Charalampos Giousmpasoglou

The Future Is Here: m-Learning in Higher Education

The way we learn has changed dramatically in the new millennium. The introduction of e-learning in higher education in the late 1990s has opened Pandoras Box, and brought radical changes in the way undergraduate and postgraduate programs are designed and delivered. The rapid developments and popularity of handheld devices such as smart phones and tablet PCs using wireless networks and mobile internet have marked new developments in higher education, introducing the so-called mobile learning (m-learning). This means that university students can have access to their studies related content, anytime, anywhere in a personalised manner, this is what renders m-learning so popular and fashionable among university students globally. Nevertheless, instructors are now challenged as they have to adopt new pedagogies in learning and teaching. This paper discusses the concept of m-learning, as well as the current developments and challenges related to the major stakeholders (educators and students) in higher education.

Occupational identity and culture: the case of Michelin-starred chefs

Purpose The purpose of this study is to conceptualise how the occupational identity and culture of chefs is constructed and maintained through both work and social interaction. Design/methodology/approach The study follows a qualitative interpretivist approach; in total, 54 unstructured, in-depth, face-to-face interviews were conducted with Michelin-starred chefs in Great Britain and Ireland. Findings Drawing upon the fieldwork, fresh insights into the social structures and processes which underpin the creation and maintenance of the occupational identity and culture of chefs are revealed in the chefs’ own words. Research limitations/implications This study generates empirical data that inform contemporary debates about the role of work in identity formation with particular emphasis on the induction–socialisation process. In addition, the findings of this study suggest that identity and culture are interrelated in the sense that the cultural components of an occupational culture operate to reinforce a sense of identity among its occupational members. Practical implications The findings suggest that Michelin-starred chefs have a strong occupational identity and culture. Strict rules and discipline are often used in kitchen brigades as a means of monitoring quality and maintaining the high standards of performance. The occupational socialisation of new members is a long and painful process that very often exceeds the limits of banter, and it is analogous to the military induction. The phenomenon of bullying and violence in commercial kitchens is identified as an unacceptable behaviour that needs to be eliminated. This can be achieved with changes in the education and training of the young chefs and the strict enforcement of the anti-bullying policies. Originality/value The understanding of chefs’ occupational identity and culture is critical for successful hospitality operations; nevertheless, this is an under-researched area. This study is unique in terms of scale and depth; it is expected to provide useful insights in both theoretical and practical perspective, regarding the formation of chefs’ identity and culture in organisational settings.

The Importance of Context in Managerial Work: The Case of Senior Hotel Managers in Greece

Qualitative research on the interplay between context and hospitality managerial work has not been previously addressed in the literature. Based on the works of Johns (2006) and Dierdorff et al. (2009), this research suggests that luxury senior hotel managers (GMs and department managers) are to a certain degree recipients of contextual/cultural influences, depending on the ownership status of the hotel. It is also argued that managerial work is shaped and exercised by a set of moderating factors, which are unique for each individual. Overall, the aim of this research is to increase the level of awareness and trigger further research in this topic area.

Greek management and culture

This paper explores the Greek management context from various perspectives such as the national culture distinctive characteristics (i.e., dominant societal values) and the findings of research conducted on the Greek management context since the early 1980s. The overall conclusion is that Greek management is influenced by both the European/global business environment and the national/local distinctive characteristics and societal values. Based on the existing literature, it was found that until the end of 2000s, Greek and Western management co-existed in a delicate balance. What remains to be seen are the devastating results of the prolonged economic crisis that has affected not only Greece, but all Southern European countries. The balance is now disturbed and we are only at the beginning of our understanding of this new reality, not only in management and the workplace but in also in our everyday lives.

Stakeholders’ Views on the Development of a Higher Education Hospitality Program in Bahrain: Challenges and Opportunities

The hospitality and tourism industry in Bahrain is predicted to grow over the coming years with the development of new 5-star hotels, which will create new jobs for the Bahraini economy within the next 4–5 years. Currently there is limited provision of hospitality and tourism education, which is offered mainly at the vocational level. This article presents the challenges and opportunities of developing a hospitality and/or tourism program in higher education in Bahrain. In-depth interviews with key stakeholders were conducted to explore the potential of such a program in Bahrain. The findings suggest that there are skills gaps in 2 key areas: generic and soft skills. The article also proposes that there is an opportunity to establish a hospitality program at the bachelor’s level that should be supported with collaboration with an international institution to enhance the curriculum design and facilitate the program development. Finally, public awareness is vital to support the image and the prestige of employment in the sector.

‘Banter, bollockings & beatings’: the occupational socialisation process in Michelin-starred kitchen brigades in Great Britain and Ireland

This study aims to conceptualise how the occupational socialisation of young chefs is conducted in Michelin-starred restaurants in Great Britain and Ireland; the key role of banter and bullying in this process is explored and critically discussed.,This qualitative research critically discusses the data from 54 in-depth, face-to-face interviews with male and female Michelin-starred chefs in Great Britain and Ireland. A flexible interview guide was used to ensure all key areas, and topics discussed earlier in the literature review were covered. The rich data from the interviews were categorised in four different themes.,Drawing upon the fieldwork, fresh insights into the social structures, processes and group dynamics which underpin the socialisation process of young chefs are revealed in the participants’ own words. Four areas emerged from the usage of thematic analysis: occupational status, discipline and hierarchy in kitchen brigades, gender segregation in kitchen brigades and the role of banter and bullying in occupational socialisation.,This study generates empirical data that inform contemporary debates about the role of banter and bullying in the occupational socialisation process of new members in Michelin-starred restaurants. A conceptual framework on the process of occupational socialisation in Michelin-starred kitchen brigades in Great Britain and Ireland is also provided.,The findings of this study suggest that banter and bullying are deeply embedded in chefs’ occupational culture; they also play a key role in the process of induction and occupational socialisation of the new recruits. In addition, gender segregation was found to be a persistent problem in commercial kitchens – young female chefs have to endure the same harsh conditions during the induction and occupational socialisation process. A recommended course of action to eradicate this phenomenon involves HR professionals, hospitality managers and the Michelin Guide.,The understanding of chefs’ induction and occupational socialisation is deemed crucial for successful hospitality operations; nevertheless, this still remains an under-researched area. This study is unique in terms of scale and depth; it is expected to provide useful insights in both theoretical and practical perspective, regarding the induction, socialisation and eventually, retention of young chefs in Michelin-starred restaurants.