Internal resources as tools to increase the global competition: the Italian wine industry case

Abstract

PurposeThe purpose of this paper is twofold: first, it identifies distinct organizational models in a sample of small and medium enterprises operating in the Sicilian wine industry; and second, it identifies the key factors enabling a superior export success.Design/methodology/approachInternal resources were analyzed theoretically in order to achieve the aims of the study. Subsequently the empirical investigation was carried out administering a questionnaire to a sample of 102 wineries in Sicily, Italy. A cluster analysis was performed in order to group these firms into homogeneous categories.FindingsThe findings show that success in the international market is more common among wineries characterized by a larger physical and economic size, a longer experience in the international market, managed by entrepreneurs-owners who are highly educated and proficient in foreign language, and implement voluntary certifications.Research limitations/implicationsThe results need to be interpreted within the context of the study’s research design; more specifically, the reader should take into account that the study focuses exclusively on one industry and on one region (wine in Sicily).Practical implicationsThe findings offer a valid support for managers who could use this results to better focus their effort and choose the most appropriate strategy in order to improve their performance in foreign markets.Originality/valueVery few empirical studies have been carried out on the impact that internal and in particular organizational resources have on the firms’ organizational models operating in the wine industry.