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What types of wine business practices have the most impact on employee productivity, leading to profitability? This qualitative study attempts to answer this question based on interviews and survey data from 109 winery and vineyard operations across the US. A total of 33 management practices were identified using a qualitative content analysis methodology; including the major categories of management communication, hiring, training, and positive incentive systems. Results suggest areas for future research, as well as simple and cost‐effective management practices which wineries and vineyards can implement now.

Recent marketing debates in the wine industry highlight two distinct viewpoints on how new wine consumers are created — through lifestyle choices or via lifecycle maturity. Qualitative research with a quota sample of American wine drinkers suggests that lifestyle choice is the more reliable source for new wine consumers. Based on the research results, several wine lifestyle options are identified and described. In addition, suggestions for further quantitative research models are recommended, as well as marketing strategics to capitalise on the wine lifestyle selections.

Does executive coaching really work? Does it help improve leadership effectiveness and productivity? This action research study answers these questions by tracking the progress of 281 executives participating in a six‐month coaching and 360 feedback process. The results suggest that the combination of multi‐rater feedback and individual coaching do increase leadership effectiveness up to 60 per cent ‐‐ according to direct report and peer post‐survey feedback. Implications of the results for future executive development programs are discussed, and specific recommendations are provided.

Spanish wine sales have grown quite rapidly in the US market during the past few years. The purpose of this paper is to examine this trend, discuss potential reasons, and identify opportunities for maintaining and increasing Spanish wine sales in the US market.

The objectives are achieved by analyzing ACNielsen scan data from 2002 to 2005 and other secondary data on US wine consumers and trends.

The results indicate that Americans perceive red Spanish wine quite positively and are moving up in price point expenditures. However, sales of Spanish white wines remain rather fixed at specific price points. In addition, Spanish wine is losing market share to other imported wines, except for certain price points, but is performing well against US wines.

This paper suggests ten opportunities for maintaining and/or increasing Spanish wine sales in the US market. Many of these suggestions are also useful for other countries desiring to export wine to the US.

This paper is one of the first of its kind to provide an in‐depth analysis of ACNielsen Scan data on Spanish wines sales in the USA. In addition, it provides extensive information on the US wine market, trends, and new market segments such as the Millennial and Hispanic markets.

A radical set of social and structural shifts in the last years has transformed the world, bringing a confusing order that few have been able to predict. Common sense information and myths about Millennials’ generation define them as being very homogeneous and different from other generations, which would be already a complex dimension to analyze. However, the complexity increases according to some studies that suggest that other generations have a flawed perception of Millennials. Based on this, the purpose of this chapter is to assess the self-image Millennials regarding consumption behavior and compare it with how they are perceived by other generations, namely, Boomers and Generation Xers. Identifying and understanding the differences could assist in improving the ability to market to them. To conduct this study, a survey was developed to collect data from each group of interest located in the same institutional setting to avoid institutional distance. The constructs included were Technology Savviness, Social Responsibility, Environmental Concern, Status Consumption, and Brand Loyalty. The final sample consisted of 342 participants where 182 were Millennials (53.8%) and the remaining 160 were either Baby Boomers or Generation Xers (42.8%). The current results support the idea of differences between self and other perception, although not in every dimension. The results show that Millennials and older generations have different perceptions regarding Millennial technology savviness, social responsibility, status consumption, and brand loyalty. Environmental concern was the only dimension where the self-opinion of Millennials did not differ from the other generations. Current findings are pertinent because differences in Millennial’s behaviors are important for companies addressing international markets. These results challenge research conducted in other cultural landscapes and call for the need to validate the typical pattern, which lays over the idea that there are significant differences among Millennials’ self-perception and perception of others about them. Because this information provides useful knowledge for brands to become more effective, it is crucial for managers of companies conducting business in a global context to be acquainted with it. This will promote the possibilities to create and maintain close relationships with the Millennials, taking into account the institutional setting in which they grew up. Finally, this study emphasizes the importance of environmental concerns in the current world, which may have the power to unite different generations for a single global cause, thus sorting out some of the confusion.

The purpose of this paper is to identify differences, if any, that exist in leadership style, behaviors, and competencies to drive performance between public/non‐profit and for‐profit organizational leaders.

The study describes the results of in‐depth interviews with leaders in small to medium‐sized organizations in California. Approximately half of the leaders work in non‐profit and public organizations, while the other half work in for‐profit companies.

The findings reveal both similarities and differences between the two groups.

The results are a first step in examining the key leadership competencies required for success in each sector and serve as a springboard for future research.

The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker's compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage.This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic HR (eHR) and outsourcing

This research explores differences in consumer behavior across generational cohorts, particularly focusing on customer loyalty. With Millennials becoming the largest generational cohort, it is crucial to understand loyalty variations, given that many loyalty programs were established during the Baby Boomer era. This study investigates two vital aspects for hotel companies aiming to enhance guest loyalty: antecedents to loyalty and loyalty program design.

In part 1, a loyalty model was tested using corporate social responsibility (CSR), personalization, brand identity, and trust as antecedents for customer loyalty in full-service hotels. The study developed models for the overall sample and each generational cohort. Part 2 explored generational preferences regarding commonly offered hotel loyalty program benefits.

The study revealed no significant differences across generational cohorts in the loyalty model. Antecedents had similar effects on loyalty creation across all three cohorts. In part 2, the four most desired benefits for all generations were upgrades, customized service, late check-out, and empathetic employees.

This research supports Millennials' loyalty to hotels and highlights the importance of benefits that offer immediate advantages during a stay, such as upgrades, late check-out, empathetic employees, and personalization. These findings emphasize the need for loyalty program designs that provide faster rewards and personalization options.

This study pioneers the examination of hotel customer loyalty models across three generations and evaluates loyalty benefits across these cohorts. The results hold significance for researchers and practitioners in the field.

The purpose of this paper is to examine the impact of a structured clinical leadership programme on healthcare professionals working within the British National Health Service (NHS). Clinical leadership is now regarded as essential in addressing the complex challenges in the NHS, yet few trainees of any healthcare discipline receive formal training. The study describes a peer-led evaluation of a year-long, multidisciplinary, experiential programme, the “Darzi Fellowship”, based in London.

An anonymous survey was analysed using a mixed-methods approach. Individual and collective experiences of fellows were evaluated, in particular the perceived impact the fellowship had on: the fellows themselves, their “host” organisation and the NHS as a whole.

A 90 per cent return rate was achieved. In all, 94 per cent reported that the experience had been valuable to them, 85 per cent feeling more empowered to effect change in healthcare systems. Crucial mechanisms to achieve this included increased self-awareness, personal reflection and the freedom to gain a greater understanding of organisations. Particular emphasis was placed on the value of developing clinical networks which promote collaboration across boundaries. Fellows emerged as more reflexive, critical and strategic thinkers.

This paper demonstrates the positive impact that clinical leadership training can have on participants, and the mechanisms by which future leaders can be created.

The novel, non-commissioned, peer-initiated and peer-led evaluation describes the personal experiences of fellows in a unique, multidisciplinary clinical leadership programme. The authors hope this will inform the development of future schemes in the NHS and provide learning for an international healthcare audience.

The purpose of this paper is to understand why the quality markets are expanding in some areas of food production, while struggling in others. Across agricultural markets in advanced industrialized economies, there are movements toward quality production and consumption. The author argues that the quality turn in beer, coffee, wine and other transformed artisanal food production are fundamentally different from the quality movements in primary food products. The heart of that difference lies in the nature of the supply chain advantages of transformed versus primary agricultural products.

The author applies convention theory to explain the dynamics within transformed agricultural quality markets. In these producer-dominant markets, networks of branded producers shape consumer notions of product quality, creating competitive quality feedback loops. The author contrasts this with the consumer-dominant markets for perishable foods such as produce, eggs, dairy and meat. Here, politically constructed short supply chains play a central role in building quality food systems.

The emergence of quality in primary food products is linked to the strength of local political organization, and consumers have a greater role in shaping quality in these markets.

Quality beer, coffee, wine and other transformed products can emerge without active political intervention, whereas quality markets for perishable foods are the outcome of political action.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-01-2020-0001.