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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: Michael.Bebeverland@BusEco.monash.edu.au
Lawrence S Lockshin
Affiliation:
Wine Marketing, University of South Australia, GPO Box 2471, Adelaide SA 5001, Australia, Email: Larry.Lockshin@unisa.edu.au
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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

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