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This study aims to contribute to the debate on the firm’s innovative determinants. Drawing on the relevance of internal resources, such as the knowledge base, in developing the innovative practices, it also considers the multiplier effect of network competence, defined as the ability to develop and consciously manage relationships with other actors in the territory.

The study is based on data obtained from personal interviews with managers and oenologists from the wineries that adhered to the Protected Designation of Origin in the Alicante province/region.

The results confirm the positive effect of the knowledge base. In addition, it shows that increased competence in managing the firm’s relational context allows it to obtain external knowledge inputs, which, combined with internal knowledge, benefits its innovative practices.

This study contributes to a better understanding of how companies can improve their innovation by combining internal knowledge with developing and strengthening links with other agents in the territory.

Taking the dialogic organizational development perspective, this study aims to investigate the framing processes when engaging in dialogue for strategy implementation and how these enable the evolution of implementation opportunities.

Through a qualitative exploratory study conducted in a large multinational, the authors analyse the dialogue and interactions among 25 dyads when identifying opportunities to contribute to strategy implementation. The data analysis relies on a process-coding approach and linkography, a valuable protocol analysis for identifying recursive interaction schemas in conversations.

The authors identify four main framing processes – shaping, unveiling, scattering and shifting – and provide a framework of how these processes affect individuals’ mental models through increasing the tangibility of opportunities or elevating them to new value hierarchies.

From a theoretical perspective, this study contributes to the strategy implementation and organizational development literature, providing a micro-perspective of how dialogue allows early knowledge structures to emerge and shape the development of opportunities for strategy implementation.

From a managerial perspective, the authors offer insights to trigger action and change in individuals to contribute to strategy when moving from formulation to implementation.

Rather than focusing on the structural control view of strategy implementation and the role of the top management team, this study considers strategy implementation as a practice and what it takes for organizational actors who do not take part in strategy formulation to enact and shape opportunities for strategy implementation through constructive dialogue.