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Though geographically distributed teams are rapidly increasing in prevalence, empirical research examining the effect of distance on group process has not kept pace. In a study of 24 product development teams located within five companies, we attempt to bridge the gap between research and practice by comparing the amount of affective and task conflict reported in collocated versus geographically distributed teams. We further examine how conflict is impacted by shared team identity, cultural heterogeneity, and reliance on technology for communication. As hypothesized, shared team identity was associated with less task conflict within distributed, but not collocated teams. Similar effects were found for affective conflict, suggesting that a shared identity may help distributed teams to better manage conflict. Our results also suggest more task conflict on teams that rely heavily on technology to mediate their communications. In examining performance, we found some support for our hypothesis that conflict would be more detrimental for distributed than collocated teams.

Drawing on sociolinguistics, this chapter proposes an encoding–decoding perspective on evaluation, conceptualizing codes as interpretive schemas that are encoded by firms and decoded by audiences. A key element in this process is code complexity, denoting combinations of interdependent elements. We demonstrate that the evaluation of code complexity depends on the type of audience (professionals and laypersons) and the type of complexity (technological and aesthetic). We analyze the attribution of awards by professionals and the public in luxury watchmaking, featuring three mechanisms: the social embeddedness of audiences, their motivation for evaluation and supply-and-demand matching. The results attest to significant differences in the evaluation of technological and aesthetic code complexity by professionals and laypersons. There is a premium attributed to aesthetic code complexity by professionals and a premium attributed to technological complexity by laypersons. Finding the right type and level of code complexity to pursue in their offerings is a key strategic challenge for producers.

The purpose of this paper is to examine the influence of wine closure types on the quality perception of wine consumers in a traditional wine market, combined with the willingness to pay for red and white wines in bottles closed with screw caps compared with that for wines in bottles with a cork closure.

An online experiment with 436 Austrian wine consumers was conducted in a two-by-two between-groups design. To assess the quality of Austrian red and white wine, quality indicators such as origin, grape variety, awards, the content of residual sugar, vintage, geographical indication, ageing potential, organic certification, vineyard designation and brand (producer) have been applied. Furthermore, different involvement levels as well as willingness to pay were taken into consideration.

Contrary to earlier findings, results confirm that Austrian consumers do not generally perceive wines (both red and white) in a screw cap bottle to be lower or different in quality from those in a cork-closed bottle. However, consumers expect red and white wines in bottles with a cork closure to be higher in price than wines in bottles with a screw cap. Among established quality indicators, the present analysis shows that price is the strongest cue for quality when it comes to wines and indicates that wines in bottles closed with corks and bearing a higher price tag are considered to be of higher quality.

This research comes with limitations, such as the absence of sensory differences. Moreover, the research design is based exclusively on the description of wines and a limited set of quality indicators and does not involve the actual tasting of wines.

Outcomes suggest that in the strategic positioning of wines, the difference in wine consumers’ quality perceptions between wine bottles with screw caps and cork closures plays a smaller role than anticipated. Findings are relevant for practitioners, particularly in old-world wine markets where cork is still seen as the closure of choice for higher-quality wines.

The results of this survey contribute to understanding consumers of an established old-world wine market and their attitudes towards alternative bottle closure types such as screw caps. It adds new insights to the research stream of the quality perception of wines.

The purpose of this paper is to show that consumer education in the form of information can effectively overcome adoption barriers to new and innovative wine packaging. This effectiveness depends on both the degree in packaging innovation and the level of consumer involvement.

The paper is based on an online experiment conducted with a sample of 427 German consumers to analyse the perception of consumers about innovative packaging. The experiment featured three different packaging options: bottles with screw-cap closures, bag-in-box and StackTek®. For each packaging form, a treatment group with additional information about the packaging and a reference group without this information were surveyed. ANOVA and t-tests were carried out to test the hypotheses. A moderated regression analysis was used to examine the effect of involvement in combination with information on intention to buy.

The results revealed that low-involvement consumers react positively to additional information about the benefits of a new packaging. For highly involved consumers, however, the effect of information is not significant. Furthermore, the analysis showed that low-involvement consumers mainly buy wine in supermarkets.

Information about new packaging forms should be presented in places where low-involvement consumers buy wine, such as at supermarkets. These consumers can be influenced by the additional information about the innovative packaging.

The use of a moderated regression analysis in the context of wine packaging and involvement is a first and reveals new and valuable insights.

From humble beginnings, Casella Wines has become Australia's greatest wine producer. The purpose of this paper is to describe how the company has become so successful.

The paper comprises many quotes from John Castella, Managing Director of Casella Wines, among others, and covers various areas of the business, for example, foundation building, core enhancement strategy, product/market strategy, hiring policy, and brand building.

For Casella, real success is measured in terms of how proud the family is to make a contribution to wine making and to Australia, as the country of adoption for its post‐war Italian immigrant founders more than five decades ago. Above all, the winery is much today as it was then – all about sustaining family relationships, sharing good wines with good friends, and passing on wine making skills to the next generation so they can, in due time, carry on the family tradition.

This paper would make a useful, research‐informed teaching case, highlighting the phenomenal growth of the yellowtail brand and the family business that developed it.

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

Team composition research considers how configurations (e.g., team-level diversity) of team members’ attributes (e.g., personality, values, demographics) influence important outcomes. Our chapter describes key issues in understanding and effectively managing team composition over time.

We discuss how context shapes team composition. We review empirical research that examined relationships between team composition, and team processes and emergent properties over multiple time points. We review research that examined how composition can be effectively managed over the lifecycle of a team.

Context shapes the nature of team composition itself (e.g., dynamic composition). To the extent that membership change, fluid boundaries, and multiple team membership are present should be accounted for in research and practice. The research we reviewed indicated no, or fleeting effects for surface-level (e.g., demographics) composition on the development of team processes and emergent properties over time, although there were exceptions. Conversely, deep-level composition affected team processes and emergent properties early in a team’s lifespan as well as later. Team composition information can be used in staffing; it can also inform how to best leverage training, leadership, rewards, tasks, and technology to promote team effectiveness.

Teams are the building blocks of contemporary organizations. Understanding and effectively managing team composition over time can increase the likelihood of team.

Our chapter provides novel insights into key issues in understanding and effectively managing team composition over time.