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RESEARCH PRODUCT

Internal vs. external R&D teams: Evidences from the Italian wine industry

Georgia SakkaGian Luca GregoriMarcella GiacomarraAntonino GalatiS. M. Riad ShamsMaria Crescimanno

subject

Knowledge managementmedia_common.quotation_subjectCase studyN500Human capitalUnit (housing)Resource (project management)Settore AGR/01 - Economia Ed Estimo Rurale0502 economics and businessResource-based viewHuman capitalN400N100N200Reputationmedia_commonMarketingTransaction costTransaction costsTangible and intangible resourcesbusiness.industry05 social sciencesWineryInternationalizationIn-house investments050211 marketingbusinessResource-based view050203 business & managementReputation

description

R&D teams' internationalization attracts interests from different research-streams. However, the decision on what type of R&D structure is more convenient to invest in may differ, based on several factors, such as risk-taking propensity and internal resource availability. With an aim to enrich the extant literature and to provide practical insights for managers working in the wine industry, this case study explores the determinants of an Italian family-owned winery that attempts to keep a balance between its internal and external R&D teams' decision, using an integrated theoretical framework based on the transaction costs and the resource-based view theory. The optimal R&D solution based on an accurate costs vs benefits analysis leads the firm to hire highly qualified staff to manage its internal R&D unit, as well as to complement the unit with complementary resource that can be accessed through external R&D knowledge sources.

yearjournalcountryeditionlanguage
2021-05-01
10.1016/j.jbusres.2019.05.029