Based on the case study research methodology, the chapter illustrates the results of a study aimed at investigating entepreneurship in the Tuscan wine business. Within the regional scenario, we can observe different areas characterized by peculiar territorial and structural traits creating multiple production systems that seem populated by diverse entrepreneurial actors. Different entrepreneurial models will increase the complexity of the regional scenario, enriching the territory with resources and knowledge and creating the opportunity of exchange and innovation processes.
Three different entrepreneurial actors are identified: Traditional entrepreneurial models – characterize the micro and small local enterprises of “follower” kind, with competencies mainly concentrated on production and – basically – adaptive strategies. These (usually) smaller producers, are not able to accomplish effective marketing strategies or to start innovation processes on their own, showing imitative behaviors and benefiting from the positive consequences “absorbed and released” by the local system thanks to the winning performance achieved by other wineries .
In transition local familiar models – local enterprises that, even respecting traditions, have been able to introduce elements of newness in the business management, inserting new managerial roles next to the historical family or new competencies through the cooperation of external individuals. Most of these actors are the ancient nobility that have transformed part of the latifundium into vineyards.
Hexogenous entrepreneurial models - result of a massive increase of investments on the part of entrepreneurs coming from inside and outside the region, already working in the wine business or in other sectors
