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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.

The study collected data from 19 Michelin-starred restaurants in Spain using a qualitative interview method. The data were analyzed qualitatively and organized thematically.

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.

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.

The main stance of this paper is to draw an authentic and rigorous outlook in terms of the financial and operational performance of small lodging establishments (SLEs) and put forth achievable and practical economic solutions that demonstrate the relative effectiveness of the adopted measures. This paper also suggests practical solutions to help minimize SLEs' financial vulnerability to long-term crisis and to boost their resilience with relative measures by applying recovery revival strategies for this particular segment of the lodging industry.

The authors have picked a locally owned resort hotel in Central Florida area and structured a real-life, case study-based inductive approach that is purposeful and offers rich economic outlook and analysis for the entire lodging industry, especially for the resort-hotel type of accommodation facilities. The main reason for why they only focus on one company is that they can fully understand the financial effects of COVID-19 on resort type of hotels and layout countering strategies. To achieve paper objectives, they have implemented cost–benefit (C–B), break-even (B-E) analyses along with a sensitivity testing approach.

The most striking result was that during the state-mandated shutdown period in 2020, overhead and overall operational costs associated with room sales and revenues were very high during this period that shrank the contribution margin ratio for rooms CMRw (room) and eventually yielded high sales volumes to be achieved at the B-E points vs lower sales volumes with almost the same average daily rate (ADR) levels needed for the B-E levels.

Future studies should specifically delve further into a portfolio of SLEs in the region or state or nation wise because the units comprising the SLEs might be too small to muster the changes required to bounce forward for the entire lodging industry in the world.

The resort's revenue re-optimization focus should center on financial re-benchmarking and business re-viability stress under different levels of shock scenarios. According to the different scenarios and calibrations for the ADRs, room nights, net present values (NPVs) of cash flows and profit margins derived from our main analyses, minimizing expenses and preserving cash would be the best key strategy for financial recovery during an ongoing COVID-19 pandemic.

It is obvious that the lodging, hospitality and tourism industry are the hardest-hit industries by the harsh and adverse effects of COVID-19. The effects of pandemic are differently shaped on operations in different industries and subsectors. Therefore, the operational and financial evaluation for the SLEs as the core and a catalyst in the entire lodging industry can shed a light on the strategic financial recovery procedures with broadly applicable real-life and endogenous capabilities and reasoning.

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 purpose of this study is to extend the findings from a very limited number of studies that have focused on the potential antecedents of firm diversity. Specifically, the authors examined the extent to which a set of firm-level diversity management initiatives, which included diversity, equity and inclusion (DE&I) policies and oversight structures, senior leader values and utility perceptions about DE&I and DE&I dissemination strategies, may be related to firm-level reported diversity – overall, and that which is specific to gender, ethnicity, race and disability.

The data for this study were gathered from a national sample of 200 US restaurant and foodservice companies during the third quarter of 2021 by an independent data collection firm.

After controlling for firm size, age, ownership structure and chain affiliation, the results from a series of regression analyses showed that formal diversity management policies and procedures (e.g. policies beyond those legally mandated), structural oversight of diversity management initiatives (e.g. designated diversity leader) and beliefs among senior leaders regarding the utility of diversity management initiatives, were positively related to firm-level diversity. There were also several notable differences in the significance of the findings across the four diversity groups, indicating support for a contingency explanation.

There are two unique contributions to this study. First, by considering a more support-based (vs compliance and control) approach to managing DE&I that is authenticated by senior leadership’s beliefs about the utility of DE&I, the findings advance the understanding of the nature and scope of diversity management initiatives that may influence firm-level diversity – in general, as well as that which may be specific to restaurant and foodservice settings. Additionally, the findings offer industry-specific insights regarding the extent and relevance of DE&I policies and practices that have been adopted by restaurants and foodservice organizations and prescriptive guidance for future inquiry on this topic.

As the restaurant industry is a representative service industry, long-living restaurants could carry the secrets of key factors that are needed to establish “sustainable business models” in service industry. The authors aim to answer the following question: How can restaurants innovate business model sustainably to last for more than 50 years through the era of digital transformation with open innovation dynamics?

Five long-lived restaurants from Daegu, Kyoto and Naples were selected separately by using the snowballing approach, and were analyzed through in-depth interviews and participatory observations.

Restaurants in Daegu have lived long mainly because of adding value to their recipes. Restaurants in Kyoto have lived very long, primarily by decoupling their original services, ingredients and recipes. Restaurants in Naples have enjoyed long lives by coupling or recoupling their ingredients, services and recipes.

The implication is that long-living restaurants or service firms could maintain their own sustainability by dynamically circling the following services: (1) adding and boning recipes (focusing on special menus or products), (2) coupling of ingredients (creative recoupling of original ingredients) and (3) decoupling of services (disconnecting the value chain and rebalancing it).

This study aims to analyze how restaurants' collaboration with mobile food delivery applications (MFDAs) affects product development efficiency and argues that technological capabilities moderate relational ties impact the joint decision-making and development efficiency of restaurant products.

A product development efficiency model was formulated using a resource-based view and real options theory. In all, 472 samples were collected from restaurants collaborating with MFDAs, and partial least squares structural equation modeling was applied to the proposed model.

The findings of this study indicate three factors are critical to the product development efficiency between restaurants and MFDAs; restaurants must develop a strong connection with the latter to ensure meals are consistently served promptly. Developers of MFDAs should use artificial intelligence analysis, such as order records of different genders and ages or various consumption attributes, to collaborate with restaurants.

To the best of the authors’ knowledge, this study is one of the few that considers the role of MFDAs as a product strategy for restaurant operations, and the factors the authors found can enhance restaurants’ product development efficiency. Second, as strategic artificial intelligence adaptation changes, collaborating firms and restaurants use such applications for product development to help consumers identify products.

Drawing on symbolic interaction theory (SIT), this study aims to identify what makes corporate social responsibility (CSR) communication more favorable to customers in the chain restaurants context. Specifically, this study examines the direct relationships between the interactivity of CSR communication, brand trust and brand sincerity. In addition, the mediating role of brand trust (i.e. separate dimensions of brand reliability and intentions) and the moderated mediating role of self-congruity are explored.

A total of 418 US consumers with past experiences of participating in CSR campaigns organized by chain restaurants on social media were recruited using the online survey method of nonprobability sampling through Amazon Mechanical Turk in December 2021.

The results of this study revealed that the interactivity of CSR communication on social media affects brand sincerity; brand reliability and brand intentions mediate the positive effect of interactivity of CSR communication on brand sincerity; and customer’s self-congruity moderated the positive mediation effect via brand reliability.

Chain restaurant marketers need to understand the important role of interactivity as a key element of CSR communication on social media to help develop brand trust and brand sincerity in chain restaurants.

This study expands on SIT to support the symbolic benefits of interactive CSR communication on social media.

The study aims to find out the extent to which hospitality sector family-owned businesses in Egypt feel committed to responsible leadership practices and subsequently meet their stakeholders' expectations.

The authors conducted semi-structured interviews with 24 owners of family restaurants in Egypt. Thematic analysis was undertaken on the collected data resulting in four major themes.

The authors find that the four dimensions (aggregation of virtuousness, stakeholder involvement, individual competencies and ethical contributions) are not fully exercised by the owners despite their readiness to behave correctly according to social norms. Furthermore, the respondents elaborated that they do not fully understand how to commence playing a role in contributing to the common good in their societies.

To the best of the authors’ knowledge, the present study is the first to empirically investigate responsible leadership practices in the context of small and medium-sized family businesses (restaurants in this case), particularly in the emerging market and non-Western contexts.

The proliferation of the coronavirus disease (COVID-19) has threatened the service industry, especially the restaurant sector, requiring innovative ways to help restaurants overcome this challenge. Thus, based on the stimulus–organism–response (SOR) model, the purpose of this study is to examine the role of customers' perception of a restaurant's innovativeness (CPRI) in brand evangelism by mediating customer engagement (CE). Additionally, this study examines the moderating role of customer openness to experience.

A Web-based survey collected the primary data from 483 Egyptian customers. The data were analysed using the partial least squares structural equation modelling method based on WarpPLS.7 software.

According to the findings, CPRI, which acts as a stimulus in the SOR model, positively affects CE (organism) and brand evangelism (response). CE positively affects restaurant evangelism. Additionally, CE mediates the relationship between CPRI and evangelism. Openness to experience moderates the relationship between CPRI, engagement and brand evangelism.

This study addresses the gaps in understanding CE and brand evangelism within the context of restaurant innovation. This study assesses restaurant innovativeness scales of developing economies in multiple dimensions. Egyptian restaurant marketing managers should innovate products, services, experiences, and promotions to increase consumer engagement and feedback through technology.

This study investigates how Egyptian restaurants engage with and evangelise customers through innovation. This is one of the few studies that examine brand evangelism in a restaurant setting from the perspective of the SOR theory. Additionally, this study analyses CE as a mediator and openness to experience as a moderator.

This study was designed to contribute to the extant literature by discovering the perceptions of restaurant employees and managers toward equal opportunities in restaurant labor and working in a diversity-rich restaurant work environment.

A qualitative research approach was utilized. Through in-depth interviews, data were collected purposefully from restaurant workers in different positions (e.g. managers, servers, chefs and cooks) in the USA.

As a result of content analysis, different perspectives emerged on equal employment opportunity and diversity in restaurant labor. While some employees and managers believe that restaurant labor has equal employment opportunities, others think there is a lack of equal employment opportunity and partial equal employment opportunity in the industry. Most participants perceive working in a diversity-rich restaurant work environment as beneficial (an opportunity to learn about different cultures and an opportunity to learn different experiences and approaches).

To the best of our knowledge, this is the first paper to explore employees' and managers' perceptions of equal employment opportunity and diversity in the hospitality labor context, specifically restaurant labor. Therefore, the research findings will create value for scholars to understand the view on equal employment opportunity and diversity in restaurant labor. Further, it will assist practitioners in designing their labor structure regarding equal employment opportunity and diversity management for the future.