* Corresponding author. Tel.: #41-32-721-21-12; fax: #41-32-721-43-12.
E-mail addresses: dcameron@ihtti.ch (D. Cameron), j.gore@surrey.ac.uk (J. Gore), t.desombre@sur-
rey.ac.uk (T. Desombre), m.riley@surrey.ac.uk (M. Riley)
Hospitality Management 18 (1999) 225}234
Discussion paper
An examination of the reciprocal a!ects
of occupation culture and organisation culture:
the case of chefs in hotels
Derek Cameron
*, Julie Gore
, Terry Desombre
, Mike Riley
IHTTI School of Hotel Management, Av. de la Gare 15-17, CH - 2000 Neuchatel, Switzerland
University of Surrey, School of Management for the Service Sector, Guildford GU2 5XH, UK
Abstract
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
di!erential between occupation culture and organisation culture may be associated with
concepts of time and change. 1999 Elsevier Science Ltd. All rights reserved.
Keywords: Occupation culture; Organisation culture; Chefs; Hotels
1. Introduction
The purpose here is to use the example of chef culture to discuss the relationship
between occupational culture and organisational culture. It is tentatively hypothe-
sised that the relationship will be reciprocal and, at times, adversarial. In support of
the former is the fact that both concepts exist with the exchange paradigm which
governs the employment relationship. In the case of the latter notion, support takes
0278-4319/99/$ - see front matter 1999 Elsevier Science Ltd. All rights reserved.
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