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This paper aims to examine the formal and informal workplace learning of professional chefs. In particular, it considers chefs’ learning strategies and outcomes as well as the barriers to and facilitators of their workplace learning.

The methodology is based on in-depth, face-to-face, semi-structured interviews with 12 executive chefs from a variety of restaurant types. Chefs were asked questions that focused on how they learned, the learning outcomes that they experienced and factors that inhibited or facilitated their learning.

Findings suggest that the strategies, outcomes, barriers and facilitators experienced by professional chefs are similar in many respects to those of other occupational/professional groups. However, there were some important differences that highlight the context of chefs’ workplace learning.

The sample, which is relatively small and local, focuses on one city in Canada, and it is limited in its generalizability. Future research should include a national survey of professional chefs.

Using a qualitative approach, this in-depth study adds to the literature on workplace learning, strategies, outcomes, barriers, facilitators and context factors by addressing a relatively understudied profession.

Human capital is the most important determinant of the Hospitality industry’s success. Executive chefs should be skilled in both management and culinary arts, in addition to ensuring the success of the entire hospitality division. The study aims to understand the competencies of executive chefs in international tourist hotels in Taiwan.

Literature review and behavioral event interviews were conducted with ten executive chefs and executive sous chefs. The modified Delphi method verified the results using 15 experts.

A competency framework was created, with four quadrants – managerial, operational, behaviors and skills – to classify executive chefs’ competencies. Each competency was further divided into sub-competencies – culinary research, emotional control, negotiation skills, job guidance and proactive thinking ability – for 25 items. Quadrants I and II are hard competencies that can be improved through education and training, whereas the third and fourth are soft competencies that require more time for development in workers.

The two-step study developed a competency framework with a practical reference value. The study results could be utilized by human resources managers during their companies’ training, recruitment, selection and promotion.

Besides the Delphi method, a deep behavioral event interview that enabled determining critical competencies was also used to collect data. The results obtained could be used to structure schools’ curricula. Collaborations between the hospitality industry and schools could help develop better curricula and training plans to maximize the availability of educational resources.

The purpose of this paper is to focus on the development of competences for use by professional teppanyaki chefs in food and beverage education in Taiwan.

The research methodology includes the Delphi technique and incorporates interviews with three types of experts: instructors from culinary departments at a university, seasoned teppanyaki professionals and owners of teppanyaki establishments. An analysis of the responses provided by these industry experts led to identification of four dimensions of competences needed by teppanyaki chefs: knowledge, technique, affect and attitude. The K-S test involves using a z-test on ordinal variables for single samples to determine whether the sample distribution diverges from the frequency distribution. The z-score is greater than 1.96 which implies significance and consistency.

This study analyzed the responses provided by the interviewed experts to identify and extract competences for teppanyaki chefs. The extracted competences comprise four dimensions (knowledge, technique, affect and attitude), 16 work-related tasks and 74 skills items.

This study includes 16 work-related tasks, and 74 competences. The study recommends the establishment of an organization for competence certification to act as the authority for teppanyaki skill certification. Such an organization could utilize the results from this study as a reference, as could culinary departments at vocational institutes as well as other teppanyaki training courses offered in Taiwan.

The purpose of this study is to shed new light on empirical and conceptual aspects related to chefs’ careers and the hospitality sector. The study examines how the future of the chef’s profession is perceived, how future generations of chefs could be developed and the main emerging trends within the chef’s scene.

Semi-structured, face-to-face, online and telephone interviews were conducted with 34 chefs operating in Australia and 35 in Vietnam.

The findings reveal ten dimensions that strongly adhere to knowledge management (KM) and the notions of the knowledge-based view of the firm. In addition, numerous differences in how the two groups perceived aspects of their careers transpire. Based on these findings, a conceptual framework was developed, with important theoretical and practical implications.

The importance of KM through talent development, mentoring, creating a learning environment and enhancing problem-solving skills is highlighted.

While scholarly works emphasise chefs’ value, importance and contributions, little is known about the links between their careers and KM. Furthermore, almost no study has compared chefs across geographic/cultural domains. The study addresses these research gaps and contributes to the conceptual understanding of KM within the chefs’ domain.

As Europe approaches 1992, there is little evidence that para‐professionals are preparing to harmonise certification programmes in readiness for changing trans‐border work patterns. Using the example of the Canada‐US Free Trade Agreement and its effect on the “service sector”, it is suggested how certification and training for the para‐professions might be effected in Europe, in that different nationalities have been shown to have varying traditions of certification and training.

How closely does internal audit match the attributes of a profession? In terms of its relatively short history — and in comparison with the longer‐established professions — it would seem that in the United States it already meets many of the necessary criteria: public service obligations, training and accreditation, standards of practice, publication and dissemination activities; there is also evidence of employer requirements and practices becoming more exacting. However there is some way to go before full recognition and acceptance as a distinct professional discipline are achieved. One crucial dilemma is over independence, as between loyalty to employers or profession, in situations of conflict. A concept of a management‐oriented service is advocated as one of the most constructive resolutions for future development.

This research aims to model the existing system of destination competitiveness, identifies leverage points and develop revised model to achieve sustainable competitiveness.

System dynamics is used as method of modeling destination competitiveness. Structure of model utilizes 9-factor model as reference. Leverage points are identified using system archetypes. Revised model is built with resource-based view (RBV). Case study was conducted in Samosir, Toba Lake. Data used are secondary data and results of in-depth interviews.

There are 3 sub-systemic characteristics (archetypes) that hinder competitiveness. They are limit to growth quality gap, fix that fails infrastructure and promotion, tragedy of common lake pollution. Destination was unable to meet tourist expectations. Tourists spending decreased, demand size was small. Industries are unable to increase capabilities. Professionals, entrepreneurs, local workers, supporting industries are less interested in entering industry. Government policies do not match with destination's needs. Lake as main attraction is getting polluted. To achieve sustainable competitiveness, destination must utilize their valuable, rare and inimitable (VRI) resources and capabilities to design unique experiences for tourists, hence sustainable.

Government policy should be shifted to prioritizing development of valuable, rare, inimitable and well-organized resources and capabilities of destination, to produce unique tourist experience and achieve sustainable competitiveness.

Methods and findings, combining system dynamics, system archetype, 9-factor model and RBV to achieve sustainable competitiveness is novel and can enrich tourism sustainable competitiveness theory/concept.

In view to the skills gap challenge in the chefs' occupation, the purpose of this study was to identify the required chefs' skills and competencies for successful careers in culinary arts management in the UK context.

A quantitative approach was employed with a survey questionnaire on competencies. Data were collected from different stakeholders with 407 valid responses presenting views on necessary competencies and skills to pursue a career in culinary arts.

This study suggests that professionals in commercial kitchens should demonstrate strong managerial and leadership skills, as well as operational and administrative. Professionalism and democratic management should be exhibited by chefs, who should further develop their emotional intelligence (EI) competency.

Organizations and academic institutions should provide such training to develop managerial and leadership skills that chefs need. Organizations should recruit based on these competencies model. Attention to diversity, equality and different cultures are important. Academic institutions should redesign their curriculum to address the industry's need on chefs' skills and competencies.

This is the first study to investigate chefs' competencies with empirical evidence from professionals, academics and students in the UK context. This study proposes a model with four sets of competencies, namely management, technical, strategic and operational.

This paper aims to explore the nature of the celebrity chef phenomenon and its impact on the contemporary hospitality industry, to both enrich current knowledge on the topic, as well as inform future research endeavors.

The study was based on a narrative literature review of secondary data sources, namely, academic literature and industry-related articles, and video data collected from popular video-hosting websites.

Despite the vast popularity of celebrity chefs, the phenomenon remains underexplored, with limited coverage given to it by hospitality-related literature. Prior investigations primarily focused on celebrity chefs’ commercial influence and power of advocacy, with little reference to their impact on the next generation of culinary professionals and on the sustainability of the profession.

This commentary has numerous theoretical and practical implications for industry stakeholders who wish to explore this phenomenon beyond the limited confinements of its commercial impact. In particular, the study explores the nature of the phenomenon, where television, social media and the celebrity status of chefs influence both the values and norms surrounding the profession, and individuals’ vocational choices. That said, findings suggest that additional research is required on this topic.

The exploration of celebrity chefs as a topic has so far been limited and has leaned toward one dimension in hospitality literature, despite its interesting scope. This critical overview provides conceptual clarity on issues such as the phenomenon’s commercial and vocational impact and highlights areas of concern and opportunity. Moreover, the study sets a clear pathway for further research.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Cooking is big business right now. Television cooking shows are highly popular and this in turn is generating interest in cooking as a pastime. As a result, many professional chefs are becoming celebrities, endorsing products and publishing books. Less obvious is their role as the leader of a team and the driving force behind the development of apprentice chefs. They set the pace and direction of learning in the kitchen and have an important role as a coach and facilitator.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.