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1 – 10 of 279Debora Gottardello and Solmaz Filiz Karabag
Using the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred…
Abstract
Purpose
Using the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred restaurants—perceives and aligns with the challenges brought about by the COVID-19-pandemic.
Design/methodology/approach
The study collected data from 19 Michelin-starred restaurants in Spain using a qualitative interview method. The data were analyzed qualitatively and organized thematically.
Findings
Four key categories of strategic challenges were identified: human resources, uncertainty, control and economic challenges. In response, chefs displayed both behavioral and organizational strategies. Those organizational strategies were new human resource management, reorganization, product and service innovation and marketing. While the new human resource management actions adopted to align with the human resource challenges identified, a misalignment remains between some of the other strategic actions, such as product and service innovation, marketing and economic and uncertainty challenges.
Originality/value
The findings offer new insight into Michelin-starred restaurant chefs' challenges and (mis)alignment strategies, an area that has been understudied in the current literature on innovative responses in the hospitality sector post-pandemic.
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Susana Fernández-Pérez de la Lastra, Fernando Martín-Alcázar and Gonzalo Sánchez-Gardey
This paper aims to conceptualize organizational ambidexterity and intellectual capital in the haute cuisine sector, describing their interrelation. Specifically, the study draws…
Abstract
Purpose
This paper aims to conceptualize organizational ambidexterity and intellectual capital in the haute cuisine sector, describing their interrelation. Specifically, the study draws on the dimensions of intellectual capital as a lens to understand ambidextrous capabilities.
Design/methodology/approach
Three research questions were addressed using a qualitative methodology. The researchers conducted ten interviews with sector experts from haute cuisine restaurants.
Findings
The paper identifies the constituents of organizational ambidexterity and intellectual capital in the haute cuisine sector. It also frames how these elements interrelate each other to allow the generation of ambidextrous capabilities.
Research limitations/implications
The investigation was conducted in only one country and a single sector.
Practical implications
The study provides guidance for haute cuisine restaurant managers to simultaneously develop innovation and efficiency in everyday activities, without having to choose between these two strategic objectives. Results show they must focus on human capital, which is one of the most important strategic resources in haute cuisine restaurants. This paper can help managers to design the organizational structures, processes and routines that allow haute cuisine restaurants to be ambidextrous.
Originality/value
The understanding of organizational ambidexterity and intellectual capital, and their integration, is critical for successful hospitality operations; however, research in this area is still limited. This integration can help haute cuisine restaurants to develop ambidextrous capabilities through their intellectual capital, establishing mechanisms to integrate individuals and group capabilities within the organizations.
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Tan Vo-Thanh, Mustafeed Zaman, Rajibul Hasan, Shahriar Akter and Thac Dang-Van
This study aims to examine the perceived value of service digitalization in fine-dining restaurants in France. No study exists on this topic, and its aim is to address this…
Abstract
Purpose
This study aims to examine the perceived value of service digitalization in fine-dining restaurants in France. No study exists on this topic, and its aim is to address this research gap. To do so, a conceptual framework of the perceived benefits and costs of the service digitalization was developed. This study also provides actionable recommendations for fine-dining restaurant managers to create and manage an optimized fine-dining experience for their customers.
Design/methodology/approach
To obtain in-depth information, the authors opted for a qualitative research approach. The authors interviewed 24 fine-dining restaurant managers (listed in the Michelin Guide) and 29 customers of fine-dining restaurants using a video titled “The Restaurant of the Future.”
Findings
The findings underline the perceived benefits and costs of service digitalization for both restaurant managers and their customers. This study highlights that fine-dining restaurants are highly experience-centric compared to other types of restaurants and recommends which services should be digitalized and which should not be to create and manage experiences throughout the customer journey.
Practical implications
This research provides restaurants with actionable recommendations in terms of service digitalization to enhance customers’ fine-dining experiences.
Originality/value
This research fills a gap by proposing a conceptual framework to examine the digitalization of services in fine-dining restaurants.
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Bernard Surlemont and Colin Johnson
The haute‐cuisine industry must cope with two, apparently antagonist demands from customers: providing reliable advice about the choice of restaurant, while concurrently…
Abstract
Purpose
The haute‐cuisine industry must cope with two, apparently antagonist demands from customers: providing reliable advice about the choice of restaurant, while concurrently preserving the “magic of discovery” and creativity every haute‐cuisine restaurant should provide. This paper has the objective of analysing how the Michelin guide “star system” operates as a “signalling device” in the industry, and handles these two market requirements. The research also explores how secrecy contributes to preserve chefs' creativity for the benefit of customer satisfaction.
Design/methodology/approach
The research is derived from 20 exploratory field interviews of chefs belonging to the “star system” in France, Switzerland and the UK.
Findings
Field research and analysis reveal the pressure to minimize type II errors, i.e. of selecting restaurants that do not merit inclusion and, consequently, increase type I errors. This behaviour explains the stability, reliability and consistency of the system.
Research limitations/implications
Further research is needed to analyse the extent to which the phenomenon observed in the haute‐cuisine industry is manifest in other artistic (i.e. fashion) or hospitality (i.e. hotels) related sectors.
Practical implications
There is no unique route to the star system. The best way for chefs to increase the odds to get promoted is to focus on quality, develop their own style and be patient. The policy of the Michelin guide opens the door for competing guides willing to take more risk of type I errors.
Originality/value
This exploratory research is the first attempt to analyse the role of gastronomic guides in the haute‐cuisine sector.
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Nathalie Montargot, Andreas Kallmuenzer and Sascha Kraus
This study aims to explore how haute cuisine excellence is and can be self-represented on the websites of three-star restaurants and juxtaposed onto the websites of external…
Abstract
Purpose
This study aims to explore how haute cuisine excellence is and can be self-represented on the websites of three-star restaurants and juxtaposed onto the websites of external authoritative food guides.
Design/methodology/approach
In total, 26 French Michelin three-star restaurant websites and their reviews in the prominent Michelin and Gault and Millau dining guides were examined. This data was then processed using lexicometric software.
Findings
Five semantic universes emerged, showing that restaurants and dining guides do not emphasize the same elements of culinary excellence. While restaurant websites emphasize the charismatic leadership role of the chef through family history, professional recognition and vicarious learning, the two iconic guides are far from rating the criteria they claim to: For the Michelin Guide, criteria other than cuisine appear central. Conversely, Gault and Millau, far from its nouvelle cuisine principles advocating democratization at lower cost, insists on fine products.
Practical implications
It remains essential for restaurants to use a repertoire of cultural components and symbols, capitalize on the charismatic and architectural roles of their chef and showcase fine products that are representative of classical cuisine. Storytelling and dynamic narrative add-ons, regularly updated on large-audience social media, appear central to increasing restaurants’ perceived value, communicating innovation and attesting to their singularity and uniqueness.
Originality/value
To the best of the authors’ knowledge, this is the first empirical study to overlap the lexical perspectives of three-star restaurants and iconic guides’ websites.
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Marc B. Stierand and Viktor Dörfler
This paper aims to present and reflect on a phenomenological research process used to elucidate the nature of creativity and innovation in haute cuisine.
Abstract
Purpose
This paper aims to present and reflect on a phenomenological research process used to elucidate the nature of creativity and innovation in haute cuisine.
Design/methodology/approach
In‐depth unstructured interviews and field notes capturing subjective experiences were employed to elucidate the experiences of 18 top chefs from the UK, Spain, France, Austria and Germany with regards to creativity and innovation.
Findings
The findings are twofold: first, an empirical sample finding is presented in order to contextualize the type of findings obtained; second, key methodological findings are presented explaining the process of elucidating the nature of creativity and innovation through iterative learning from the descriptions of the interviewees and the subjective experiences gathered.
Research limitations/implications
The underlying phenomenological study is limited to male haute cuisine chefs in five European countries. Future research is planned including female and male chefs from other countries in order to learn whether similar empirical findings can be obtained.
Practical implications
The paper presents a research process for elucidating cognitive and nebulous phenomena such as creativity and innovation to make them accessible to managers, researchers, students and policy makers.
Originality/value
The findings explain the process of elucidating the nature of creativity and innovation through iterative learning from the descriptions of the interviewees and the subjective experiences gathered. Further conceptual and methodological development emerges from investigating interviewees representative of the notion of the extraordinary.
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Angelo Presenza and Antonio Messeni Petruzzelli
The purpose of this paper is to shed new light on the role of country of origin (COO) for the competitiveness of luxury restaurants. The main goal is to understand how an haute…
Abstract
Purpose
The purpose of this paper is to shed new light on the role of country of origin (COO) for the competitiveness of luxury restaurants. The main goal is to understand how an haute cuisine (HC) chef can develop a personal cooking style and language based on the exploitation of COO in such a highly institutionalized field.
Design/methodology/approach
A single case study methodology is applied based on the analysis of the Italian HC chef Niko Romito.
Findings
Findings of this paper highlight the existence of pervasive use of strategies based on the search, recombination and codification of procedure that take direct inspiration by national and regional traditional gastronomic resources and recipes.
Research limitations/implications
Research implications refer to the interpretation of how a chef can work by formulating and developing competitive strategies through the recombination, reinterpretation and codification of local and typical gastronomic resources and cooking recipes.
Practical implications
The paper provides managerial insights into the relative effectiveness to use COO as a strategic resource for HC restaurants.
Originality/value
A model is presented and the three gears that form the COO chain of chef Romito are explained. This model will help academics and practitioners to better understand the ways need to be followed to improve firms’ competitiveness fostering COO.
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Bernard Surlemont, Diego Chantrain, Frédéric Nlemvo and Colin Johnson
The aim of this paper to shed light on the strategies adopted by chefs and to identify the most successful in terms of Michelin rating and profitability.
Abstract
Purpose
The aim of this paper to shed light on the strategies adopted by chefs and to identify the most successful in terms of Michelin rating and profitability.
Design/methodology/approach
In‐depth exploratory interviews with 20 great chefs located in France, Belgium, the UK and Switzerland having gained two or three Michelin stars over the last ten years.
Findings
Chefs use three different strategies for revenue‐generation: core business, full diversification and partial diversification. The reasoning behind the choice of strategy varies between two‐ and three‐star restaurants. The first strategy seems to lead to higher Michelin star ratings, and strategy, the second seems superior in terms of profitability. The third strategy yields inferior results, but is less risky.
Research limitations/implications
The observations are constrained to “recently successful” restaurants, and hence may not be applicable to longer‐standing restaurants.
Practical implications
Concentrating on the core business leads to higher star rating, but lower profitability. Full diversification increases profitability but can jeopardize Michelin rating. The middle‐of‐the‐road approach seems inferior in any case.
Originality/value
To this day, little research has been conducted on the way in which great chefs having two or three stars in the famed Michelin Red Guide run their businesses. In particular, very little is known about their revenue‐generating strategies: what options are available and which revenue models are the “best”. This paper is exploratory in nature and aims to inform further research about luxury restaurants.
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Defines the term “gastrosophy” and focuses on “chef gastrosophers” whosespecialist field is professional expertise in gastronomy andhospitality. The position these individuals…
Abstract
Defines the term “gastrosophy” and focuses on “chef gastrosophers” whose specialist field is professional expertise in gastronomy and hospitality. The position these individuals occupy today has been brought about by a succession of cultural, metaphysical and technological factors. Chef gastrosophers have progressed the aims of gastronomy, by becoming leading figures in contemporary cuisine. They occupy positions at the apex of the modern culinary hierarchy, having demonstrated individualism, entrepreneurship and a willingness to take risks. They set the culinary pace of the hospitality industry, and have invested in the cult of personality, freely utilizing public relations and image creation techniques. Chef gastrosophers have realized that the modern hospitality industry has a dynamic which requires the business proprietor to innovate, to create bold images and identities and to market these. The hospitality they offer is intended to be holistic, where a complete experience, offering fleeting artistic theatre, has been distilled from haute cuisine.
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Arnaldo Ryngelblum, Nadia Vianna and Luciana Onusic
The purpose of this paper is to examine the conditions that allow the co-existence of alternative logics in an institutional field for an extended period.
Abstract
Purpose
The purpose of this paper is to examine the conditions that allow the co-existence of alternative logics in an institutional field for an extended period.
Design/methodology/approach
This is a case study that examined the complaint-handling processes of phone companies based on documentary research, which provided the information that allowed the development of a script to interview organizational actors in this field.
Findings
The explanation for this behavior that does not attempt to deinstitutionalize other institutions’ practices relates to the actors’ need for the other field participants’ collaboration to improve their activities.
Research limitations/implications
The specific characteristics of the Brazilian context can only suggest that alternative logics may coexist, which therefore opens opportunities for future studies to discuss the possible reproduction of these results in other societies. Similarly, because this research was restricted to the complaint field, other studies conducted in fields where actors are faced with alternative possibilities, such as with the judicial system, should examine and expand on these concepts. This study sought to cover the viewpoints of multiple important actors in the field to cover the whys and hows these logics coexist. However, a more comprehensive availability of respondents might have brought still better insights to the study.
Practical implications
One implication of this study is the fact that firms in Brazil must be aware of the alternative redress channels that are available to consumers. The different procedural norms can cause a great deal of annoyance because firms have to be updated with all of them and eventually build specialized teams to address them. The awareness of the existence of multiple logics in this field should orient the Brazilian telephony industry’s regulator in formulating policies that take this fact into consideration. To do this, the regulator should consider a regular consultation forum in which the main consumer protection organizations and government agencies gather to discuss improvements given that there is already informal collaboration. Public policy should also take into consideration the fact that consumers do not complain most of the time for lack of knowledge or disbelief in supporting organizations.
Originality/value
The main contribution is the alternative logics notion in addressing complaints in this field. This is an issue that has not been practically explored in the literature. The difference between an alternative logic and a competing one lies in the fact that the practices, structures and symbols in the first case represent alternative possibilities for actors to achieve a specific objective, whereas in the second case, the weaker logics tend to disappear due to a stronger one.
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