Hostname: page-component-586b7cd67f-t7czq Total loading time: 0 Render date: 2024-11-28T16:21:56.695Z Has data issue: false hasContentIssue false
  • English
  • Français

Growth Models in the New Zealand Wine Industry: Some Case Study Evidence

Published online by Cambridge University Press:  28 September 2015

Mike Beverland  and
Lawrence S Lockshin
Mike Beverland
Affiliation:
Department of Marketing, Monash University, PO Box 197, Caulfield East, VIC 3145, Australia, Email: [email protected]
Lawrence S Lockshin
Affiliation:
Wine Marketing, University of South Australia, GPO Box 2471, Adelaide SA 5001, Australia, Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

One 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.

Type
Research Article
Information
Journal of Management & Organization , Volume 7 , Issue 2 , 2001 , pp. 20 - 29
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2001

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Adizes, I (1988) Corporate Lifecycles New York: Prentice-HallGoogle Scholar
Bank of New Zealand, (1999) Bank of New Zealand Wine and Grape Industry Statistical Annual Auckland: Wine Growers of New ZealandGoogle Scholar
Beal, RM (2000) ‘Competing Effectively: Environmental Scanning, Competitive Strategy, and Organisational Performance in Small Manufacturing Finns’ Journal of small Business Management Vol 38 No 1 pp 27–47Google Scholar
Beverland, MB (1999) ‘Shakeout! Will Small Wineries Survive in the Global Wine Trade? New Zealand Strategic Management Vol 4 No 2 pp 31–39Google Scholar
Beverland, MB and Bretherton, PB (1998) ‘The Evolution of Strategy in Medium and Large Auckland (New Zealand) - based Wineries’ Journal of Wine Research Vol 9 No 1 pp 43–54CrossRefGoogle Scholar
Chandler, AD (1962) Strategy And Structure: Chapters In The History Of The Industrial Enterprise Massachusetts: MIT PressGoogle Scholar
Dodge, RH and Robbins, JE (1992) ‘An Empirical Investigation of the Organisational Life Cycle’ Journal of Small Business Management Vol 30 No 1 pp 27–33Google Scholar
Downs, A (1966) Inside Bureaucracy Boston: Little, Brown and CoGoogle Scholar
Eisenhardt, K (1989) ‘Building Theories from Case Study Research’ Academy of Management Review Vol 14 No 4 pp 532–550CrossRefGoogle Scholar
Greiner, LE (1972) ‘Evolution and Revolution as Organisations Grow’ Harvard Business Review 07-August pp 37–46Google Scholar
Hanks, SH (1990) An empirical examination of the organisation life cycle in high technology organisations Ph.D. Dissertation University of UtahGoogle Scholar
Hanks, SH, Watson, CJ, Jansen, E and Chandler, GN (1993) ‘Tightening the Life-cycle Construct: A Taxonomic Study of Growth Stage Configurations in High-technology Organisations’ Entrepreneurship Theory and Practice Vol 18 No 2 pp 5–24CrossRefGoogle Scholar
Hannan, MT and Freeman, J (1977) ‘The Population Ecology of Organisations’ American Journal of Sociology Vol 8 No 2 pp 929–964CrossRefGoogle Scholar
Johnston, WJ, Leach, MP and Liu, AH (1999) ‘Theory Testing Using Case Studies in Business-to-Business Research’ Industrial Marketing Management Vol 28 No 3 pp 201–213.CrossRefGoogle Scholar
Kazanjian, RK (1988) ‘Relations of Dominant Problems to Stages of Growth in Technology-based New Ventures’ Academy of Management Journal Vol 31 No 2 pp 257–279Google Scholar
Kazanjian, RK and Drazin, R (1989) ‘An Empirical Test of a Stage of Growth Model Progression Model’ Management Science Vol 35 No 12 pp 1489–1502CrossRefGoogle Scholar
Kimberly, JR, Miles, RH and Associates (1980) The Organisational Life Cycle: New Perspectives for Organisational Theory and Research New York: Jossey-BassGoogle Scholar
Levie, J and Hay, M (1998) ‘Progress or Just Proliferation? A Historical Review of Stages Models of Early Corporate Growth’ Working paper London Business SchoolGoogle Scholar
McMahon, RGP (1988) ‘Stage Models of SME Growth Reconsidered’ Small Enterprise Research Vol 6 No 2 pp 20–36CrossRefGoogle Scholar
Miller, D and Friesen, PH (1983) ‘Successful and Unsuccessful Phases of the Corporate Life Cycle’ Organisation Studies Vol 4 No 4 pp 339–356CrossRefGoogle Scholar
O'Farrell, PN and Hitchens, D (1988) ‘Alternative Theories of Small-firm Growth: A Critical Review’ Environment and planning Vol 20 pp 1365–1383CrossRefGoogle Scholar
Penrose, ET (1959) The Theory Of The Growth Of The Firm Oxford: Oxford University PressGoogle Scholar
Quinn, RE and Cameron, K (1983) ‘Organisational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence’ Management Science Vol 29 No 1 pp 33–51CrossRefGoogle Scholar
Rabobank, , (1999) The World Wine Business Netherlands: Rabobank International NetherlandsGoogle Scholar
Robinson, J (1999) The Oxford Companion to Wine Second Edition Oxford: Oxford University PressGoogle Scholar
Scott, BR (1971) ‘Stages of Corporate Development - Parts 1&2Intercollegiate Case ClearingHouse Case No. 9-371-294Google Scholar
Swaminathan, A (1995) ‘The Proliferation of Specialist Organisations in the American Wine Industry, 1941-1990 Administrative Science Quarterly Vol 40 No 4 pp 653–681CrossRefGoogle Scholar
Strauss, AL and Corbin, J (1990) Basics Of Qualitative Research: Grounded Theory Procedures And Techniques Newbury Park: SageGoogle Scholar
Timmons, JA (1999) New Venture Creation: Entrepreneurs hip For The 2 ist Century (5/E) New York: Irwin-McGraw-HillGoogle Scholar
Tushman, ML and Romanelli, E (1985) ‘Organisational Evolution: A Metamorphosis Model of Convergence and Reorientation’ in Cummings, LL and Staw, BM (eds) Research in Organisational Behavior Vol 7 New York: JAI Press pp 171–222Google Scholar
Van de Ven, AH and Poole, MS (1995) ‘Explaining Development and Change in Organisations’ Academy of Management Review Vol 20 No 3 pp 510–533CrossRefGoogle Scholar
WINZ, (1999) 1999/00 Half Year Statistical Review, Auckland: Wine Institute of New ZealandGoogle Scholar