The evolution of strategy in medium and large Auckland (New Zealand)‐based wineries

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Abstract
The aim of this research is to analyse the strategic direction of the New Zealand wine industry. We argue that, contrary to dominant management theories, success is in no way guaranteed. Building on the work done by Greiner, we argue that many family‐owned wineries are currently experiencing a crisis of control that is hindering their future prospects for growth. In order to be viable in the future, these wineries will need to make use of new sources of capital and human resources regardless of bloodline.

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