This paper aims to investigate how family winegrowing businesses can be sustained across generations.
The authors engaged a multi-level case study approach. In total, 27 semi-structured interviews were conducted with three winegrowing firms in New Zealand. All family members (both senior and next generation) employed in each business were interviewed alongside non-family employees.
Three key dimensions – knowledge sharing, entrepreneurial characteristics and leadership attributes – were identified that can support successful successions in family winegrowing businesses.
The authors have generated a theory that enables academicians and practitioners to understand how family winegrowing businesses can be successfully sustained across generations. The authors argue that knowledge is a central feature in family firms where previous research combines knowledge with entrepreneurial orientation or the resources and capabilities of a firm.
