experiences, allowing the production of a rich and multi-layered picture (Valentine,
1997). The semi-structured style allows time to explore issues without restrictions on the
answers and questions given. Jankowicz (2000) discusses how this type of interview
allows the topic of discussion to be reformulated of overlooked for the next respondent,
thereby remaining sensitive to the interaction with the individuals.
It is important to have the basic set of questions in mind to gain coherence between those
interviewed in the wine sector. By pre-determining questions, the comparability of
responses will be increased and the interviewer’s effects and biases reduced (Kitchin and
Tate, 2000). As the pre-determined questions will form the skeleton for the interview,
auxiliary questions allow for further insight and deeper analysis. Non directive questions
are used to probe sensitive issues; for example, “puedes contarme sobre su carrera en el
sector vitivinicola” or “como se desarrollô su negocio?” Burns (2000) discusses the
advantages of semi-structured interviewing, proposing that it makes both the interviewer
and interviewee more comfortable as the interviewee can answer in their own words
instead of being forced to choose from a series of answers that the researcher has given. It
allows for a deeper answer than a structured questionnaire type interview would provide.
In this analysis, we had a total of 15 interviewees with six being Chief Executive Officer
of the company in question. In addition we had an interview with the Gerente General of
the Asociaciôn de Vinas de Colchagua. This left six interviews for both estate
management (Oscar Valenzuela, Eugenio Cox and Pablo Lapostol) and for export
manager (Cristian Fernandez, Carlos Serrano and Juan Sotto), which led into our analysis
of how these managers responded with innovations in both estate management and in
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