration by small New Zealand wineries to gain acceptance of the screwcap closure on premium wine in the early 2000s. We find collective market work travels through three stages: ‘coalescing,’ ‘legitimizing,’ and ‘using market clout.’ Each stage functions as an intermediate frame within the market system, progressively enabling and emboldening the collaborators to take action and impact increasing numbers of larger actors and market gatekeepers.

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