Sustainability to improve knowledge values and intangible capital. A case study in wine sector.

In the last decades more and more researchers are concentrated to identify the new rules and values like tools to guide the individual's behavior in the global economy towards sustainable development. The actual post-industrial society is characterized by need to a suitable redistribution of available resources, taking into account different kinds of development: social, economic, political and environmental (in terms of its preservation). Economic institutions are "set to continue" and this is achieved thanks to an integral development concerning the attention, at the same time, of ethical dimensions and the relevance of values. The relationship between business and the environment is so deep that it should be seen as integral and essential part of its strategic planning to become a real management regulation. This is true for all types of companies: international companies, SME, family-business, farm, public utility, … This paper aims to explore one of the model of family business in wine sector that year by year they apply the traditional method of production: this is their “philosophy” of knowledge management. They believe at the same time in a good business together with a good environmental responsibility thanks to a good successful transition of the business from one generation to the next. This goal is possible to realize thanks to a really green production, an excellent quality of product, a good level of know-how: in other words, by adopting a sustainable development. The meaning is to invest in this way to obtain value creation and positive results with particular attention for future generation through production model, and a several of important values passed from generation to generation that constitutes knowledge for family business: one of the key factor for success and competitivity. This is the typical value system refered to a family business model, such as a strong dependence towards the territory, the local institutions, the employees. This system became the protagonist of development, both economic and social. This paper adopts a qualitative approach through a field case study (Yin, 2003): this methodology permits to explore what are the internal factors, the corporate characteristics and the general contextual factors, to show also what is the influence in improving value for different intangibles, like as a good name, a good corporate reputation, a good credibility, a "good sentiment" in the stakeholders world. It is used different sources: direct interviews to the family, social accountability, archives, observation of the company’s life, etc. (Eisenhardt, 1989). In this way it is possible to build others "hidden intangibles", such as cohesion with stakeholders, engagement, better efficiency, protection against boycotts, more easy loan facilities,... The alignment between environmental and business interests, it is possible through a know-how passed from generation to generation. The goal is to invest “correctly” in order to achieve good results in medium to long term. Also technological innovations combined with the intelligent use of resources or waste decrease and the environment safety is the real strategy to secure the future, like learning by the tradition.