Practices of creative leadership: A qualitative meta-analysis in haute cuisine (original) (raw)

Reflecting on a phenomenological study of creativity and innovation in haute cuisine

International Journal of Contemporary Hospitality Management, 2012

PurposeThis paper aims to present and reflect on a phenomenological research process used to elucidate the nature of creativity and innovation in haute cuisine.Design/methodology/approachIn‐depth unstructured interviews and field notes capturing subjective experiences were employed to elucidate the experiences of 18 top chefs from the UK, Spain, France, Austria and Germany with regards to creativity and innovation.FindingsThe findings are twofold: first, an empirical sample finding is presented in order to contextualize the type of findings obtained; second, key methodological findings are presented explaining the process of elucidating the nature of creativity and innovation through iterative learning from the descriptions of the interviewees and the subjective experiences gathered.Research limitations/implicationsThe underlying phenomenological study is limited to male haute cuisine chefs in five European countries. Future research is planned including female and male chefs from o...

Creativity and Innovation in Haute Cuisine: Towards a Systemic Model

Creativity and Innovation Management, 2014

The contribution of this study is an increased understanding of personal creativity and the innovation process in haute cuisine, a validation of the socio-cultural systems view of creativity and a model that accounts for the socio-cultural dimensions of haute cuisine. In this paper we discuss existing views that conceptualize creativity and innovation in this sector as a sequential developmental process following the principles of operations management. However, based on in-depth interviews with world-renowned chefs, we argue for a systemic rather than sequential developmental process view. The reason for this is that the chefs interviewed understand the ‘creativity part’ of the innovation process as an embodied experience often guided by intuition and the ‘innovation part’ as a process of social evaluation greatly dependent on the perception, knowledge and value judgement of the testers from the leading restaurant guides. The main implications of the findings go beyond the haute cuisine sector and open areas for future research on creativity and intuition more generally.

Creativity and Innovation Patterns of Haute Cuisine Chefs

Journal of Culinary Science & Technology

The objective of this article is to analyze the innovation patterns and drivers in culinary activities, especially in the haute cuisine segment. The main aim of this article is to provide an understanding of the innovation processes and context of haute cuisine and innovating chefs. The research is based on a survey of 50 chefs in eastern Spain who manage medium- and high-level restaurants, some of which are Michelin starred.

Organizational Creativity as an Attributional Process: The Case of Haute Cuisine

Organization Studies

In this paper, we develop a framework that conceptualizes organizational creativity as an attributional process in which organizational creativity is constantly negotiated between an organization and its environment through ‘entre-relating activities’. Based on an empirical analysis of this process in the haute-cuisine restaurant Rutz in Berlin, we explore four entre-relating activities – surprising, satisfying, stimulating and savouring – through which ‘being creative’ and ‘being considered creative’ are set in relation to negotiate the attribution of organizational creativity. Our findings demonstrate how the sequential performance of these entre-relating activities is consequential for the gradual transition of external evaluations of an organization’s outcomes, from being considered ‘different’ to ‘one of a kind’, and thus the increasing attribution of organizational creativity over time. Our study contributes to the literature on organizational creativity by exploring the inter...