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The purpose of the study was to further our understanding of in-restaurant family behaviors using an ethnographic study of families with children (at least one child from 2 to 12 years old) dining in fast food restaurants.

This study includes an unobtrusive, direct observational study of family fast food restaurant behaviour, including use of mobile technology, toys and indoor play area. Ordering and dining behaviours include field notes and enumeration of activity times for 300 families (450 children).

The food ordering process was rapid (<6 min), during which personal technology use was minimal, and adult/child interactions were perfunctory. Visits averaged 53 min, and only 18 min on average was spent eating. Families were observed using the fast food restaurant as a “third place” (home away from home) for many activities other than eating food. In-restaurant family behaviours included frequent use of technology (40 per cent of children/ 70 per cent of adults), use of the indoor play area (65 per cent of children/ 33 min of play) and child engagement with a toy (53 per cent of children/10 min of play).

Studying how time is spent in fast food restaurants expands the knowledge of current family eating behaviours and how young consumers behave in restaurants (i.e. with restaurant-provided activities, toys and indoor play spaces). Shifts in dining practices, from the intrusion of technology during the meal (technoference) to a decline in the use of restaurant-provided toys were noted. Dining visits now include many non-food activities, and the dining time in the restaurant was not a time for extensive family conversations or interactions, but rather a public home away from home.

This study investigates how a competitor orientation (knowledge of and acting on competitors' strengths and weaknesses) facilitates coopetition activities (collaboration with competitors), within networks of competing micro-sized, independent, family restaurants, owned by entrepreneurs from ethnic minority backgrounds.

An instrumental case study features data collected from interviews with 30 owners (as key informants) of micro-sized, independent, family-owned restaurants, in two urban clusters within the Midlands (UK). Specifically, the context involves restaurants offering South Asian cuisine and where the owner originated from the Indian sub-continent (Bangladesh, India or Pakistan). Secondary data were collected wherever possible. These two clusters (not named for ethics reasons) are highly populated by members of these respective ethnic communities; also, they contain a relatively large number of restaurants offering South Asian cuisine.

A competitor orientation facilitated strong coopetition-oriented partnerships comprised of extended family and intra-community members that helped enhance individual firms' performance, maintained family employment and sustained their cluster. It also helped owners develop subtle counter strategies where weak ties existed, such as via inter-community networks. For example, strategies attracted customers that were not loyal to a particular restaurant, or indeed, sub-ethnic cuisine (within Bangladesh, India or Pakistan, like the Punjab region). Subtle as opposed to outright counter strategies minimised retaliation, since restaurant owners wanted to avoid price wars, or spreading misinformation where the reputation of a cluster may suffer alongside the likely survival of individual businesses within that regional cluster.

Mixed evidence exists in earlier studies regarding the competitive rivalry in certain sectors where ethnic minority ownership is prominent; not least, restaurants located in regional clusters. However, this investigation considers the notion – what if some of these earlier studies are wrong? More specifically, does certain prior research under-represent the extent that rival entrepreneurs of an ethnic minority origin collaborate rather than compete for mutually beneficial purposes? New evidence emerges regarding ways in which a competitor orientation can influence the performance-enhancing nature of coopetition activities among business owners originating from both intra and inter-ethnic communities.

The proportion of traditional family households with two parents has been steadily declining, in large part due to an increase in the female‐headed single parent family – the largest growing family type. Reports on a study to test hypotheses that differences exist between female‐headed single parent families′ and two parent families′ food purchasing patterns. Examines the frequency of use of convenience foods and restaurants and restaurant spending levels, to determine if there are differences between the two family types. Reveals that similar purchasing patterns exist between the household structures and suggests potential marketing implications of this finding.

This study aims to investigate the relationships among perceptions of advertising, sales promotions, brand prestige and brand love, as well as the development of passion-driven behavior among family restaurant customers. Based on the well-established framework of marketing mix elements and brand, this study proposes and tests a research model that attempts to understand the inter-relationships between the two dimensions of advertising (i.e. advertising spending and attitudes toward advertisement), two dimensions of sales promotions (i.e. monetary promotion and non-monetary promotion), brand prestige, brand love and passion-driven behavior, as well as compares local and global family restaurant brands.

The research model of this study was tested based on responses from 265 family restaurant customers in Korea (i.e. 105 from Outback Steak House, 78 from T.G.I. Fridays, 45 from VIPS and 37 from Ashley). Data were analyzed using frequency, reliability, confirmatory factor and correlation analyses, the structural equation modeling and multi-sample methods.

The verified model confirmed that brand prestige was significantly influenced by attitudes toward advertisement, monetary promotion and non-monetary promotion. Also, brand love was significantly affected by the amount spent on advertising, attitudes toward the advertisement and monetary promotion. Passion-driven behavior was significantly impacted by brand prestige and brand love. Lastly, the results identified that the brand origin (i.e. local and global family restaurant brands) moderated one of the hypothesized relationships (i.e. the impact of brand prestige on brand love).

The study suggests that a family restaurant brand manager may want to emphasize planning and developing marketing mix elements focusing on advertising and sales promotions.

This research illustrates the influences of the two dimensions of advertising and two types of sales promotions on brand prestige and brand love, which in turn led to passion-driven behavior from family restaurant customers.

This case study can help the reader to understand how to build an effective board for family business, and why evolving board structure can help family firm to sustain for a longer period in Market. Reader can also learn about role of independent director, CEO's Succession process and ways to deal with duality issue that family owned enterprise may face during a transition from generation X to Y.

This teaching case study describes various decision-making situations using example of a Pakistani family firm and entrepreneurs who started the business few decades back in France. This partially disguised case is based on actual events. The data are collected based on discussions with family business owners and minutes of meetings. The objective of study is to make sense of the family business theories e.g. socio emotional wealth stakeholder and agency. Case readers can also learn about the family’s business governance practices using diverse scenarios presented in this case.

This study is suitable for graduate and undergraduate studies.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management science.

This paper aims to investigate talent management (TM) practices of independent fine dining restaurant (FDR) organizations and explores why employee retention rates in FDRs are higher than other restaurants. This research adds to the TM literature by surfacing attitudes and influences that lead to employee retention.

The present study collects data using McCracken’s (1988) long interview method to provide insights into value similarities and differences between employees and independent restaurant managers. Fourteen interviews at two independent FDRs inform the results. This study employs a grounded theory approach.

Study results show that people take pride in working for the restaurants and the culture within the restaurant inspires a higher level of self-esteem. This independent, family-owned environment helps employees and managers achieve higher work performance and satisfy overall lifestyle needs. Respondents report their employment helps them to do things that bring out the best in them and allows them to accomplish other things that they want in life. The study also suggests that a shared value system between employees and managers creates a more stable workforce and longer tenure.

The current study examines only two independent family-owned FDRs, so generalization is limited. The current study uses grounded theory to expand on research in the TM literature.

If owners and managers of FDR focus on addressing employees’ higher-order motivational needs, they have a better chance of retaining employees. Losing productive employees has high direct and indirect costs, and the restaurant industry is plagued with high turnover. Independent restaurants also need to evaluate their new employee orientations because unstructured training contributes to an environment of uncertainty. Developing a positive culture in an FDR is possible with a focused, family-oriented business. This work culture takes time to develop. Recruiting and selection methods to ensure a fit with the culture and values are a cost-effective method to ensure the continuation of this culture. The consistent values between employees and managers in this study demonstrate that hiring for personal values and not necessarily for skills already developed helps with positive TM in FDR.

The current study extends the knowledge in TM, ecological systems theory and motivational needs-based theory through detailed interviews and value analyses. Long interviews and triangulation of the data surface conscious and nonconscious memories from both employees and managers specifically relating to employee retention factors in FDR.

Underpinned by affective events theory (AET), this paper examines the effect of coworker friendship on coworker incivility in family-style restaurants. Furthermore, this paper seeks the mediation effect of positive workplace gossip.

Using a time-lagged approach, 83 headwaiters and 326 servers at family-style restaurants located in Port Said and Ismailia responded, and their responses were analyzed using AMOS v. 24.

Multigroup analysis findings proved that coworker friendship increased positive workplace gossip in favor of the server sample. At the same time, the latter decreased coworker incivility in favor of the headwaiter sample. Besides, positive workplace gossip partially mediated the coworker friendship–incivility association in favor of the server sample. Furthermore, incivility levels increase between married coworkers and their peers in favor of the server sample.

From the AET lens, this paper offers valuable insights into affective and emotional reactions to closest coworkers' judgmental behavior in the restaurant industry.

This study aims to examine peer perceptions of a parent dining in a fast-food restaurant with their child.

A vignette approach was used to explore consumer assumptions and normative data using a four-country online survey of parents, with 1,200 respondents (300 from each of Australia, Canada, the UK and the USA). The study included qualitative and quantitative thematic analyses of the responses.

Family dining in fast-food restaurants was most often associated with an opportunity for family time together (25%), a treat (25%) and an unhealthy food decision (19%). For some, this is a normal meal that should not be judged (11%), for others, this is merely a meal of easy convenience (9%). Fathers, when depicted as the parent in the vignette, were more likely to be praised for spending time with their children, while mothers were more likely to be critiqued for making poor nutritional choices. Respondents from the USA viewed fast-food family dining more favourably than respondents from Australia, Canada or the UK.

Despite rising obesity in these four countries, only 19% of respondents focused on the unhealthy element of the food choice, suggesting that perhaps this element is not on the forefront of consumer decision considerations.

This paper confirms parental peer perception differences, based on gender and country, regarding opinions on a child dining with a parent in a fast-food restaurant.

This study uses ethnographic methods to explore the discursive practices that give life to ethnic restaurants, establishing identity, and addressing community engagement. Employing postcolonial and postmodern perspectives that discuss discursive practices of hybridity, authenticity, and commoditization, the research focused on five culture-specific restaurants: Irish, Italian, Korean, Mediterranean, and Middle Eastern. The restaurants' stories are studied through observation, interviews, and the situated approach as discussed by Denzin (1994). The findings suggest that some restaurants openly embraced hybridity, defied and debunked stereotypes, and resisted hegemonic constructions of individuals and of culture by enacting narratives of defiance, while others attempted to maintain traditional images or commodify the culture. Using the situated approach revealed a post-postcolonial tension between certain restaurants within the community.

In recent years, small family businesses in Mexico have come under enormous pressure from their external environment: this has resulted in serious problems affecting the running of their businesses, leading ultimately to a drop off in sales, customers and market share. Some have attempted to respond to this environment by using the Japanese approach of kaizen (meaning continuous improvement). The purpose of this paper is to ask if the kaizen approach is implemented in a specific environment such as that of small family businesses in Mexico.

In this study, qualitative research was conducted using case studies as the research strategy. Two small, family‐run Mexican businesses were selected and studied (a restaurant and hotel) and a retrospective focus was adopted; four methods were used to gather data: direct observation; participative observation; documentary analysis; and semi‐structured interviews.

The findings of the three case studies show that the kaizen approach can be applied to small family businesses in Mexico, but that the degree of implementation depends on the evolutionary stage of each family business. Consequently, for this first exploratory study, it was found that, in the start‐up stage, only the First Guiding Principle of kaizen was observed, along with some indications for the Fourth Guiding Principle. Whereas for the expansion stage, the consolidated presence of the Second, Fourth and Fifth Guiding Principle of kaizen was observed. Finally, it was possible to identify certain techniques and tools at every stage in addition to the Guiding Principle. In closing, the exploratory study made it possible to investigate the major enablers and inhibitors that a family business goes through.

Research was based in two case studies. However, rather than seeking empirical generalisation, the research tried to examine and explore how the kaizen approach is applied in a specific environment such as that of a sports organisation dedicated to football in Mexico.

The paper aspires to be of interest as much to researchers as to professionals in the family business context, whether they have top management responsibilities or are middle managers, and also to all those employees whose work is related to this sector, with the aim of understanding the management of small family businesses in Mexico from the kaizen perspective.

A review of academic and practitioner literature on the subject indicated that implementation of the kaizen approach in family businesses had scarcely begun to be explored. It is also significant that in Mexico and Latin America, examples of the implementation of this kind of approach are practically non‐existent in academic literature on family businesses.