Charalampos Giousmpasoglou, Evangelia Marinakou and Anastasios Zopiatis
This study aims to explore the role General Managers (GMs) play in mitigating the effects of the unprecedented COVID-19 pandemic.
Abstract
Purpose
This study aims to explore the role General Managers (GMs) play in mitigating the effects of the unprecedented COVID-19 pandemic.
Design/methodology/approach
Qualitative structured interviews conducted online with 50 hospitality GMs from 45 countries are used to explore the impact of the pandemic on the industry’s operational norms and the role of managers in both managing the crisis and planning contingencies for recovery.
Findings
The findings enhance the conceptual capital in this emerging field and provide insights on how GMs behave during crises. Four related sub-themes emerged from the data analysis, namely, contingency planning and crisis management, resilience and impact on GM roles, the impact on hotels’ key functional areas and some GMs’ suggestions for the future of luxury hospitality.
Research limitations/implications
This study generates empirical data that inform contemporary debates about crisis management and resilience in hospitality organizations at a micro-level operational perspective.
Practical implications
Findings suggest that, in times of uncertainty and crisis, luxury hotel GMs are vital in coping with changes and leading their organizations to recovery. GMs’ resilience and renewed role and abilities enable them to adapt rapidly to external changes on their business environment.
Originality/value
This study is unique in terms of scale and depth, as it provides useful insights regarding the GM’s role during an unprecedented crisis such as COVID-19.
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John Cooper, Charalampos Giousmpasoglou and Evangelia Marinakou
The purpose of this study is to conceptualise how the occupational identity and culture of chefs is constructed and maintained through both work and social interaction.
Abstract
Purpose
The purpose of this study is to conceptualise how the occupational identity and culture of chefs is constructed and maintained through both work and social interaction.
Design/methodology/approach
The study follows a qualitative interpretivist approach; in total, 54 unstructured, in-depth, face-to-face interviews were conducted with Michelin-starred chefs in Great Britain and Ireland.
Findings
Drawing upon the fieldwork, fresh insights into the social structures and processes which underpin the creation and maintenance of the occupational identity and culture of chefs are revealed in the chefs’ own words.
Research limitations/implications
This study generates empirical data that inform contemporary debates about the role of work in identity formation with particular emphasis on the induction–socialisation process. In addition, the findings of this study suggest that identity and culture are interrelated in the sense that the cultural components of an occupational culture operate to reinforce a sense of identity among its occupational members.
Practical implications
The findings suggest that Michelin-starred chefs have a strong occupational identity and culture. Strict rules and discipline are often used in kitchen brigades as a means of monitoring quality and maintaining the high standards of performance. The occupational socialisation of new members is a long and painful process that very often exceeds the limits of banter, and it is analogous to the military induction. The phenomenon of bullying and violence in commercial kitchens is identified as an unacceptable behaviour that needs to be eliminated. This can be achieved with changes in the education and training of the young chefs and the strict enforcement of the anti-bullying policies.
Originality/value
The understanding of chefs’ occupational identity and culture is critical for successful hospitality operations; nevertheless, this is an under-researched area. This study is unique in terms of scale and depth; it is expected to provide useful insights in both theoretical and practical perspective, regarding the formation of chefs’ identity and culture in organisational settings.
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Evangelia Marinakou and Charalampos Giousmpasoglou
In view to the skills gap challenge in the chefs' occupation, the purpose of this study was to identify the required chefs' skills and competencies for successful careers in…
Abstract
Purpose
In view to the skills gap challenge in the chefs' occupation, the purpose of this study was to identify the required chefs' skills and competencies for successful careers in culinary arts management in the UK context.
Design/methodology/approach
A quantitative approach was employed with a survey questionnaire on competencies. Data were collected from different stakeholders with 407 valid responses presenting views on necessary competencies and skills to pursue a career in culinary arts.
Findings
This study suggests that professionals in commercial kitchens should demonstrate strong managerial and leadership skills, as well as operational and administrative. Professionalism and democratic management should be exhibited by chefs, who should further develop their emotional intelligence (EI) competency.
Practical implications
Organizations and academic institutions should provide such training to develop managerial and leadership skills that chefs need. Organizations should recruit based on these competencies model. Attention to diversity, equality and different cultures are important. Academic institutions should redesign their curriculum to address the industry's need on chefs' skills and competencies.
Originality/value
This is the first study to investigate chefs' competencies with empirical evidence from professionals, academics and students in the UK context. This study proposes a model with four sets of competencies, namely management, technical, strategic and operational.
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Evangelia Marinakou and Charalampos Giousmpasoglou
The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies.
Abstract
Purpose
The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies.
Design/methodology/approach
A qualitative approach was used and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (the USA, the UK, Australia and Greece).
Findings
Talent refers to those who “go above and beyond”. Talent retention strategies in luxury hotels include a friendly, family-oriented and open access culture, teamwork, compensation, succession planning and training and development. A hybrid exclusive and inclusive approach to talent management (TM) is proposed with the implicit engagement of the individuals.
Practical implications
Luxury hotels should choose TM practices that fit the organizational culture with a focus on retention strategies that are tailor-made to the individual or groups of individuals. Opportunities to progress, succession planning and employee participation to TM are valued in the industry.
Originality/value
This study provides findings from empirical comparative research conducted in four different countries, whereas most published work on TM focuses on bibliographic reviews. It provides a conceptualization of talent and TM. This study frames the nature of TM in hotels and advances the knowledge of talent retention strategies found to be effective in hospitality.
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Charalampos Giousmpasoglou, Adele Ladkin and Evangelia Marinakou
The emergence of dark kitchens in the restaurant industry is a contemporary phenomenon, arising most recently in the context of the so-called gig economy. This new business model…
Abstract
Purpose
The emergence of dark kitchens in the restaurant industry is a contemporary phenomenon, arising most recently in the context of the so-called gig economy. This new business model flourished during the coronavirus disease 2019 (COVID-19) pandemic on a global scale. Despite dark kitchens' popularity, considerable negative publicity exists in the news related to poor working conditions. To highlight this new phenomenon, this paper explores the existing literature on worker exploitation in dark kitchens in the context of the gig economy.
Design/methodology/approach
A systematic literature review of hospitality and tourism databases generated 1,430 articles, of which 18 met the authors' inclusion criteria for the final analysis, and 1,030 anecdotal sources, of which 47 were included. Thematic analysis was used to identify the key themes and summarise the findings to be used for further studies.
Findings
The popularity of dark kitchens as a business model is premised on the fact that dark kitchens' dramatically reduces the operational cost and increases productivity. On the other hand, the working conditions and contractual agreements of the gig workers in dark kitchens raise several questions from operational, legal and ethical perspective. These poor working conditions create the conditions for worker exploitation and further damage the sector's image.
Practical implications
This study advocates that companies and managers are responsible for implementing and monitoring fair working conditions in dark kitchens. The existence of poor working conditions increases employee turnover and, overall, affects the industry's reputation.
Originality/value
This explorative study provides insights into the working conditions and contractual agreements in dark kitchens. Currently, there is no other study (empirical or conceptual) to shed light on the working practices. The authors hope this study will trigger further discussion and empirical research in this field.
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Charalampos Giousmpasoglou, Evangelia Marinakou and John Cooper
This study aims to conceptualise how the occupational socialisation of young chefs is conducted in Michelin-starred restaurants in Great Britain and Ireland; the key role of…
Abstract
Purpose
This study aims to conceptualise how the occupational socialisation of young chefs is conducted in Michelin-starred restaurants in Great Britain and Ireland; the key role of banter and bullying in this process is explored and critically discussed.
Design/methodology/approach
This qualitative research critically discusses the data from 54 in-depth, face-to-face interviews with male and female Michelin-starred chefs in Great Britain and Ireland. A flexible interview guide was used to ensure all key areas, and topics discussed earlier in the literature review were covered. The rich data from the interviews were categorised in four different themes.
Findings
Drawing upon the fieldwork, fresh insights into the social structures, processes and group dynamics which underpin the socialisation process of young chefs are revealed in the participants’ own words. Four areas emerged from the usage of thematic analysis: occupational status, discipline and hierarchy in kitchen brigades, gender segregation in kitchen brigades and the role of banter and bullying in occupational socialisation.
Research limitations/implications
This study generates empirical data that inform contemporary debates about the role of banter and bullying in the occupational socialisation process of new members in Michelin-starred restaurants. A conceptual framework on the process of occupational socialisation in Michelin-starred kitchen brigades in Great Britain and Ireland is also provided.
Practical implications
The findings of this study suggest that banter and bullying are deeply embedded in chefs’ occupational culture; they also play a key role in the process of induction and occupational socialisation of the new recruits. In addition, gender segregation was found to be a persistent problem in commercial kitchens – young female chefs have to endure the same harsh conditions during the induction and occupational socialisation process. A recommended course of action to eradicate this phenomenon involves HR professionals, hospitality managers and the Michelin Guide.
Originality/value
The understanding of chefs’ induction and occupational socialisation is deemed crucial for successful hospitality operations; nevertheless, this still remains an under-researched area. This study is unique in terms of scale and depth; it is expected to provide useful insights in both theoretical and practical perspective, regarding the induction, socialisation and eventually, retention of young chefs in Michelin-starred restaurants.