The Michelin Guide is a well-respected source of information for the culinary consumer, and the stars awarded to the chefs by Michelin are powerful signs of culinary achievements. This study focuses on the career paths of Michelin-starred chefs in Germany and aims at identifying the creative hot spots of the culinary domain. Through analysing the career trajectories of 262 chefs by means of social network analysis, it was found that the culinary network comprises a dense core, although some prolific chefs can be found at the periphery or even as isolates. Individual significance for the network -expressed as centrality -was found to be independent of the actor's star rating. Ties between chefs with different star ratings occur more often than between chefs with similar star ratings. The findings suggest that fewer ties are more beneficial for individual creative productivity and that knowledge transfers are more likely to happen between chefs with different levels of experience, skills and creative ability. Although creativity is still a personalized process, the acceptance and adaptation of the creative output is a social phenomenon, hence, this study underlined the suitability of social network analysis as a methodology for future studies of creative processes.

The practice of Revenue Management has received widespread acceptance in the international hospitality industry yet a lack of best practice in terms of organizational integration persists. This paper follows the notion that revenue management is first and foremost a human activity, dependent on knowledge exchange and concerted decision within revenue management teams. One critical attribute of effective teams is group cohesion. The authors contrasted communication networks of 38 revenue management teams by means of social network analysis to identify the antecedents and consequences of group cohesion. It was found that industry employment, age and revenue management experience define the structure of communication networks and that awareness of other's expertise is central in explaining differences team performance across the sample. The findings highlight the issue of knowledge asymmetry in teams and suggest that the Revenue Manager occupies a more active role as an information broker in order to enhance group decision making.

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