Abstract
ABSTRACT This qualitative study compares and contrasts the culinary innovation process of Michelin-starred restaurants in New York and Germany. The study synthesizes earlier studies to create a framework of tactics used by organizations based on concepts of breadth and depth of involvement in the phases of innovation. A key difference is the level of depth and breadth of involvement used by these establishments. German restaurants appear to utilize an Autocratic or Boardroom innovation process depending on the specific operation and phase of the process. In general, the German process had some breadth of involvement but very little depth of involvement. New York operations utilize Boardroom to Consensus approaches to innovation. New York chefs described moderate to high levels of breadth as a whole and used greater depth of involvement in the concept development, testing, and commercialization stages.
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