| Abstract | Hrvatska kao turistička destinacija s velikim udjelom turizma u strukturi BDP-a drastično je bila pogođena pandemijom Covid-19, čiji su se negativni učinci značajno odrazili na turističku potražnju u protekle dvije godine. Posljedično, pandemija je imala veliki utjecaj na različite industrijske grane, između ostalog i na vinsku industriju. Distribucijski kanali vinarija za vrijeme krize bili su obustavljeni ili smanjeni, a prodaja svedena na minimum zbog nemogućnosti rada ugostiteljskih objekata, a kasnije radi obaveze socijalnog distanciranja. Vinarije u RH uglavnom su obiteljska poduzeća bez vertikalnih hijerarhijskih razina i kao glavna prednost takvih poduzeća izdvajaju se stabilnost poslovanja, fleksibilnost pri donošenju odluka, direktna kontrola troškova te potpuna lojalnost prema poslu i obitelji. (Leach, 1999). Kao takve, vinarije su potencijalno fleksibilne u poslovnom svijetu, kako u uvjetima ekonomskog rasta, tako i u uvjetima ekonomskog pada tj recesije. Za vrijeme krize uzrokovane pandemijom COVID-19, vodstvo vinarija se susrelo s dosad neviđenim situacijama i problemima, a glavni marketinški alati vinarija bili su obustavljeni. Egzistencija mnogih obiteljskih vinarija bila je dovedena u pitanje i ovisila je o kvaliteti upravljanja istima. Cilj rada je bio istražiti kako i u kojoj mjeri je organizacijska agilnost pridonijela stvaranju stabilnih i marketinški fleksibilnih obiteljskih vinarija za vrijeme pandemije. U radu će se istražiti je li agilno upravljanje odgovor na neočekivane krizne situacije, je li ono pridonijelo opstanku obiteljskih vinarija tijekom krize ili je čak bilo poticajno za njihov rast i razvoj. U radu je provedeno teorijsko i empirijsko istraživanje zasnovano na kvalitativnoj metodologiji preuzetoj iz istraživačkog rada Mihotić, Raynard i Sinčić Ćorić (2023.) te istraživačkog rad Almahamid, S. (2008.). Istraživanje je provedeno komparativnom analizom pet studija slučaja – najuspješnijih obiteljskih vinarija, a podaci su prikupljeni dubinskim intervjuima. Istraživanje je pokazalo da unatoč tome što nisu eksplicitno usvojile agilne metodologije upravljanja, pokazale su inherentnu agilnost kroz svoje poslovne modele i operativne prakse. Ovo istraživanje je pokazalo kako su takve kvalitete omogućile vinarijama da uspješno prebrode krizu, te da im osiguraju opstanak i budući rast. |
| Abstract (english) | Croatia, as a tourist destination with a large share of tourism in the structure of GDP, was drastically affected by the Covid-19 pandemic, the negative effects of which significantly affected tourism demand in the past two years. Consequently, the pandemic had a major impact on various industries, including the wine industry. During the crisis, the wineries' distribution channels were suspended or reduced, and sales were reduced to a minimum due to the impossibility of catering establishments, and later due to the obligation of social distancing. Wineries in the Republic of Croatia are mostly family businesses without vertical hierarchies, and the main advantages of such businesses are business stability, flexibility in decision-making, direct cost control, and complete loyalty to work and family. (Leach, 1999). Wineries are potentially flexible in the business world, both in conditions of economic growth and in conditions of economic decline, i.e. recession. During the crisis caused by the COVID-19 pandemic, the management of the winery faced unprecedented situations and problems, and the winery's main marketing tools were suspended. The existence of many family wineries was questioned and depended on the quality of their management. The aim of the paper is to investigate how and to what extent organizational agility contributed to the creation of stable and marketing-flexible family wineries during the pandemic. The paper will investigate whether agile management is a response to unexpected crisis situations, whether it contributed to the survival of family wineries during the crisis, or whether it was even a stimulus for their growth and development. In the paper, a theoretical and empirical research was conducted based on the qualitative methodology taken from the research paper Mihotić, Raynard and Sinčić Ćorić (2023) and the research paper Almahamid, S. (2008). The research was conducted through a comparative analysis of five case studies - the most successful family wineries, and the data was collected through in-depth interviews. The research showed that despite not explicitly adopting agile management methodologies, they demonstrated inherent agility through their business models and operational practices. This research showed how such qualities enabled wineries to successfully overcome the crisis, and to ensure their survival and future growth |
