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The Italian legislature GAVE to the Italian Competition Authority has an increasingly prominent role for the consumer protection over the years, especially giving the possibility to impose fines against companies. The purpose of this paper is to focus on the Italian system of consumer protection, studying the impact of these fines on the Italian agrifood companies till 2012.

Grounded theory approach was used in order to formulate new hypothesis from emerging data. Information and data were collected through several sources: interviews with key informants of ICA, secondary data from ICA database, a survey run among companies that received a penalty from ICA during the period 2007-2012, companies website, LexisNexis database and National print and web media titles.

From the analysis it emerges that there is an accurate system planned for avoiding and limiting misleading practices. Firms in fact have been capable to adapt to the set of imposed rules and to reduce the efficacy of the proposed dissuasive system.

The originality of this study regards the way in which the consumer protection was investigated, in fact it takes into account the relationships between ICA and IAP, two of the most important players of consumer protection in Italy. Moreover, the study is focussed on the agrifood sector. The authors give some recommendations for future interventions focussing on the length of time of the process, which could have a positive impact on the effectiveness of sanctions.

This purpose of this paper is to introduce a research model inspired by the basic principles of experiential research and apply it to the food and beverage industry. Thinkers and doers often do not speak the same language: many scholars have pursued the goal of reducing the gap between academicians and practitioners by introducing new research models or adapting existing ones. Two case studies with wine and olive oil producers illustrate how the model works and highlight its applicability. Background literature is provided to support the model.

In defining the model, we have followed several steps. First, we searched the literature to identify research needs and insights that might be useful in formulating the model. Second, we constructed a model following some procedural steps suggested in the literature. Third, we tested a model to verify its applicability and functionality. The paper is structured as follows: the first section explores the issue of academic–practitioner collaboration to identify the obstacles to effective collaboration and to define possible benefits from reducing the gap. The second section presents background literature on methodologies for enhancing cross-profession collaboration. Finally, the model is described and two case studies are described to flesh out how the model works.

According to our experience and research results, this model is, paraphrasing Phillips (1987), “warrantable” because it proposes continuous reflection to improve the alignment between thinkers and doers: this method of conducting research is objective and bridges the gap between researchers and practitioners. Because this model centres on experience, participant behaviours and beliefs can be elicited about a host of nondurable goods. Having entrepreneurs put themselves in the consumers’ position, and providing them the results of their experiment can be considered the real value added of this approach. The model proposed in this paper opens a wider perspective in qualitative research, and the two case studies demonstrate that it is particularly flexible for adaptation to various businesses.

More case studies could be useful to demonstrate the validity of this model. Particularly, a longitudinal case study aiming at collecting data about the participants’ feedback in the long run could help in understanding the deep value of the proposed model.

While this paper illustrates two applications of the model with entrepreneurs and managers of the wine and olive oil industry, this model offers potential for analysis not only in the food and beverage sector but all fast-moving consumer goods sectors, as it can be adapted to techniques other than sensory analysis once researchers have confirmed that they fit with the aim of the research and the peculiarities of the problem observed.

Tools and methodologies must be chosen according to the type of business the problem refers to, and, while this presents a considerable challenge in organizing ad hoc research teams, it also offers an opportunity for an interdisciplinary approach and an exchange of knowledge and skills from different research fields. In this case, the choice of research methodology is much more driven by the real needs that emerge from the phenomenon observed, rather than by the researchers’ specific skills.

This paper has helped us broaden our perspective on research and has encouraged us to reflect on critical issues such as validity of a research process and usefulness of research. Some questions about the role of research in relation to practitioners are still open, but we think that this work has the merit of further highlighting the importance of bridging the gap between researchers and practitioners during research, and the usefulness being flexible and open-minded when carrying out an investigation.

This purpose of this investigation is to compare the perceptions of competitive advantage through cost leadership and differentiation with sustainable practices of wineries from the USA, Italy and Spain.

Data are collected via self-report web-based surveys in California, Tuscany and Catalonia in 2010-2011 during a severe economic downturn in the wine industry.

Of the 260 respondents among the three country samples, over 75 per cent are family-owned and family-managed. Respondents indicate who has implemented a clear business case for an Environmental Management System (EMS) and who has not. Benefits and challenges of implementing sustainability practices are also addressed.

A comparable percentage of respondents across the three countries indicated a “clear business case for EMS”. Wineries in all three countries perceive that they have competitive advantage through implementation of EMS and commitment to sustainable practices. Top perceived benefits for respondents from the USA and Italy are focused on cost reduction strategies, while top perceived benefits for Spanish respondents are focused on differentiation strategies.

Activities that create competitive advantages for wine businesses in different countries are understudied; this research bridges that gap.

Researchers into entrepreneurial strategy have overlooked the impact of small vs big investments on a venture's return on investment (ROI). The purpose of this paper is to investigate to what extent does entrepreneurial behavior impact initial investment size and the return on that investment?

This investigation summarizes research into entrepreneurial leadership behavior and uses data from longitudinal case studies of four innovative start‐up wine businesses in California, India, and Italy.

Investment size and ROI appear to be related to entrepreneurial behavior.

Lead entrepreneurs must develop both technical competence and social networking skills to achieve small wins, i.e. early if only modest ROI.

This paper develops a model consisting of several testable propositions to measure the impact of entrepreneurial behavior on ROI.

The purpose of this paper is to investigate innovation practice of small family firms. Top management teams’ styles, their strategic orientations, and perceptions of external environment promote or deter innovation.

Ten Tuscan and ten Californian family wineries are investigated via questionnaire and in‐person interviews to develop longitudinal case studies describing barriers or incentives to innovate.

Changes in processes, products, or market orientations are subordinated to how top managers perceive internal and external pressure to implement innovation.

This exploratory research proposes a model depicting the extent to which location impacts the selected variables.

The purpose of this paper is to give some enlightenments on value innovation in the wine industry and, more specifically in the US wine market, in order to suggest new strategic options to Italian wineries.

After having provided a theoretical framework about value innovation and the US Premium Bag in Box (PBIB) wine market, a case study about a leading firm is presented.

The adoption of a new packaging concept may help traditional Italian wineries to develop their sales. Understanding the dynamics and benefits of value innovation, would help wineries in getting over the obstacles for introducing innovation, and developing a truly perception of consumers' preferences and new managerial skills.

This research implies new studies in consumers' perceptions and willingness to pay for Italian wines in the USA. On the firms' side, it is important to understand wineries costs and organization structure in order to evaluate the possibility of new packaging introduction. Understanding the dynamics of value innovation in the wine industry would lead to gain a competitive advantage. Further researches should focus on the linkage between firms' structure and resources and the paths they choose to adopt.

This paper can offer a valid suggestion for those firms whose export is suffering “New World” wineries aggressive strategies. Through PBIB wineries can adopt a “me‐too strategy” or develop a further niche in this market. According to the strategy chosen, wineries have to face many concerns, mainly pertaining to finances, organization, and production.

Value innovation and its exploitation under a strategic viewpoint have not been deeply considered in wine business literature.

The purpose of this paper is to examine the case of the Italian Food Bank Foundation, highlighting how ongoing global and European challenges are pushing the organization to adapt and change. The paper aims to identify the new role that the Italian Food Bank should play in response to these new challenges.

A case study was developed. Data were collected through the combination of a survey and in depth interviews with people working for the organization.

Although the Food Bank has done a lot to improve its delivery of food aid and to respond to changing needs, it appears that the organization has not pursued a clearly defined strategy, and thus it should adopt a strategic mindset.

The paper provides details on the Italian Food Bank and the importance of adaptation to and management of change. Moreover this is the first attempt to describe the work of the Fondazione Banco Alimentare Onlus for an international readership.