A reciprocal and adversarial relationship between occupation and organisation culture is hypothesised and illustrated by the example of chef culture. The paper argues that the relationship is dominated by one construct; the ability to confer identity. This suggestion is examined in detail and the discussion progresses to centre around the output of chefs in terms of standards and skills, and the threat to them brought about by marketing and economics. The discussion then outlines the adaptive nature of culture. The paper concludes that the key differential between occupation culture and organisation culture may be associated with concepts of time and change.
|Number of pages||10|
|Journal||International Journal of Hospitality Management|
|Publication status||Published - Sep 1999|