Abstract
The international wine landscape has undergone dramatic changes over the past 20 years. The two-dimensional wine industry models of the 1980s and 1990s, based on 'national set-perspectives', are failing to address the new and very complex landscape now emerging. A true globalisation of the wine industry is creating a myriad of challenges and opportunities for multinationals and SME wine firms alike. Most importantly, however, it is creating the need for a significant reconfiguration of national industries to accommodate the internationalisation of production, supply chains, distribution, marketing and consumption. This paper assesses and comments on these changes within an organisational ecology framework. It compares and contrasts the different organisational structures within New and Old World wine industries, examines their contributions to the internationalised landscape, and proposes alternative pathways within this multidimensional and fluid sector.
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