Abstract
AbstractOne of the most dominant models for explaining organisational growth is that of organisational lifecycles. Drawing parallels with biology, life cycle theorists argue firms are born, grow, mature and decline. Despite a proliferation of models of organisational lifecycle, there is little empirical support for their general validity. The present study builds a four-stage model of organisational life cycle based on case study research in the New Zealand wine industry. Far from being driven by internal pressures, these cycles seem to be related to the demands of the global wine market, as well as the strategy chosen by each firm.
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