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This research aimed to analyse the relationships between chefs' knowledge, learning with suppliers and restaurant sales performance.

A performance model was formulated, and the hypotheses were evaluated using partial least squares (PLS). The research questionnaires were sent by post to the chefs who confirmed leading for product innovation in the restaurants and yielded 166 completed questionnaires.

Whilst the chef is developing new products, restaurant operations should pay attention to the supplier's subsequent income convenience. Additionally, through the cooperation of chefs and suppliers, innovative and valuable products can improve restaurant performance and maintain a competitive advantage. Moreover, tacit knowledge sharing can become a chef's ability to learn and provide competitive advantages and benefits to restaurants.

Valuable products can be advantageous to restaurants and increase restaurants' operating performance. Moreover, the development of new products is important for restaurants' operations. Further, chefs will understand market trends and make the culinary innovation process closer to the market by learning from their colleagues and partners. Additionally, chefs prefer culinary creation to provide more tacit knowledge with suppliers.

The paper aims to research the current understanding of Slow Food in the Indian hospitality sector and to identify how the industry can embrace the concept and its sustainability. To begin, underpinnings are considered in relation to traditional, locally produced food for patrons that is actually “farm to fork” in terms of its delivery model as evidenced by backward integration in the supply of key ingredients. The economics of the backward integration is analysed to measure its impact on businesses’ bottom-line in the context of an inflationary economy.

Existing published literature is reviewed with reference to the “Slow Food movement” from both an international and Indian perspective. Vedatya’s approach to sustainable culinary value chain creation and its applicability for industry adoption with an intent to offer Slow Food on commercial menus is documented and discussed. A round table discussion with key food and beverage leaders is also documented and analysed to establish the current state of awareness and readiness of the sector to offer “Slow Food” through an integrated supply chain in India.

Slow Food as a concept is new to India; there is a huge shift in many parts of the world towards food that is fresh, traditional and drawn from locally available ingredients. This research shares Vedatya’s experience in developing an integrated value chain that can provide a sustainable Slow Food model for the Indian hospitality and restaurant sector to deploy with a positive impact on profitability too.

There is need for more research to better understand the feasibility of hospitality businesses working on supply chain with backward integration, to offer “Slow Food” to consumers. While there seems to be a demand for traditional food, this paper does not research that aspect; further research is required to ascertain the potential demand for Slow Food in India.

The popularity of Slow Food is global; however, the Indian hospitality sector is yet to warm up to this potential. The customer focus on healthy, traditional, fresh food opens an opportunity to innovate, and businesses that build capacity to offer real farm-to-fork menus can become market leaders and will reap bottom-line benefits through lower input costs because of supply chain integration.

This paper is unique in terms of offering a discussion on the potential of Slow Food as the next realm of culinary innovation in India. It also adds value by sharing the Vedatya experience in terms of developing an integrated supply chain that facilitates the Slow Food offering in a farm-to-fork format. The model can be emulated by commercial hospitality businesses resulting in cost advantages and higher satisfaction levels of customers.

This paper aims to explore the phenomenon of molecular gastronomy by conducting empirical research focusing on renowned chefs.

The approach taken is a literature review summarising past culinary innovations then the paper focuses on the origins and evolution of molecular gastronomy, followed by 18 phenomenological interviews with a snowball sample of world class chefs from across Europe.

There is far greater confusion about what molecular gastronomy might be than is implied in previous studies. The term has become wrongly used to describe a possible culinary movement mainly as a result of media influence. Leading chefs, whose new restaurant concepts have become associated with it, reject the term.

With only 20 years of history molecular gastronomy is still a comparatively new phenomenon. This initial research presents a clear picture of its evolution so far and the increasing confusion the use of the term has created. It is still far too early to decide if these are heralding a new gastronomic movement.

Although molecular gastronomy itself may not provide a foundation for a genuine and lasting development of cuisine it is generating fascination with the fundamental science and techniques of cuisine and showy culinary alchemy. As with nouvelle cuisine poor quality copycat chefs could bring into disrepute the reputation and practices of those who are at the vanguard of culinary and restaurant innovation.

This paper is the first widespread primary study, across five countries, into recognised exceptional chefs' understanding of molecular gastronomy. It clarifies that molecular gastronomy was never intended to be the foundation of a culinary movement and identifies four key elements for the development of lasting cuisine movements and trends.

This paper aims to summarize and review the key innovations that have taken place in the Indian Hospitality Industry in recent times.

The paper draws on the findings and managerial implications as outlined by the contributors to this theme issue: “How is the need for innovation being addressed by the Indian Hospitality Industry?”

The paper highlights some of the recent innovations that have taken place in the Indian Hospitality Industry, especially in the areas of customer service, cost competitiveness, culinary management, revenue management and technology. It also highlights some of the key challenges faced by senior management of selected hotels in implementing innovative ideas and related processes.

With domestic hoteliers continuously expanding and foreign players’ intent on investing in India, it will be of interest to hoteliers and policymakers to know about the recent innovative measures adopted by the Indian Hospitality Industry. The innovations will aid hoteliers as they seek to create differentiation for their products and services.

There is limited literature on innovation in the Indian Hospitality Industry, especially with a focus on practitioner perspectives. This issue offers a significant contribution in the field of research in the Indian Hospitality Industry.

This paper aims to provide an overview of the facts and trends relating to the innovations that are taking place in the Indian hospitality industry.

The paper draws facts and emerging trends from the existing literature and other reports. The paper also serves as an introduction to areas covered by theme issue contributors that are discussed in detail in their respective papers. All the papers bring out key findings after several rounds of discussion with practitioners.

Some of the key emerging areas are customer service, cost competitiveness, culinary management, revenue management and technology. The paper also suggests that it is important to understand how innovations are being managed across different functional departments and whether managers face barriers to the implementation of innovative ideas and processes.

The Indian hospitality industry continues to expand despite tough competition. But, it is imperative that hotels are able to find ways to differentiate their products and services and by innovating, it is possible to sustain and create new forms of differentiation. Given this reality, the paper is of interest to hoteliers and policy makers who want to know more about the emerging innovation trends in the Indian hospitality industry.

There is limited literature available on innovations in the Indian context. Further, all the papers in this theme issue were written after several rounds of interaction with practitioners so as to incorporate real-time, relevant and contemporary data.

This paper aims to outline the innovation process activities described by quick‐service restaurant (QSR) managers and to compare it with an earlier QSR process model and with those used in other food service settings.

Six semi‐structured interviews with QSR chain executives in the USA were conducted to better understand the underlying factors and dimensions that describe successful innovation process practices.

For new QSR menu innovations, the development teams follow a structured approach to reduce the likelihood of failure due to issues such as poor consumer demand or implementation. QSR screen new food innovations approximately five times during the development process. Furthermore, today's QSR innovation process integrates more sophisticated market research technology and a post‐audit is carried out after the new food concept has been launched. In comparison with studies of Michelin‐starred chefs QSR development teams use an approach that is much more explicitly structured as a whole due to the larger scale roll‐out as well as greater cross‐functional and regional differences to consider in the QSR setting.

The study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of QSR can be broken down into 13 main steps. Compared with earlier hospitality innovation studies, the process in this setting includes multiple screenings for high‐risk innovations, and greater emphasis on operational and training issues.

The study expands the scope of hospitality innovation research and the findings have important implications not only for QSR settings but also for other restaurant segments, and for other hospitality service endeavours.

The paper aims to profile the theme issue of Worldwide Hospitality and Tourism Themes titled “How is the need for innovation being addressed by the Indian hospitality industry?” with reference to the experiences of the theme editor, contributors from the industry and academia and the theme issue outcomes.

The paper uses structured questions to enable the theme editor to reflect on the rationale for their theme issue question, the starting-point, the selection of the writing team and material and the editorial process.

It highlights recent innovations that have taken place in the Indian hospitality industry especially in the areas of customer service, cost competitiveness, culinary management, revenue management and technology.

As hotel sector investment in India intensifies, this theme issue will be of interest to hoteliers, policy makers, analysts and others interested in the role that innovation can play in helping to facilitate differentiation between competing hotel products and services.

There is limited literature available on industry innovations in the Indian context. All the papers in this theme issue were written after several cycles of interaction between academics and practitioners and so they incorporate real–time, relevant and contemporary data.

The purpose of this paper is to present a review of the foodservice and restaurant literature that has been published over the past 10 years in the top hospitality and tourism journals. This information will be used to identify the key trends and topics studied over the past decade, and help to identify the gaps that appear in the research to identify opportunities for advancing future research in the area of foodservice and restaurant management.

This paper takes the form of a critical review of the extant literature that has been done in the foodservice and restaurant industries. Literature from the past 10 years will be qualitatively assessed to determine trends and gaps in the research to help guide the direction for future research.

The findings show that the past 10 years have seen an increase in the number of and the quality of foodservice and restaurant management research articles. The topics have been diverse and the findings have explored the changing and evolving segments of the foodservice industry, restaurant operations, service quality in foodservice, restaurant finance, foodservice marketing, food safety and healthfulness and the increased role of technology in the industry.

Given the number of research papers done over the past 10 years in the area of foodservice, it is possible that some research has been missed and that some specific topics within the breadth and depth of the foodservice industry could have lacked sufficient coverage in this one paper. The implications from this paper are that it can be used to inform academics and practitioners where there is room for more research, it could provide ideas for more in-depth discussion of a specific topic and it is a detailed start into assessing the research done of late.

This paper helps foodservice researchers in determining where past research has gone and gives future direction for meaningful research to be done in the foodservice area moving forward to inform academicians and practitioners in the industry.

The purpose of this paper is to explore the key challenges related to innovation in the hospitality industry specific to the ITC Welcome Group’s Fortune Park Centre Point, Jamshedpur. This paper also presents possible solutions to these challenges.

The study is based on a semi-structured interview with the General Manager, ITC Welcome Group’s Fortune Park Centre Point, Jamshedpur. The purpose was to explore an open-ended strategic question: what are the key challenges in the implementation of innovative ideas and practices in the hospitality industry? And what are the ways to improve the innovation processes in the hospitality industry?

The paper provides valuable information on hotel management and operations and outlines innovative solutions to key challenges in Fortune Park Centre Point, Jamshedpur.

The paper highlights the operative approaches to key challenges, especially the tailor-made training and philosophy for overcoming workforce barriers.

The paper draws on practitioner perspectives and observations to explain how Fortune Park Centre Point, Jamshedpur, secures operational success. This paper will be of interest to practitioners, educators, researchers, industry leaders and students.

This study aims to examine Taiwanese hospitality students’ self-reported professional competence in surplus food management and assess the usefulness of their university training in this area. Using the importance-performance analysis (IPA) method, it is possible to obtain a clearer understanding of the priority order of the items that require improvement and to identify which surplus food management competence items should be strengthened in the school curriculum and which items should be enhanced by the students.

This study used the questionnaire survey method. It evaluated seven dimensions covering 29 items related to surplus food management competencies of the kitchen staff. The evaluation was done using IPA to determine the relationship between professional competence (performance level) and courses provided (importance level). The factor coordinates were completed according to the means of personal qualifications and courses provided.

According to students’ self-assessment, the dimensions of “Personal moral attitude,” “Food handling attitude,” “Education and training attitude” and “Culinary knowledge” were located in the “Keep up the good work” quadrant, meaning that the students think that their surplus food management competence is relatively high and the courses provided are sufficient. Thus, these items have better performance at the present and they hope to maintain the status. However, “Menu analysis” and “Sanitation knowledge” were found to have low importance and low level of performance. Therefore, these two dimensions require attention in the course design and educational training.

The questionnaire responses were self-reported; this study assumed that all participants answered honestly. Future studies may include additional factors in the analysis, such as hospitality management, culinary skills, internship experience and work time that may affect the perceptions of students. Moreover, professional chefs could be surveyed to determine their professional competence and training needs.

The professional training that students receive determines, to a large extent, their performance in their jobs and the resulting stability of their employment. Therefore, improved competence gained through good-quality training can help students meet the demands of the hospitality industry.