Haute Cuisine Restaurants Research Articles

The relationship between supervisor autonomy support, creativity, and employee service performance: Evidence from Michelin restaurants

This study aims to examine the relationship between supervisor autonomy support, creativity, and service performance of chefs in Michelin restaurants. In this context, data was collected from haute cuisine restaurants in Türkiye. Data was obtained from 322 chefs in 26 restaurants on the Michelin list. The data obtained was tested through PROCESS Macro (Model 4). According to the findings, creativity partially mediates the relationship between manager autonomy support and service performance.

Innovation and creativity in gastronomy beyond Haute Cuisine restaurants: Towards an innovation ecosystem in Gastronomytech in the Basque Country

The new avant‐garde of innovation in the field of gastronomy is moving from Haute Cuisine restaurants to laboratories, research centres, hubs or ecosystems fully dedicated to culinary innovation, where mixed and multidisciplinary teams of cooks and scientist work together. Such agents are leading an expansion of the field of influence of culinary innovation, connecting culinary knowledge with sectors such as agri‐food, hospitality, tourism, health or biotechnology. And, in turn, they seek to expand the frontiers of culinary innovation by exploring the connection of gastronomy with new digital technologies, promoting gastronomic entrepreneurship or developing policies to boost advanced gastronomic ecosystems around the world. The article analyses this process through the case study of the emergence of an innovation ecosystem in Gastronomytech in the Basque Country (Spain) led by the agents BCC Innovation, LABe Digital Gastronomy Lab and GOe Gastronomy Open Ecosystem, all three managed by Basque Culinary Center (an organization where training, innovation, research and entrepreneurship coexist with the aim of developing and promoting gastronomy). The study has implications for the management of culinary creativity and innovation, both for chefs and innovation teams at restaurants, as well as for policy‐makers who aim to promote innovative gastronomy in the future.

Effects of ambidextrous human capital deployment on the performance of haute cuisine restaurants

Effects of ambidextrous human capital deployment on the performance of haute cuisine restaurants

Are chefs happiness providers? Exploring the impact of organisational support, intrapreneurship and interactional justice from the perspective of happiness management

Current scientific studies on corporate governance in the fine dining industry must consider the attractive culture of happiness management. A business management model that aims to cement the corporate happiness of all the members of its organisation. Undoubtedly, a vital intangible resource to offer a service of excellence and quality to customers. As is well known, this is an aspect of particular relevance for haute cuisine restaurants. From this perspective, this paper arises from recent happiness management research that points to the need for a happy leadership style to actively reduce the psychological stress and physical exhaustion that chefs suffer daily in the kitchen. Inspired by the achievement of this goal, and therefore their happiness at work, this research conducts an exploratory study on how the dimensions: of organisational support, intraentrepreneurship and organisational justice empirically associate with the variable happiness at work. To this end, a structural equation model will be carried out based on the 136 surveys carried out on trainees at the Basque Culinary during the 2022–2023 academic years. The empirical results of this work show that the constructs of organisational support and organisational justice positively influence the happiness at work parameter. The same is not valid for the intrapreneurship factor. On the one hand, these findings can be exciting to demonstrate the complexity of generating a climate of subjective well-being within haute cuisine restaurants. Moreover, on the other hand, it shows that chefs are a source of culinary innovation and creativity when they carry out their professional activities in a positive and happy environment.

How Leadership Moments are Enacted within a Strict Hierarchy: The case of kitchen brigades in haute cuisine restaurants

This paper employs a strong process approach to leadership – one that focuses on leadership moments in action – to explore how collaborative leadership emerges within a hierarchical context. Drawing on observation in three haute cuisine restaurant kitchen brigades – highly hierarchical teams that deal with intense time pressures – we document empirically in the ongoing flow of experience how leadership moments reorient collective action as a response to an unstable environment. Moreover, we show how collaborative leadership emerges from a hierarchical structure, counterintuitively, during the most critical period of the service. Our contribution is twofold. We offer a novel conceptualization of the emergence of plural leadership within a hierarchical context, one that highlights the capacity to reframe the way of working together during the most critical moments of an unfolding situation. In addition, our work contributes to the strong process approach to leadership through the methodology adopted: rather than exploring how turning points are discursively enacted, we focus on these as manifested in action and in the non-verbal aspects displayed at such moments.

Sensory marketing and gastronomy: the case of Ecuadorian haute cuisine restaurants

ABSTRACT A visit to a haute cuisine restaurant is a feast for all the senses. This study investigates sensory aspects of Ecuadorian haute cuisine which has recently grown in popularity. A key reason for this popularity is the diversity and availability of local ingredients and the fusion of ancestral heritage with the creativity of a new generation of chefs. Four in-depth interviews were conducted with head chefs of Ecuadorian haute cuisine restaurants, three in Ecuador and one in Spain. The chefs were asked how they use sensory elements to stage the experiences in their restaurants. Responses were analysed using Hetzel’s framework to explore the dimensions of these experiences. All four chefs present a remarkably strong narrative and they all consciously use the five sensory elements to support the harmony between the narrative of Ecuadorian heritage and the dishes that they serve. These narratives appeal to the guests’ imagination and it was found that including “mind” as a sixth sense helps to understand the central place of these narratives. The implications are twofold: narratives help chefs to involve the guests in their offering and, in the long term, they can also help to create a more prominent place for authentic Ecuadorian cuisine.

Developing the ambidextrous organization. The role of intellectual capital in building ambidexterity: An exploratory study in the haute cuisine sector

Ambidexterity has become an important company strategy for solving the dilemma between exploration and exploitation that exists in the highly competitive environments. Organisations may use the dimensions of intellectual capital in three different ways (paths) to build ambidextrous capabilities: through human capital, through social capital, and through organizational capital. This research explored how the haute cuisine sector uses these three alternatives. A cluster analysis was performed to classify 152 fine-dining restaurants based on the three paths, resulting in two groups. Exploratory analysis revealed that these restaurant groups use two different ways to build organizational ambidexterity. In both ways, the three paths are used simultaneously, but one group of restaurants does it with more intensity than the other. The study also explored how these two approaches differ in terms of other variables, such as Michelin Guide awards, organizational characteristics, and performance. Through the identification of the different clusters of haute cuisine restaurants, it was revealed that haute cuisine chefs can choose different strategies for building organizational ambidexterity. Each organisation can use a different configuration of intellectual capital upon which to build ambidextrous capabilities.

How Will We Dine? Prospective Shifts in International Haute Cuisine and Innovation beyond Kitchen and Plate.

Haute cuisine, the cooking style for fine dining at gourmet restaurants, has changed over the last decades and can be expected to evolve in the upcoming years. To engage in foresight, the purpose of this study is to identify a plausible future trend scenario for the haute cuisine sector within the next five to ten years, based on today’s chefs’ views. To achieve this goal, an international, two-stage Delphi study was conducted. The derived scenario suggests that the coronavirus disease 2019 (COVID-19) pandemic will lead to significant restaurant bankruptcies and will raise creativity and innovation among the remaining ones. It is expected that haute cuisine tourism will grow and that menu prices will differ for customer segments. More haute cuisine restaurants will open in Asia and America. Local food will remain a major trend and will be complemented by insect as well as plant-based proteins and sophisticated nonalcoholic food pairings. Restaurant design and the use of scents will become more relevant. Also, private dining and fine dining at home will become more important. The scenario also includes negative projections. These findings can serve as a research agenda for future research in haute cuisine, including the extension of the innovation lens towards the restaurant and the business model. Practical implications include the necessity for haute cuisine restaurants to innovate to cope with increasing competition in several regions. Customers should be seen as co-creators of the value of haute cuisine.

Ambidextrous intellectual capital in the haute cuisine sector

PurposeThis paper aims to conceptualize organizational ambidexterity and intellectual capital in the haute cuisine sector, describing their interrelation. Specifically, the study draws on the dimensions of intellectual capital as a lens to understand ambidextrous capabilities.Design/methodology/approachThree research questions were addressed using a qualitative methodology. The researchers conducted ten interviews with sector experts from haute cuisine restaurants.FindingsThe paper identifies the constituents of organizational ambidexterity and intellectual capital in the haute cuisine sector. It also frames how these elements interrelate each other to allow the generation of ambidextrous capabilities.Research limitations/implicationsThe investigation was conducted in only one country and a single sector.Practical implicationsThe study provides guidance for haute cuisine restaurant managers to simultaneously develop innovation and efficiency in everyday activities, without having to choose between these two strategic objectives. Results show they must focus on human capital, which is one of the most important strategic resources in haute cuisine restaurants. This paper can help managers to design the organizational structures, processes and routines that allow haute cuisine restaurants to be ambidextrous.Originality/valueThe understanding of organizational ambidexterity and intellectual capital, and their integration, is critical for successful hospitality operations; however, research in this area is still limited. This integration can help haute cuisine restaurants to develop ambidextrous capabilities through their intellectual capital, establishing mechanisms to integrate individuals and group capabilities within the organizations.

A Fault in Our Stars: Competitiveness among Michelin-star Restaurants

THE AIMS OF THE PAPER Hospitality is a creative industry. A national cuisine may contribute to a country’s competitiveness by considering the various elements of sustainability in a region, stimulating economical development, and improving the national image. In Europe, the Michelin Star system is the most respected ranking system for high-quality or haute cuisine restaurants. This research is based on whether the characters of Hungarian cuisine can be identified by domestic fine-dining representatives. METHODOLOGY Using qualitative research and content analysis methodology, the paper explores whether fine-dining professionals and Michelin Star restaurants can identify local gastro culinary in the public dialogue. MOST IMPORTANT RESULTS Prizing a Michelin Star could be an innovative or sustainable business strategy, meeting as it does the gastronomic expectations of tourists. Providing a theoretical framework of the relevant literature on the role of innovation within the gastronomy industry, this paper analyses interviews collected from an online media platform. Although not all are covered in this paper, location, co-working, wellbeing and existential balance, inspiration, and burnout are factors identified during the research, factors that could drive Hungarian cuisine in a different direction than others in the international field.

Creativity and innovation in haute cuisine restaurants: factors affecting the creative process of Michelin-rated chefs

Purpose of the paper: Creativity and innovation in haute cuisine restaurants are being explored. The paper seeks to understand what factors influence the creative process in culinary activities. Methodology: The exploratory analysis has been conducted by using a Principal Component Analysis (PCA) based on primary data obtained from a survey of 132 Italian Michelin stared Chefs. Findings: Three key factors were found to stimulate creativity. The within-individual factor reflects the chef’s personal inclination for creativity. The second factor consists of external sources beyond the individual chef that can significantly enhance or constrain creativity. Lastly, an important practical factor encompasses contextual components, such as the need to consider financial sustainability and cost control. Research limits: The paper is focused on the Italian context and caution has to be used when generalizing the results of the study to different contexts. The research has an exploratory nature. Findings have to be confirmed by further analyses. Practical implications: The paper concludes with a suggested set of management capabilities to support the success of efforts that transform novel ideas into new and desirable culinary experiences for competitive positioning of haute cuisine restaurants. Originality of the paper: The first results of a work-in progress research help understanding how the approach to creativity influences the development of culinary innovations, which ultimately lead to the financial performance of restaurants.

The role of a high-quality restaurant in stimulating the creation and development of gastronomy tourism

The aim of this research is to determine the role played by a Michelin-starred restaurant, such as El Celler de Can Roca, in stimulating the creation and development of gastronomy tourism products. This research is qualitative and descriptive, using the method of indirect observation and in-depth interviews. It was found that the restaurant object of study contributes to stimulating the creation and development of gastronomy tourism products, since it was possible to identify components and characteristics in its activities, innovation process, discourse and philosophy that add quality to the products and services offered by gastronomy tourism. This study contributes to expanding research on Michelin-starred restaurants, which boost local economies through tourism and its effects, as well as leading to new ways of thinking about gastronomy, beyond the academic relevance of the subject, since haute cuisine restaurants attract little research outside the field of management.

Ireland on a Plate: Curating the 2011 State Banquet for Queen Elizabeth II

Ireland on a Plate: Curating the 2011 State Banquet for Queen Elizabeth II

Haute cuisine restaurants in nineteenth and twentieth century Ireland

Haute cuisine restaurants in nineteenth and twentieth century Ireland

Haute cuisine restaurants in nineteenth and twentieth century Ireland

Haute cuisine restaurants in nineteenth and twentieth century Ireland

From Escoffier to Adria: Tracking Culinary Textbooks at the Dublin Institute of Technology 1941–2013

From Escoffier to Adria: Tracking Culinary Textbooks at the Dublin Institute of Technology 1941–2013

Towards a Structured Approach to Reading Historic Cookbooks

Towards a Structured Approach to Reading Historic Cookbooks

The changing geography and fortunes of Dublin's haute cuisine restaurants, 1958-2008

AbstractThis paper considers the changing geography and fortunes of Dublin's haute cuisine restaurants over the last half century, placing them within both a national and international context. Ireland's place within the global story of food is discussed, and the paper illustrates links between Dublin and European and global trends. The paper shows that in the 1950s, Dublin could be seen as the gastronomic capital of the British Isles. The leading restaurateurs are briefly profiled, and the decline, stagnation, and gradual rebirth of Dublin's haute cuisine restaurants over the 1958–2008 period are charted and discussed. The paper combines data from the Central Statistics Office, the Egon Ronay Guide, and the Michelin Guide, with oral histories from leading chefs, waiters and restaurateurs to provide a robust account of the story of haute cuisine in Dublin restaurants for the last five decades.

The Changing Geography and Fortunes of Dublin's Haute Cuisine Restaurants, 1958–2008

This paper considers the changing geography and fortunes of Dublin's haute cuisine restaurants over the last half century, placing them within both a national and international context. Ireland's place within the global story of food is discussed, and the paper illustrates links between Dublin and European and global trends. The paper shows that in the 1950s, Dublin could be seen as the gastronomic capital of the British Isles. The leading restaurateurs are briefly profiled, and the decline, stagnation, and gradual rebirth of Dublin's haute cuisine restaurants over the 1958–2008 period are charted and discussed. The paper combines data from the Central Statistics Office, the Egon Ronay Guide, and the Michelin Guide, with oral histories from leading chefs, waiters and restaurateurs to provide a robust account of the story of haute cuisine in Dublin restaurants for the last five decades.

Code and conduct in French cuisine: Impact of code changes on external evaluations

AbstractWe study the effects of organizational code‐preserving and code‐violating changes on external evaluations by third parties—an essential but under‐studied strategic outcome. We define code‐preserving changes as a variation in the firm's product range that preserves the social code within which the firm positions its offering. By contrast, a code‐violating change corresponds to a variation in the product range that breaks with past codes and embraces another social code. Our analyses of French haute cuisine restaurants show that code‐preserving changes and code‐violating changes have positive effects on external evaluations. Both effects decline with prior evaluations received by the organization, but only the effect of code‐violating changes is reduced with age. Moreover, external evaluations improve when restaurants undertake more code‐preserving changes than their direct competitors but decline when they make more code‐violating changes than competitors. These results enable us to derive implications for research on strategic change, strategic groups, and strategic social positioning. Copyright © 2007 John Wiley & Sons, Ltd.