Appetite for Innovation

Opazo, M. Pilar

doi:10.7312/opaz17678

Cited by 23 publications

(2 citation statements)

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“…Innovation is, at a fundamental level, about purposeful action towards mobilizing change [11,14]. Change may come in different forms and, as such, there are different approaches to innovation.…”

Section: Innovation In Servicementioning

confidence: 99%

“…High-end restaurants are also often helmed by particularly influential characters (e.g. celebrity chefs), giving these service organizations (and their respective innovation practices) extended visibility and thus additional weight in influencing general discourse around industry best practice [11]. Adopting a qualitative approach to explore the innovation strategies of high-end food service organizations thus offers a useful lense to reflect on the impacts of COVID-19 lockdown measures on innovation as a process of identifying, accessing, and combining dynamic capabilities into new service offerings [12,13].…”

Section: Introductionmentioning

confidence: 99%

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Innovation in High-End Food Service During COVID-19 Lockdowns

Tuomi¹,

Ashton²,

Ellonen³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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COVID-19 lockdown measures have forced hospitality operators to re-configure their dynamic capabilities through innovating operational practices and pivoting traditional business models. The highend food service sector has undergone a particularly drastic shift towards a new normal. This qualitative study explores factors facilitating innovation at 16 high-end food service organizations in Finland and the UK through semi-structured expert interviews. Three key themes facilitating innovation during COVID-19 lockdowns are identified: 1) Combining high-tech and high-touch through new ways of producing and providing technology-driven service offerings, 2) Prosocial engagement, i.e. working together with multiple stakeholders to bring added value to all parties, not just the business, and 3) Reactivity, i.e. pushing the traditional boundaries of the sector through quick decision-making and constant iteration and refining of processes and procedures. Drawing our empirical findings together, innovation during COVID-19 lockdowns in high-end food service is conceptualized into three phases: React, Refine, and Reflect.

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Section: Innovation In Servicementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Innovation in High-End Food Service During COVID-19 Lockdowns

Tuomi¹,

Ashton²,

Ellonen³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

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Rating systems and increased heterogeneity in firm performance: Evidence from the New York City Restaurant Industry, 1994–2013

Greenberg,

Sands,

Cattani

et al. 2023

Strategic Management Journal

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Research SummaryWe investigate the extent to which the increasing availability of ratings information has affected heterogeneity in firm performance and, if so, what market segments are responsible for these changes. A unique dataset was constructed with restricted‐access government data to examine these questions in the context of the New York City restaurant industry between 1994 and 2013. We find that firms serving tourist and expensive price point market segments experienced increasing sales discrepancies as a function of rating differentials when ratings information became more easily accessible with the advent of online rating platforms. These findings depict how the prevalence of online rating systems have shaped competition and value capture, thus providing insight into the determinants of firm performance heterogeneity.Managerial SummaryWe examine the extent to which increasing availability of ratings information has affected firm performance by estimating changes in comparative sales between New York City restaurants between 1994 and 2013. Analyses indicate that increased access to ratings information during this period had a considerable effect on comparative sales for firms serving the tourist and the expensive price point market segments. These results provide insights into other industries where access to evaluations and rating systems have also increased. This work suggests that online ratings have affected how firms compete and capture value, and managers have opportunities to use rating systems to their advantage.

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Double‐edged stars: Michelin stars, reactivity, and restaurant exits in New York City

Sands

2024

Strategic Management Journal

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Research SummaryThis article develops a theoretical framework to explicate how third parties, who are not transactionally involved in a given exchange relationship, can promote or impede the creation and capture of value by influencing market actor beliefs and behaviors. I investigate these issues empirically through an abductive mixed‐method case study of the Michelin Guide's entry into New York City. An examination of two decades of the openings and closings of New York City's elite restaurants indicates that receiving a Michelin star corresponded to an increased likelihood of restaurant exit. Michelin stars appear to have fostered disruptions at recipients' upstream and downstream interfaces, which inhibited their ability to capture value. This ultimately underscores how value network reactivity to third‐party evaluations may lead to unintended consequences for firms.Managerial SummaryThis article explains how third‐party evaluators' reviews, ratings, and rankings can promote or impede the creation and capture of value. This occurs because third‐party evaluations engender reactions by those being evaluated, as well as reactions by other market actors such as competitors and exchange partners. I study these issues within the context of the Michelin Guide's entry into New York City, and my findings indicate that restaurants that received a Michelin star were more likely to close in subsequent years. Evidence suggests that intensified bargaining problems with landlords, suppliers, and employees, along with heightened consumer expectations, created new challenges for these Michelin‐starred restaurants, which ultimately made it more difficult for them to stay in business.

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Appetite for Innovation

Cited by 23 publications

References 0 publications

Innovation in High-End Food Service During COVID-19 Lockdowns

Innovation in High-End Food Service During COVID-19 Lockdowns

Rating systems and increased heterogeneity in firm performance: Evidence from the New York City Restaurant Industry, 1994–2013

Double‐edged stars: Michelin stars, reactivity, and restaurant exits in New York City

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