Access the full text.
Sign up today, get DeepDyve free for 14 days.
Jin Han, Namwoon Kim, R. Srivastava (1998)
Market Orientation and Organizational Performance: Is Innovation a Missing Link?Journal of Marketing, 62
John Narver, S. Slater (1990)
The Effect of a Market Orientation on Business ProfitabilityJournal of Marketing, 54
André Beaujanot, L. Lockshin, P. Quester (2004)
Distributors' Business Characteristics, Buyer/Seller Relationship and Market OrientationJournal of Marketing Channels, 12
Nils-Erik Aaby, S. Slater (1989)
Management Influences on Export Performance: A Review of the Empirical Literature 1978‐1988International Marketing Review, 6
C. Rodriguezcano (2004)
A meta-analysis of the relationship between market orientation and business performance: evidence from five continentsInternational Journal of Research in Marketing
R.E. Miles, C.C. Snow
Organizational Strategy and Process Structure
Rohit Deshpandé, J. Farley (1999)
Executive Insights: Corporate Culture and Market Orientation: Comparing Indian and Japanese FirmsJournal of International Marketing, 7
P. Thirkell, R. Dau (1998)
Export performance: success determinants for New Zealand manufacturing exportersEuropean Journal of Marketing, 32
(2002)
The wine industry, wine tourism
Desalegn Gebrekidan, G. Awuah (2002)
Interorganizational cooperation: a new view of strategic alliances: The case of Swedish firms in the international marketIndustrial Marketing Management, 31
Henry Mintzberg (1973)
Strategy-Making in Three ModesCalifornia Management Review, 16
R. Deshpandé, J.U. Farley
Understanding Market Orientation: A Prospectively Designed Meta‐Analysis of Three Market Orientation Scales
R. Evered (1983)
So what is strategy?Long range planning, 16 3
Rohit Deshpandé, J. Farley (1996)
Understanding market orientation : a prospectively designed meta-analysis of three market orientation scales : working paper
H. Gatignon, J. Xuereb (1997)
Strategic Orientation of the Firm and New Product PerformanceJournal of Marketing Research, 34
Aussie wine success
Thomas Ritter, H. Gemünden (2003)
Interorganizational relationships and networks: An overviewJournal of Business Research, 56
A. Jolley
The wine industry, wine tourism and tourism in General. TIAC report Directions for Industry Policy in Western Australia Within the Global Knowledge Economy
T. Williams (2005)
Cooperation by design: structure and cooperation in interorganizational networksJournal of Business Research, 58
S. Williams (2004)
the Effect of
Rajdeep Grewal, P. Tansuhaj (2001)
Building Organizational Capabilities for Managing Economic Crisis: The Role of Market Orientation and Strategic FlexibilityJournal of Marketing, 65
W. Bearden, R. Netemeyer, M. Mobley (1993)
Handbook of Marketing Scales: Multi-Item Measures for Marketing and Consumer Behavior Research
P. Sheehan, J. Houghton, A. Jolley, R. Johnston, P. Morris (2002)
Directions for Industry Policy in Western Australia within the Global Knowledge Economy: Sustainable Prosperity through Global Integration
F. Manu, V. Sriram (1996)
Innovation, marketing strategy, environment, and performanceJournal of Business Research, 35
V. Wood, K. Robertson (1997)
Strategic orientation and export success: an empirical studyInternational Marketing Review, 14
S. Slater, John Narver (1995)
Market Orientation and the Learning OrganizationJournal of Marketing, 59
O. Collins, D. Moore
The Organization Makers
P. Doyle, G. Hooley (1992)
Strategic orientation and corporate performanceInternational Journal of Research in Marketing, 9
L.G. Hrebiniak
Complex Organizations
Su Chan, John Kensinger, Arthur Keown, John Martin (1997)
Do strategic alliances create valueJournal of Financial Economics, 46
J.L. Giannelloni, E. Vernette
Etudes de Marché
R. Miles, C. Snow, A. Meyer, H. Coleman (1978)
Organizational strategy, structure, and process.Academy of management review. Academy of Management, 3 3
D. Telfer (2001)
Strategic alliances along the Niagara Wine Route.Tourism Management, 22
A. Beaujanot, L. Lockshin, P. Quester
Distributors' business characteristics, buyer/seller relationship and market orientation: an empirical study of the australian wine export industry
A. Joyal (2006)
La guerre des vins. L'affaire Mondavi, 19
G. Day (1999)
The Market Driven Organization: Understanding, Attracting, and Keeping Valuable Customers
Q. AndreBeaujanot, L. Lockshin, P. Quester (2006)
Delivering Value: Market Orientation and Distributor Selection in Export Markets, 16
Ajay Kohli, Bernard Jaworski (1990)
Market Orientation: The Construct, Research Propositions, and Managerial ImplicationsJournal of Marketing, 54
P. Doyle (1994)
Marketing Management and Strategy
Purpose – The success of the Australian wine industry is well documented. However, there have been few comparative studies of the reasons for this success as compared to Australia's main competitors. Most of the anecdotal evidence and trade publications focus on “value for money” and fruit‐driven wines, without looking at how the Australian wine businesses operate. The purpose of this paper is to investigate the external environment in France and Australia as one of the drivers for Australian wine sector success. Design/methodology/approach – In‐depth interviews with two French and two Australian wineries and a review of the literature led to a series of hypotheses about the role of market orientation, strategic orientation, innovative and entrepreneurial environment orientation, constraining legislation, industry infrastructure usage, industry plan support, and interorganizational collaboration as factors differentiating the two countries. An online survey of wineries in the two countries resulted in a sample of 82 French and 63 Australian responses. An analysis of variance revealed significant differences between Australian wineries as compared to the French. Findings – Australian wineries rated themselves higher in market orientation, growth strategy, export proactiveness, perceived innovative environment, perceived entrepreneurial environment, more interorganizational collaboration, and less perceived constraining legislation. Practical implications – These results not only provide some basis for Australia's success in wine exporting, but also add to the literature on the effect of the external environment on business performance. Originality value – Wine exporting countries can use the results to help shape policy for creating a more conducive environment for exporting wine.
International Journal of Wine Business Research – Emerald Publishing
Published: Mar 27, 2007
Keywords: Market orientation; Business performance; Wines; Australia; Export markets
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.