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

Lane, Christel; Lup, Daniela

doi:10.1080/13662716.2015.1113861

Cited by 19 publications

(17 citation statements)

References 56 publications

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“…These observations imply that most of the success of haute cuisine restaurants depends on the chefs' creativity, recognizing that heterogeneous components -both within and outside the individual -have an impact on their creative process (Amabile, 1983(Amabile, , 1996. Notwithstanding this recognition, there is considerable controversy surrounding the factors and origins of creativity in the haute cuisine context (Capdevila et al, 2015;Lane and Lup, 2014;Messeni Petruzelli and Savino, 2014;Stierand and Lynch, 2008;Svejenova et al, 2007;Gomez et al, 2003).…”

Section: Tindara Abbate Angelo Presenza Fabrizio Cesaroni Marta Meleddu Lorn Sheehanmentioning

confidence: 99%

Creativity and innovation in haute cuisine restaurants: factors affecting the creative process of Michelin-rated chefs

Abbate

Presenza

Césaroni

et al. 2019

Sinergie Italian Journal of Management

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Purpose of the paper: Creativity and innovation in haute cuisine restaurants are being explored. The paper seeks to understand what factors influence the creative process in culinary activities.Methodology: The exploratory analysis has been conducted by using a Principal Component Analysis (PCA) based on primary data obtained from a survey of 132 Italian Michelin stared Chefs.Findings: Three key factors were found to stimulate creativity. The withinindividual factor reflects the chef 's personal inclination for creativity. The second factor consists of external sources beyond the individual chef that can significantly enhance or constrain creativity. Lastly, an important practical factor encompasses contextual components, such as the need to consider financial sustainability and cost control.Research limits: The paper is focused on the Italian context and caution has to be used when generalizing the results of the study to different contexts. The research has an exploratory nature. Findings have to be confirmed by further analyses.Practical implications: The paper concludes with a suggested set of management capabilities to support the success of efforts that transform novel ideas into new and desirable culinary experiences for competitive positioning of haute cuisine restaurants.Originality of the paper: The first results of a work-in progress research help understanding how the approach to creativity influences the development of culinary innovations, which ultimately lead to the financial performance of restaurants.

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Section: Tindara Abbate Angelo Presenza Fabrizio Cesaroni Marta Meleddu Lorn Sheehanmentioning

confidence: 99%

Creativity and innovation in haute cuisine restaurants: factors affecting the creative process of Michelin-rated chefs

Abbate

Presenza

Césaroni

et al. 2019

Sinergie Italian Journal of Management

View full text Add to dashboard Cite

show abstract

“…Scholars emphasize that creativity management is paradoxical and contradictable (McLeod et al, 1997;Amabile, 1998;Sutton, 2001;Bilton;Cummings, 2014;Lane and Lup, 2015;Johnsen, 2015;Chen et al, 2015).…”

Section: Issn 2071-789x Interdisciplinary Approach To Economics and Smentioning

confidence: 99%

Creativity Management: Towards Soft Control

Kačerauskas

2016

Economics &Amp; Sociology

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The paper deals with the management of creativity. Creative activity is peculiar since it covers specific (creative) worker, his (her) own working time, peculiar resources, implementation of a particular product. A creative worker resists to any forms of control and management including forced labour hours, work in an office, strong terms and contractual obligations. An office could be treated as a panopticon, i.e. as a prison, in which every labour operation of a worker-prisoner is observed. Transparent walls of an office are not a fashionable trend, but the requirement of control and management so that to see every motion of workers. Control over creative workers is an inevitable element of social order but it should be "soft" enough in order to avoid their frustration. There are two alternatives: control should be even harder in order to manage creative workers slipping from control as such, or it should be softer in order to catch at least the rest of the subjects to be controlled. Although creativity does not tolerate organizations with strong control and rigid hierarchy, if there is no (self-)control at all, most likely there would be no creative result either. A creative worker usually has no motives to create without any orders, both in a broader (social order) and in a narrow sense (economic order). Nevertheless, a "hard" structure of management with strong hierarchy is destructive for creativity. Creativity is usually mobilized by creative education and by stimulation of creative risks. There is a collision between the rules forced from outside and those created by a creative worker him/herself. Thus, collisions, contradictions and clashes are inseparable from creativity. The purpose of the paper is twofold: (1) to review different approaches to creativity management and (2) to show the specificity of creativity management.

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“…Capdevila, Cohendet, & Simon, 2015;Garel, 2015;Glaveanu et al, 2013;Lane & Lup, 2015;Nissley, 2010;Petruzzelli & Savino, 2014;Petruzzelli & Svejenova, 2015;van den Broeck, Cools, & Maenhout, 2015;van der Meer, 2016).…”

Section: Introductionunclassified

“…Under that perspective, while creativity has been defined as the generation of new and useful ideas (Hennessey & Amabile, 2010;Sarooghi et al, 2015), innovation is usually understood as the production of creative ideas in a first stage, being those implemented in a second stage Lane & Lup, 2015;Sarooghi et al, 2015) Anderson, Potočnik, et al ( , p. 1298 illustrate that proposing an integrated definition of creativity and innovation: "Creativity and innovation at work are the process, outcomes, and products of attempts to develop and introduce new and improved ways of doing things. The creativity stage of this process refers to idea generation, and innovation refers to the subsequent stage of implementing ideas toward better procedures, practices, or products".…”

Section: Review Of Literature: Relation Between Creativity and Innovamentioning

confidence: 99%

Contribution from different domains for creativity management in the context of innovation

Wielewicki

Roda

2018

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Creativity is an ever-increasing theme of interest in the context of management due to its importance for the innovation process. Current literature suggests that the interaction between the concepts of innovation and creativity is not clear, being that the absence of referential frameworks with basis on the systemic approach in the relation between creativity and innovation identified in current studies. Considering the difficulty to deeping by traditional research approaches, this study aims at contributing originally for clarifying the relation between creativity and innovation by analyzing it under the point of view of three domains: Design, Haute Cuisine and Art. The study articulates two investigation methods structured in two parts: (i) literature review and (ii) systematic literature review. Both methods are bound to the construction of a theoretical framework which points out contributes of the studied domains for the optimization of creative processes in the organizational context. The study suggests the existence of three integrated models of creativity management in the context of innovation, each one referring to a given domain analyzed. The framework presented is featured as a contribute for enterprises in the search for new creativity management models for innovation, as well as a starting point for the conception of a more robust theoretical body for the study of creative processes in different domains in the context of innovation.

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

Cited by 19 publications

References 56 publications

Creativity and innovation in haute cuisine restaurants: factors affecting the creative process of Michelin-rated chefs

Creativity and innovation in haute cuisine restaurants: factors affecting the creative process of Michelin-rated chefs

Creativity Management: Towards Soft Control

Contribution from different domains for creativity management in the context of innovation

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