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Sociologists have documented how women in male-dominated occupations experience subtle and overt forms of discrimination based on gender stereotypes. This study examines women professional chefs to understand how they perceive and respond to stereotypes claiming women are not good leaders, are too emotional, and are not “cut out” for male-dominated work. Many of our participants resist these stereotypes and believe that their gender has benefited them in their jobs. Using in-depth interviews with women chefs, we show that they utilize essentialist gendered rhetoric to describe how women chefs are better than their male counterparts. While such rhetoric appears to support stereotypes emphasizing “natural” differences between men and women in the workplace, we suggest that women are reframing these discourses into a rhetoric of “feminine strength” wherein women draw from gender differences in ways that benefit them in their workplaces and their careers. Our conclusion discusses the implications of our findings for gender inequality at work.

This paper aims to evidence the importance of art professionals’ participation in experiential innovation processes, in particular for the gastronomic experiential services, likewise their support to maintain companies at the vanguard in a market of experiences.

Data are collected, in the first phase, through an elaborated questionnaire. In the second phase, a list of companies is created, based on the qualification that users give to the category “creative gastronomy”, in different online portals of restoration.

The authors found that art professionals are a strategic and differentiating element for companies that want to break away from the market and increase their revenues. The third part of the interviewed companies that innovate in services experience processes are conformed by multidisciplinary teams, some of the companies take into account the coalition of art professionals with kitchen professionals. This coalition has allowed the companies to increase its billing, stay at the vanguard of the market and more important to maintain their gastronomic experiences services.

One of the main obstacles for conducting this research was observed when carrying out the surveys, as the concept of “team” in the studied sector is not understood as part of the daily administration.

The teams that have made this coalition type, and those that have teams of other specialized professional profiles, have increased their sales through the creation of gastronomical experiences. However, in this research, it is observed that, the companies that combine their teams and do a co-design work and co-development idea have been able to stay at the vanguard of the service and considerably increase their billing.

Human resources, with their respective competitions, abilities, techniques and knowledge, are the fundamental base in this type of service. The creation of strategic relationships with other companies or individuals, for either managerial alliances or recruitment and disposition of multidisciplinary teams at the internal level, could be more natural and generate new business opportunities.

The contribution of the paper focuses on the analysis about art professionals’ (artists) role at the time companies decide to sell sensations and emotions to a new consumer profile.

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 investigate the phenomenon of online food purchasing in Italy and, specifically, Italian consumers' future intentions to use these services even after the end of the COVID-19 emergency. To this purpose, to understand if these phenomena are robust enough to represent irreversible and well-established trends, in the present study, consumers’ Behavioural Intention was investigated.

A theoretical framework based on a preliminary literature analysis on the use of delivery services was developed. Then, an online survey was carried out in Italy during 2021. The data were then elaborated through an exploratory factor analysis (EFA), followed by confirmatory factor analysis (CFA). Following the verification of constructs reliability, a structural equation modelling (SEM) using the statistical tools, SPSS and R (Lavaan) was performed.

The results suggest that Behavioural Intention is influenced by items such as convenience, variety of food and time savings. Moreover, the relevant role of social networks and interpersonal relationships in influencing consumers' purchasing intentions has highlighted the importance of focussing on advertising campaigns and good “word of mouth.”

The present research represents the first attempt to investigate the food delivery and ghost kitchens’ phenomena, recently accepted thanks to the delivery applications use in Italy, a Country with strong gastronomic tradition and with an important digital gap. In this scenario, the research focused on the attention on the consumers' future intentions to use these services even after the end of the COVID-19 emergency.

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.

This research paper concentrates on bringing artists, as a strategically competitive tool, into gastronomic experience-led businesses. As a result of the new and fresh emotional experiences created, revenue was found to significantly increase.

The briefing saves busy executives, strategists 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.

The purpose of this paper is to describe the programme Steps Towards an Organic Professional Kitchen (Organic Steps) and how it has been adopted by both the public and private kitchens and a depicted case kitchen.

Theoretical framework consists of corporate social responsibility, sustainability of food, and sustainable procurement. Recent research on organic food is introduced. Organic Steps depicting five steps is illustrated, and the interrelated statistics are outlined. Consuming organic products in a case kitchen is described.

During the ten years, Organic Steps have been adopted well by the professional kitchens, and especially by the public kitchens. The customers of those kitchens consist mainly of children, young people, and the elderly. However, most kitchens are still employing Step 1. The case kitchen has reached Step 4 and consumes 25 organic products regularly.

Organic Steps encapsulates a practical model for both the public and the private kitchens in order to gradually move on towards an organic kitchen.

Publicly‐financed Organic Steps offers an example of a model, which successfully promotes the consumption of organic food. The long‐term results indicate the programme might be implemented also in other countries.

This study aims to conceptualise how the occupational socialisation of young chefs is conducted in Michelin-starred restaurants in Great Britain and Ireland; the key role of banter and bullying in this process is explored and critically discussed.

This qualitative research critically discusses the data from 54 in-depth, face-to-face interviews with male and female Michelin-starred chefs in Great Britain and Ireland. A flexible interview guide was used to ensure all key areas, and topics discussed earlier in the literature review were covered. The rich data from the interviews were categorised in four different themes.

Drawing upon the fieldwork, fresh insights into the social structures, processes and group dynamics which underpin the socialisation process of young chefs are revealed in the participants’ own words. Four areas emerged from the usage of thematic analysis: occupational status, discipline and hierarchy in kitchen brigades, gender segregation in kitchen brigades and the role of banter and bullying in occupational socialisation.

This study generates empirical data that inform contemporary debates about the role of banter and bullying in the occupational socialisation process of new members in Michelin-starred restaurants. A conceptual framework on the process of occupational socialisation in Michelin-starred kitchen brigades in Great Britain and Ireland is also provided.

The findings of this study suggest that banter and bullying are deeply embedded in chefs’ occupational culture; they also play a key role in the process of induction and occupational socialisation of the new recruits. In addition, gender segregation was found to be a persistent problem in commercial kitchens – young female chefs have to endure the same harsh conditions during the induction and occupational socialisation process. A recommended course of action to eradicate this phenomenon involves HR professionals, hospitality managers and the Michelin Guide.

The understanding of chefs’ induction and occupational socialisation is deemed crucial for successful hospitality operations; nevertheless, this still remains an under-researched area. This study is unique in terms of scale and depth; it is expected to provide useful insights in both theoretical and practical perspective, regarding the induction, socialisation and eventually, retention of young chefs in Michelin-starred restaurants.

The purpose of this paper is to explore evaluating the nutritional quality of menus by using software in professional kitchens.

Nutritional quality and the core factors used when evaluating the nutritional quality of menus are discussed. The empirical data were collected in 2008 by theme interviewing nine municipal food service employees. The data were analysed by a thematic analysis.

The results indicated that both positive and contributing factors emerged as follows: productisation of menu; using a plate model; length of a control period concerning the nutritional quality of the menu; checking the nutrition content when making changes in menus, dishes and food items; dealing with the results of the evaluation in the meetings; including the results in the service agreements; employers' positive attitude displayed towards software suppliers' training; including nutritional quality as a part of service quality; and implementing nutritional quality according to the job descriptions.

A variety of courses should be offered for the students concerning the guidance of food production by using software in professional kitchens; integrating working life into the curriculum; continuous training of the food service personnel; and cooperation with the professional kitchen's software suppliers. Moreover, further implications could involve, for example, developing and diffusing the national model for the nutritional quality follow‐up; and taking the Sinfos‐product information data bank into use.

Active updating of the software and training of the employees are needed in order to ensure the nutritional quality of menus.

Self-study in teacher education practices is rife with tensions revolving around self and its position in relation to teaching practice and research. In this chapter, I explore and demonstrate these tensions building on Schwab's practical orientation and following its developments in narrative research and self-study. In particular, I focus on the role of self-knowledge in my work as a teacher educator as it has featured in my own self-studies. To present this, I rely on relational teacher education, a framework that I have developed and has guided my living and teaching as a teacher educator. Overall, this progression will demonstrate my belief that self-study is a crucial vehicle for developing self-knowledge; however, it ought to be seen as a means for relational teaching practice and not merely as an end.

The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer.

Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens.

This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent.

Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital.

This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.