Coming to terms with a socially unsustainable fine dining business model

Abstract

Purpose

The purpose of this study was to examine the global perceptions of social equity in the fine dining business model as a result of the surprise announcement for the 2024 planned closure of the Michelin three-star restaurant, Noma.

Design/methodology/approach

This study used critical discourse analysis to inductively analyze 91 source documents retrieved through a lexical database search. The analysis yielded five overarching themes and six subthemes.

Findings

Findings from this study serve as a benchmark in retrospect for capturing a rapidly accelerating global conversation from January to March 2023 around the long-term viability and social sustainability of the fine dining business model.

Research limitations/implications

Against the backdrop of labor challenges in the restaurant industry due to the Covid-19 pandemic and its aftermath, the announced closure of Noma precipitated criticism of the stage (unpaid intern) system and the intense pressures of attaining and maintaining Michelin star status.

Practical implications

Results from the discourse analysis suggest certification for fine dining restaurants, perhaps through the Michelin Guide, for demonstrating a commitment to social sustainability as a qualifier to achieve a Michelin star.

Social implications

Findings from this research reveal a palpable change in societal tolerance for a more socially sustainable fine dining restaurant business model that advances equitable solutions for its workers while assuring the economic sustainability of restaurants.

Originality/value

This study drew upon a foodscape lens to reveal a juxtaposition between well-executed environmentally sustainable initiatives in the fine dining business model and the threats to the social sustainability among its workers.

Citation

Mejia, C. and Wilson, K. (2024), "Coming to terms with a socially unsustainable fine dining business model", International Journal of Contemporary Hospitality Management, Vol. 36 No. 10, pp. 3403-3428. https://doi.org/10.1108/IJCHM-07-2023-0948