Abstract
Examines the rates of mortality, survival, and entrepreneurship in the Danish restaurant sector, and demonstrates a considerable turbulence in the sector over the period 1980‐1993. Opportunities for organizational learning are enhanced by size as well as age. However, surprisingly, survival is not clearly related to managerial capacity, nor is affiliation with other restaurants an important factor for survival. The study indicates that learning in restaurants is decisively embedded in processes and technologies rather than in relations between human beings.
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