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Working on a dream: sustainable organisational change in SMEs using the example of the Austrian wine industry

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Abstract

Driving sustainable development through new products or services is especially important for small and medium-sized enterprises (SMEs) as they have a vital role to play in managing limited environmental and social resources. Unfortunately, there remains considerable uncertainty as to how SMEs will discover, develop and realise sustainability-related opportunities in their organisations. Thus, the purpose of this article is to address this gap by analysing how this qualitative change process associated with a shift to sustainable development actually unfolds in SMEs. To do so it examines small and medium-sized wineries in Austria. Based on the results of a Delphi study, a multi-layer process model that differentiates between unfreezing, changing and refreezing processes is developed. The framework shows that the unfreezing of the status quo is mainly accomplished by the business owner’s attitude towards sustainability. In the course of the changing process, change related to the adoption of greener business practices follows a hierarchical order, starting with business activity (the first layer). Then, four dimensions of capital resources (the second layer) must be revised in order to implement the change successfully. After that, relevant stakeholders (the third layer) must be integrated into this iterative learning process. Finally, in the course of refreezing, change is embedded in the organisation by the ongoing commitment of the business owner and future sustainable expansion strategies. The developed framework may serve as a guideline for small and medium-sized wineries, but also for a broader set of SMEs implementing sustainable organisational change in the future.

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Author information

Authors and Affiliations

  1. Institute for SME Management and Entrepreneurship, WU Vienna University of Economics and Business, Welthandelsplatz 1, 1020, Vienna, Austria

    Isabella Hatak

  2. Institute for Innovation Management, JKU Johannes Kepler University Linz, Altenbergerstraße 69, 4040, Linz, Austria

    Isabella Hatak

  3. Surrey Business School, University of Surrey, Guildford, GU2 7XH, UK

    Arne Floh

  4. marketmind GmbH, Porzellangasse 32, 1090, Vienna, Austria

    Alexander Zauner

Authors
  1. Isabella Hatak
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  2. Arne Floh
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  3. Alexander Zauner
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Corresponding author

Correspondence to Isabella Hatak.

Appendices

Appendix 1

Capital resources

Business activities

Operations (A1)

Logistics and procurement (A2)

Marketing and sales (A3)

Human resources (B1)

From the beginning, you have to get your staff on board with you. We sit down just like we did at school. Here they learn how to harvest the grapes, transport them to the cellar, and how musts differ in taste. Here they will also come to understand what it means to do biological work (R1)

We certainly have a completely different team than we did a few years ago. Of course, a good number have stayed with us and continued following our vision. However, I also have completely new employees who are ready to become a part of the team (R1)

Even those employees who seemed rather ambivalent about our vision are now fully committed. This is evident when we hear positive feedback from our customers (SH3) telling us how much they love the new wines. Suddenly our employees can really see that the path we chose was the right one (R4)

Organisational resources (B2)

To begin with, we had the initial production reorganised – the grapes and the cellar

Structural organisational changes go hand in hand. We have tried to build in a certain middle management because I cannot do it all myself. I simply ask for people who are responsible. For example, we have a cellar master who, to a large extent, makes decisions independently (R3)

…but we also restructured sales. For example, sales activities begin with packaging and distribution, which at the same time requires thought on how to get the product to the customer. Here we initiated huge changes regarding the organisational structure (R8)

Physical resources (B3)

I had to first develop a concept and then begin making my initial investments. I had to look at how many tractors and how much manpower I really had available to cover the entire vineyards in a short amount of time (R2)

On one hand, I certainly made some savings, for example with material input. On the other hand, I made some massive investments, such as in the wine cellar reconstruction (SH1) (R5)

In the next few years, I am going to put a stronger emphasis on export. Up until now, we have stayed within Germany, but in the future I would like to expand to other countries. This also means that I am going to have to raise my marketing budget accordingly (R7)

Knowledge resources (B4)

I was always in contact with professors at my university in Germany who really supported me with important information. I have also had the help of organic consultants (SH4) who visited us regularly and accompanied us into the vineyards for inspections. My uncle has also been a solid resource. He is rather eco-obsessed and has supported me throughout on all aspects. Additionally, a friend of mine who is also a winegrower has shared his experience (SH2) (R3)

With organic wine-growing, I had to go through a certain rethinking process because I had to know exactly what I was going to need over the next year. For example, what would I need to do in the case of heavy rainfall? Or of too much sun? (R7)

We have done our best to explain to our customers (SH3 ) what we are all about. On the one hand, this is about sustainability. On the other hand, it’s about our wish to be as individual as possible. But of course this has to be transported and communicated […] the more individual and extravagant a product is, the more one has to communicate with the customers (R4)

  1. Coding scheme: R respondent
  2. BA business activity (1 = operations, 2 = logistics and procurement, 3 = marketing and sales)
  3. CR capital resources (1 = human resources, 2 = organisational resources, 3 = physical resources, 4 = knowledge resources)
  4. SH stakeholders (1 = supplier, 2 = competitors, 3 = customers, 4 = consultants)

Appendix 2: Interview guide iteration #1

2.1 Guidelines for the interview “converting to sustainable methods”

(italic type indicates possible use)

  1. 1.

    Welcome

  2. 2.

    Introduction

Before we begin the interview, I would like/We would like to introduce myself/ourselves. My name is/Our names are _________.

I am/we are interested in your reasons for converting to sustainable production/winegrowing/supply, how the conversion process ran out, and how the conversion has affected your company. Due to the thorough nature of this topic, we are conducting the interview in pairs. We will alternate asking you questions and, at the same time, make sure we do not forget to cover any important points.

With your permission, I would like to/ we would like to record this conversation so that I/we can accurately transcribe the interview later without having only my/our memory/memories to rely on. Naturally I will/ we will handle all recorded material according to applicable data protection laws. Under no circumstances will any of your personal information be shared or publicised.

In order to ensure that I/we cover every question and do not forget anything over the course of the interview, I have/we have developed a guide. It is possible that at some point during the interview you may encounter difficulty understanding a question or find that a question is not worded clearly. If this happens, please tell us right away. Finally, I/we would like to emphasise once again that this interview is not concerned with the current media discussion on the issue of sustainable methods/sustainable business management; I/ we am/ are only concerned with your own personal perspective on this issue.

Naturally, I would like to/we would like to thank you in advance for your willingness to talk with us today!

  1. 3.

    Beginning the interview

  • Background questions for interviewees/co-workers

    1. 1.

      What is your position at your company?

    2. 2.

      What tasks are you responsible for?

    3. 3.

      When did you start working at your company?

  • Questions on sustainability and bio/organic products

    1. 4.

      What is your personal opinion on the issues of sustainability and bio/organic products?

  1. 4.

    Focus on reasons for conversion and time period

    1. 1.

      Why did you/your company switch to sustainable methods?

    2. 2.

      When did the thought occur to integrate the issues of sustainability and organic production into your company?

    3. 3.

      When did you/your company actually make the switch towards sustainability (with a concentration on sustainable methods) (Date)?

    4. 4.

      What were the driving forces?

  1. 5.

    Concentration on the conversion process

    1. 1.

      Please explain how the conversion process was implemented (in the respective divisions). What were the individual steps taken?

    2. 2.

      Which divisions (purchasing, production, commodity/services) has your company had converted to sustainable methods?

    3. 3.

      What challenges were you confronted with in the course of the conversion process?

    4. 4.

      Who was responsible for the conversion process?

    5. 5.

      Who was involved in the conversion process (internally—which divisions/externally—advisors, suppliers, competitors, co-operation partners)?

    6. 6.

      In what ways were employees brought into the process?

    7. 7.

      How long did the conversion process last?

    8. 8.

      How cost intensive was the conversion?

  1. 6.

    Focus on the effects of the conversion

    1. 1.

      In your opinion, how did the conversion to sustainable methods affect the company?

    2. 2.

      What effect did the conversion have on your company’s mission (purpose/goal)?

    3. 3.

      What changes to goals/targets and strategies came out of the conversion?

    4. 4.

      What effect did the conversion have on your company’s planning activities and politics (finances, personnel policy)?

    5. 5.

      How is your organisation structured? Were any structural changes made in comparison to the time before the conversion?

    6. 6.

      What company divisions and departments were affected by the conversion?

    7. 7.

      What effect did the conversion have on internal processes (operational procedure, planning and decision-making processes)?

    8. 8.

      How did the conversion affect your resources?

      1. (a)

        Which acquisitions needed to be made so that the company could continue to produce/supply sustainably?

      2. (b)

        To what extent have costs increased since the conversion (and in which departments)?

      3. (c)

        How did the conversion affect your company’s success (turnover/sales, profit)?

      4. (d)

        How did the conversion affect the number of employees?

    9. 9.

      How have tasks, responsibilities and required skills changed for you and your co-workers?

    10. 10.

      What effect has the conversion had on your company culture?

      1. (a)

        To what extent have changes occurred in your/your co-workers values, attitudes and manner of conduct?

      2. (b)

        What values, attitudes and manners of conduct are present today, and how are they different to those present before the conversion?

    11. 11.

      To what extent has the management style changed since the conversion?

    12. 12.

      How have roles and tasks changed since the conversion?

    13. 13.

      Since converting to sustainable methods, how does your company deal with internal conflicts?

    14. 14.

      How have your co-workers responded to the conversion?

    15. 15.

      How did the external field (distributors, customers, competition) react to your company’s conversion?

    16. 16.

      What effects could you still expect to observe?

  1. 7.

    Conclusion

    1. 1.

      If you could start over, would you convert to sustainable methods all over again?

    2. 2.

      What would you do differently?

    3. 3.

      What goals have you set in sustainability for the future?

Thank you for your interview!

  1. 8.

    Final information

Appendix 3: Interview guide iteration #2

3.1 Guidelines for the interview “converting to sustainable methods”

(italic type indicates possible use)

(underlined text indicates additional help with the question)

  1. 1.

    Welcome

  2. 2.

    Introduction

Before we begin the interview, I would like/We would like to introduce myself/ourselves. My name is/Our names are _________. I would like to/we would like to conduct an interview with you on the issue of “Converting to Sustainable Methods within the Wine Industry.”

We already talked with you regarding this topic one year ago. In this interview we are interested in any developments and changes that have occurred over the past year.

With your permission, I would like to/ we would like to record this conversation so that I/we can accurately transcribe the interview later without having only my/our memory/memories to rely on. Naturally I will/ we will handle all recorded material according to applicable data protection laws. Under no circumstances will any of your personal information be shared or publicised.

In order to ensure that I/we cover every question and do not forget anything over the course of the interview, I have/we have developed a guide. It is possible that at some point during the interview you may encounter difficulty understanding a question or find that a question is not worded clearly. If this happens, please tell us right away. Finally, I/we would like to emphasise once again that this interview is not concerned with the current media discussion on the issue of sustainable methods/sustainable business management; I/ we am/ are only concerned with your own personal perspective on this issue.

Naturally, I would like to/we would like to thank you in advance for your willingness to talk with us today!

  1. 3.

    Beginning the interview

  • Background questions for interviewees (only to be asked when interviewing different people from the same company)

    1. 1.

      What is your position at your company?

    2. 2.

      What tasks are you responsible for?

    3. 3.

      When did you start working at your company?

  • Questions on sustainability

    1. 4.

      Did your personal opinion regarding the issue of sustainability change in any way during the conversion process? If yes, in what way?

  1. 4.

    Focus on reasons for conversion and responsibility

    1. 1.

      What were the reasons for converting to sustainable methods?Which of these were most important? (better quality, higher revenue, competitive pressure, consumer demand, or self-interest) If questioned, please read each category individually!

    2. 2.

      Which people/groups were involved in the conversion process?

      1. (a)

        Who initiated the conversion?

      2. (b)

        Who was responsible for the conversion process?

      3. (c)

        Who was involved in the conversion process? (internally—which divisions/externally—advisors, suppliers, competitors, co-operation partners)

      4. (d)

        Was the staff brought into the decision-making process? Did they need to be persuaded?

  1. 5.

    Concentration on the conversion process

    1. 1.

      Which divisions (purchasing, production, commodity/services) has your company had converted to sustainable methods? Which divisions have been converted during the last year?

    2. 2.

      Please explain how the conversion process was implemented. What were the individual steps in this process?

  1. 6.

    Focus on the internal and external effects of the conversion

    1. 1.

      In your opinion, how did the conversion to sustainable methods impact the business? Which effects have arisen during the last year?

      1. (a)

        What effect did the conversion have on your company’s mission (purpose/goal)?

      2. (b)

        Which company divisions and departments were affected by the conversion?

      3. (c)

        How is your organisation structured? Were any structural changes made in comparison to the time before the conversion?

      4. (d)

        What effect did the conversion have on internal processes (operational procedure, planning and decision processes)?

      5. (e)

        How did the conversion impact the staff? Have roles and tasks changed? Did the number of staff increase due to the conversion?

      6. (f)

        How has the conversion impacted your work climate? Were there any internal discussions or even conflicts? If yes, how were these conflicts resolved?

    2. 2.

      How did the external field (distributors, customers, competition) react to your company’s conversion?

    3. 3.

      How did the conversion impact the company’s financial situation?

      1. (a)

        Which acquisitions needed to be made so that the company could continue to produce/procure sustainably? Which of these occurred in the last year?

      2. (b)

        How did the conversion affect your turnover (in the last year)?

      3. (c)

        Would you say that the conversion has already redeemed itself/payed off? If no, will it and when?

    4. 4.

      Which effects could you still expect to observe?

  1. 7.

    Results of the first wave of interviews

    As we have already mentioned, we conducted the first round of interviews last year. In connection with this, we would like to share with you some of the main ideas resulting out of that interview and invite you to comment on them. More specifically, we would like you to indicate whether these statements apply to your company and the conversion process it has undertaken. Whether the statements apply to your company or not, we would appreciate it if you could also give us a short explanation for your answer.

    1. 1.

      The initiative to convert to sustainable methods is strongly driven by the personal initiative and entrepreneurial spirit of the company’s owner.

    2. 2.

      Because initiative came mainly from the company’s owner, the staff needed to be convinced of the necessity for conversion during the process.

    3. 3.

      The conversion process ran in different phases. Mostly it began with production factors.

    4. 4.

      The conversion process included most, if not all of the company’s divisions.

    5. 5.

      For a successful conversion process, it is necessary that external resources or advisors are included.

    6. 6.

      Conversion to sustainable methods is financially worthwhile.

    7. 7.

      The conversion to sustainable methods has both functional (better quality) and emotional (I feel better as an entrepreneur when I produce sustainably) advantages.

  1. 8.

    Conclusion

    1. 1.

      If you could start over, would you convert to sustainable methods all over again?

    2. 2.

      Which factors would you say are imperative for a successful conversion process?

    3. 3.

      What would you do differently?

    4. 4.

      What goals have you set in sustainability for the future?

Thank you for your interview!

  1. 9.

    Final information

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Hatak, I., Floh, A. & Zauner, A. Working on a dream: sustainable organisational change in SMEs using the example of the Austrian wine industry. Rev Manag Sci 9, 285–315 (2015). https://doi.org/10.1007/s11846-014-0157-1

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  • DOI: https://doi.org/10.1007/s11846-014-0157-1

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