An Individual Business Model in the Making: a Chef’s Quest for Creative Freedom

Svejenova, Silviya; Planellas, Marcel; Vives, Luis

doi:10.1016/j.lrp.2010.02.002

Cited by 191 publications

(164 citation statements)

References 34 publications

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“…Second, empirical work typically consists of case studies of highly successful organizations and therefore cannot fully elucidate the link between tensions and organizational innovation. For instance, studies of tensions in the haute cuisine sector are primarily cases of exceptional chefs, such as Ferran Adria who built an exceptional business model that enabled him to push the innovation frontier in haute cuisine (Svejenova, Planellas, Vives 2010; see also Bouty and Gomez 2009;Messeni Petruzzelli, Savino 2012;Slavich, Capetta, Salvemini 2014 for other examples of prominent chefs engaged in gastronomic enterprise). Thus, more evidence is needed to shed light on tensions that occur in more typical restaurants in this sector, with varying levels of performance.…”

Section: Introductionmentioning

confidence: 99%

Cooking under Fire: Managing Multilevel Tensions between Creativity and Innovation in Haute Cuisine

Lane

Lup

2015

Industry and Innovation

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Original citation:Lane, Christel and Lup, Daniela (2015) Cooking under fire: managing multilevel tensions between creativity and innovation in haute cuisine. Industry and Innovation, 22 (8 we identify tensions at two distinct levels of analysis. The first tension, situated at the individual level, occurs between the artistic identity of the chefs-de-cuisine and their work identity; the second one, at the organizational level, arises because creativity and implementation are equally important for the organizational success, thus making it impossible to disentangle chefs' contribution from that of the kitchen brigade. Case evidence shows that effective tactics for managing these tensions simultaneously emphasize distinctions and create synergies between the contradictory elements of each tension.Moreover, our cross-national sample allows us to show how differences at the national institutional level affect the management of tensions and thus shed light on the mechanisms through which institutional environments affect innovation. These insights contribute to existing research in creativity and innovation.___________________________________________________________________

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Section: Introductionmentioning

confidence: 99%

Cooking under Fire: Managing Multilevel Tensions between Creativity and Innovation in Haute Cuisine

Lane

Lup

2015

Industry and Innovation

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“…Experimentation is present in the business model cases analysed by several authors (Sosna, Trevinyo-Rodriguez, and Velamuri 2010); (Svejenova, Planellas, and Vives 2010); (Chesbrough 2010);(McGrath 2010).…”

Section: 2-new Business Model Generationmentioning

confidence: 99%

“… Organizational activities and the value chain ( (Richardson 2008); (Svejenova, Planellas, and Vives 2010). "The interdependence of activities is the focal point of business model concept" (Zott and Amit 2009, p. 114).…”

Section: 2-new Business Model Generationmentioning

confidence: 99%

Is experience a useful resource for business model innovation?

Mateu

March-Chordà

2016

Technology Analysis & Strategic Management

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“…The literature stresses particularly how BM innovation may disrupt competition and create competitive advantage (e.g., Casadesus-Masanell and Ricart, 2010;Giesen et al, 2007;Johnson et al, 2008;Svejenova et al, 2010). Innovation in the domain has been prolific since the advent of the Internet era and numerous examples have been analyzed such as Amazon, Google or IBM.…”

Section: The Rise and Fall Of An Open Business Modelmentioning

confidence: 99%

The Rise and Fall of an Open Business Model

Demil¹,

Lecocq²

2014

rei

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Les business models ouverts (Chesbrough, 2006) font référence à des modèles qui promeuvent une division du processus d’innovation et de l’organisation du partage de connaissance avec des parties prenantes, et éventuellement des concurrents. Dans cet article, nous tentons de répondre à la question suivante : quelles sont les conséquences, en termes de performance dans le temps, de l’adoption d’un business model ouvert ? NouSs étudions le secteur du jeu de rôle aux Etats-Unis dans lequel le leader est passé d’un business model propriétaire à un business model ouvert avant de revenir à une approche plus fermée. Plusieurs leçons peuvent être tirées de cette étude de cas. Particulièrement, nos contributions portent sur la dynamique des mécanismes de la création et de la capture de valeur, les effets imprédictibles d’un business model ouvert et les risques et faiblesses associés à un tel choix.

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An Individual Business Model in the Making: a Chef’s Quest for Creative Freedom

Cited by 191 publications

References 34 publications

Cooking under Fire: Managing Multilevel Tensions between Creativity and Innovation in Haute Cuisine

Cooking under Fire: Managing Multilevel Tensions between Creativity and Innovation in Haute Cuisine

Is experience a useful resource for business model innovation?

The Rise and Fall of an Open Business Model

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