The contextual characteristics of successful small upper segment culinary restaurant owners and their potential influence on hospitality management education

Goal and objectives of the dissertationTo explore how the contextual characteristics of successful small upper segment culinary restaurant owners (SSUSCROs) potentially can be used in hospitality management education, in order to have students, faculty, programme and management connected to the professional work field.Objectives1. To describe and explain SSUSCROs' value systems, other driving powers and social context.2. To provide an insight into how the SSUSCROs see and experience their professional and personal lives, and what constitutes the definition of being successful based on their careers.3. To suggest ways as to how the characteristics and vision of the SSUSCROs potentially can be used in hospitality management education.MethodologyThe research was designed from a constructionist epistemological point of view, which means that the data supplied by the respondents, and the background and vision of the researcher provided an interplay. By using grounded theory methodology, theory is constructed from the empirical data. Six retired, four practising famous Dutch restaurant owners, and a connoisseur of the business were interviewed in one to three hour depth interviews that were digitally recorded. The verbatim transcripts of the recorded interviews were analysed line-by- line, applying the specific constructivist version of grounded theory methodology as described by Charmaz's (2006). ResultsThe research generated a grounded theory in the form of a conceptual model visualizing the SSUSCRO social construct and a narrative about its central theme 'Living the Business'. The model and connected narrative inform future practitioners i.e. students, about how they can prepare for possible future business ventures in the culinary restaurant business. Furthermore, it informs practitioners and educators in hospitality management about the particular contextual characteristics and value systems that are important for successfully engaging in and sustaining a career in the culinary restaurant sector. Elements of the narrative, connected to Covey's 7-Habits of Highly Effective People framework for personal leadership.Theoretical conclusionsBalazs's (2001, 2002) research into French three Michelin star chefs seemed to be the strongest example of earlier literature related to the SSUSCRO study. This could be considered as an example of SSUSCROs' contextual characteristics indirectly influencing education. Balazs's approach was found valuable, but limited when considering this research in the Dutch situation. There were more interesting places and people to research than only three Michelin star restaurants and successful restaurant owners were not necessarily also the chef. Another important dimension missing in Balazs's research was the 'dark side of the SSUSCRO world', in which elements of business and personal life go wrong. One more example in the literature is from Johnson et al. (2005) who looked at two- or three Michelin star restaurants in France, Belgium, Switzerland and UK, and found that the entrepreneurs had challenges with finances and staff. Neither Balazs nor Johnson et al. came up with the notion that hospitality management programmes could potentially benefit from their findings, which in contrast became clear from the SSUSCRO research. Relating to the more general restaurant entrepreneurship literature, it was interesting to see that the Virtuous Circle of Enlightened Hospitality (Meyer, 2006) was not reflected in the practices of the SSUSCROs. Putting staff as a first priority for entrepreneurs is not custom and illustrates an interesting point for further discussion. The Viability Model for Successful Restaurant Entrepreneurship of Camillo et al. (2008) has potential leads to explain what influences successful restaurant entrepreneurship and many aspects were found to be valid among the SSUSCROs. Camillo et al. reported about the creative emotional factors that affect success and provided examples of the destructive factors that cause entrepreneurs to loose track. …