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Gastronomy as a National Identity Element: The Peruvian Case

Diversity within Diversity Management

ISBN: 978-1-78754-821-3, eISBN: 978-1-78754-820-6

Publication date: 10 April 2019

Abstract

Purpose

The aim is to describe the cultural richness of Peruvian racial diversity. The articulating and unifying role of Peruvian gastronomy is highlighted in building a national identity, which acts as a platform for social cohesion.

Design/Methodology/Approach

Qualitative analysis is used in order to understand the drivers that enabled a cultural revolution through gastronomy.

Findings

Under a vast cultural diversity, gastronomy arises to articulate and unify it into a common sense of national identity and social inclusion. Although Peruvian gastronomic boom started as an initiative of a group of entrepreneurs, it actually has had an impact at society level.

Research Limitations/Implications

Ethnographic studies among different social classes and racial groups are needed in order to elucidate the perceptions that they have regarding their social inclusion. At a quantitative level, econometric studies could be conducted to reflect the impact of gastronomy on poverty reduction or on inequality reduction, especially in urban-marginal or rural areas.

Practical Implications

Gastronomy is also a business strategy model on the basis of the creation of a cluster as a viable alternative for developing countries.

Social Implications

Peruvians no matter their racial heritage or social class are proud of their cousin and of being Peruvians, creating a sense of national union and social inclusion.

Originality/Value

The contribution is to highlight the importance of gastronomy as one of the main articulators in the construction of national identity under a racially diverse population. Society, public policy officers, and businesses may benefit from this.

Keywords

Citation

Morales, O. and Cordova, C. (2019), "Gastronomy as a National Identity Element: The Peruvian Case", Diversity within Diversity Management (Advanced Series in Management, Vol. 21), Emerald Publishing Limited, Leeds, pp. 157-174. https://doi.org/10.1108/S1877-636120190000021009

Publisher

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Emerald Publishing Limited

Copyright © 2019 Emerald Publishing Limited