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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 hypothesised 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 * 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@surrey.ac.uk http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Hospitality Management Elsevier
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