The innovation development process of Michelin‐starred chefs

Abstract

PurposeThis paper aims to compare and contrast the innovation process described by Michelin‐starred chefs with existing theoretical innovation process models.Design/methodology/approachSemi structured interviews with Michelin‐starred chefs in Germany were conducted to better understand the underlying factors and dimensions that describe process practices. A sample of 12 Michelin‐starred chefs awarded one, two or the maximum of three stars were interviewed about how they develop new food creations in their restaurants.FindingsResearch results indicated that the development process of Michelin‐starred chefs has similarities and differences to traditional concepts of new product development. Michelin‐starred chefs' innovation processes do not include a business analysis stage and because of the simultaneity of production and consumption and the importance of human factors in service delivery, employees play a more important role in fine dining innovation than in other product innovation situations. Furthermore, Michelin‐starred chefs' innovation processes do not implement an all‐encompassing evaluation system.Research limitations/implicationsThe study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of Michelin chefs can be broken down into seven main steps.Originality/valueThe present study expands the scope of hospitality innovation research and the findings have not only important implications for high‐end restaurant settings but also other restaurant segments, and other hospitality service endeavors.