Purpose -This study seeks to conceptualise how the occupational identity and culture of chefs is constructed and maintained through both work and social interaction.Design/methodology/approach -The research follows a qualitative interpretivist approach; in total 54 unstructured, in-depth, face-to-face interviews were conducted with Michelinstarred 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.Theoretical implications -This study generates empirical data that informs 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 2 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.
_____________________________________________________________________________________________Further research should focus on issues of gender and ethnicity, and on chefs working in different types of establishment and at different levels/ status to those interviewed here.
Originality/valueThe findings and the analysis of them provide valuable insights into chef identity. This analysis is important because the significance of concepts such as culture and identity for understanding specific job roles is still under explored within a hospitality context. Managers need to be able to understand and work with the cultural dynamics inherent in job roles because these impinge upon key issues such as recruitment, retention and team building of all staff, not just chefs.
This paper aims to explore chefs' experiences of the use of alcohol and other drugs (AOD) in Michelin-starred restaurants in Britain and Ireland. In total, 54 Head Chefs were interviewed in this study, which found AOD use to be part of their occupational culture. The work context plays a key role in this phenomenon in that harsh working conditions (such as heat, stress and long hours) provide fertile ground for AOD use as a means of self-medication and as a coping strategy. This study observes a normalisation of drinking to unwind. Even if this practice is detrimental to health, it is the coping mechanism used by chefs to deal with the stresses associated with the high end kitchen environment. Based on the findings of this research, it is argued that despite the industry's efforts to eliminate this phenomenon, AOD use is part of everyday life in high-end commercial kitchens.
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