Configuration of strategic resources in the face of governance structures: a study in the Parana wine chain

Abstract This article aims to understand how human, physical, organizational, and financial resources, of a strategic nature, are configured in face of governance structures adopted in the Paraná wine chain. For that, Transaction Cost Economics theory was used in conjunction with the Resource-Based View, focusing on the complementary analysis of governance structures with the firm’s resources, classified as human, physical, organizational, and financial, of a strategic nature. As a method, a qualitative and descriptive research was used, through semi-structured interviews with agents in the wine sector. As a results, it was identified that the vertical integration was the governance structure with the most strategic resources, due to its protection capacity, quality and process control. However, in contracting, strategic resources were also identified, especially human (workforce), physical (structure, location), and financial (investments in wine production). The reasons for contracting included the inability to develop internal resources related to grape production and the reduction of internal fixed costs. Resources such as culture and reputation were found to be essential in maintaining long-term relationships with suppliers. It is concluded that this investigation provides a deeper insight into how each type of resource is represented in the face of governance structures.