Abstract
The need for innovation in today's fine dining restaurants forces the industry to constantly acquire new knowledge. Organizational knowledge is produced through interaction and depends on collaboration, which also carries the risk of innovations being imitated by other members in the scene. More specifically, this study explores how organizational knowledge is created in fine dining industries during the creative process. This research provides information on organizational knowledge conversion through an exploratory approach, involving semi-structured interviews with Copenhagen-based chefs and applies the organizational knowledge spiral by Nonaka (1994) to the industry. The proposed model of this study then suggests that knowledge conversion is broader and faster in the fine dining sector compared to the model suggested by Nonaka (1994), due to the tight network characteristics of Copenhagen, the access to digital platforms, the simultaneity of experimentation, training, and feedback in the kitchen and, finally, the constant pressure to innovate. The close-knit network also shows that members of the scene see more value in collaboration than in competition, thus, not putting much effort into protecting their innovations. Instead, collaboration is seen as factor that contributes to the success of innovations in the sector.
Uddannelser | Cand.soc.cbp Management of Creative Business Processes , (Kandidatuddannelse) Afsluttende afhandling |
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Sprog | Engelsk |
Udgivelsesdato | 2022 |
Antal sider | 108 |
Vejledere | Jesper Strandgaard |