Highlights



•

Tourists’ teppanyaki restaurant dining experience is examined.

•

A chef’s image has a positive influence on experiential value.

•

Interaction with other customers positively influences experiential value.

•

Service quality has a positive influence on diners’ experiential value

Anderson

Annie Chen

Batra

Chang

Chen

Fang

Jang

Kivela

Kuang-peng Hung

Kuroshima

Norman Peng

Parasuraman

Peng

Pratten

Zopiatis

Crossref

Annals of Tourism Research

Chef image’s influence on tourists’ dining experiences

Highlights

• Tourists’ teppanyaki restaurant dining experience is examined.
• A chef’s image has a positive influence on experiential value.
• Interaction with other customers positively influences experiential value.
• Service quality has a positive influence on diners’ experiential value

Hung, K.P.

Chen, A.H.

Peng, N.

WestminsterResearch

WestminsterResearchhttp://www.westminster.ac.uk/westminsterresearch Chef Image’s Influence on Tourists’ Dining ExperiencesHung, K.P., Chen, A.H. and Peng, N. NOTICE: this is the authors’ version of a work that was accepted for publication in Annals of Tourism Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Annals of Tourism Research, 56, 154-158, 2016.The final definitive version in Annals of Tourism Research is available online at:https://dx.doi.org/10.1016/j.annals.2015.11.005© 2016. This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/The WestminsterResearch online digital archive at the University of Westminster aims to make the research output of the University available to a wider audience. Copyright and Moral Rights remain with the authors and/or copyright owners.Whilst further distribution of specific materials from within this archive is forbidden, you may freely distribute the URL of WestminsterResearch: ((http://westminsterresearch.wmin.ac.uk/).In case of abuse or copyright appearing without permission e-mail repository@westminster.ac.uk11. IntroductionThe purpose of this research note is to examine how restaurant chefs affect tourists’ dining experiences. In restaurants such as teppanyaki restaurants (Appendix 1) and sushi bars, chefs must interact with diners directly by taking orders from diners, preparing food in front of diners, and serving dishes to diners (Fang, Peng, & Pan, 2013; Kuroshima, 2010; Lin & Lin, 2006). Interaction with chefs can be a unique selling point for these restaurants. These restaurants offer unique dining experiences to tourists and are popular in Taiwan, France, Japan, and the US (Fang et al., 2013; Kuroshima, 2010; Lin & Lin, 2006). Kuroshima (2010), Pratten (2003a; 2003b), and Zopiatis (2010) suggest that chefs’ technical skills and abilities to communicate with other staff (e.g., management, service staff, and other chefs) are crucial to restaurants’ performances. However, studies have not explored how chefs can influence diners directly, which is the case for restaurants such as teppanyaki restaurants. Tourism and hospitality scholars have been interested in tourists’ dining experiences because food is an important medium in understanding a culture or society. Nevertheless, the question of how chefs affect diners has not yet been fully examined (e.g., Batra, 2008; Chang, Kivela, & Mak, 2010; Law, To, & Goh, 2008; Min & Lee, 2014; Nam & Lee, 2011).To augment the literature on tourists’ dining experiences, this research examines how teppanyaki chefs can influence Taiwanese tourists’ dining experiences. In addition, it investigates how diners’ experiences can be affected by teppanyaki restaurants’ other diners and service staff. Fang et al. (2013) and Lin and Lin (2006) note that teppanyaki restaurants have a significant role in Taiwan’s culinary culture and appeal to tourists. 2. Research Framework and HypothesesThis research incorporates “chef image” into Wu and Liang’s (2009) framework 2on diners’ experiential value (Figure 1). Experiential value has been suggested by tourism scholars to be a crucial factor when examining tourists’ experiences. It can even influence how tourists experience a destination (e.g., Chang et al., 2010; Kivela & Crotts, 2006; Li, Lai, Harrill, Kline, & Wang, 2011; Mok & Iverson 2000; Teng, 2011). The first hypothesis that will be examined is the chef image’s influence on diners’ experiential value. In this research, diners’ experience is determined based on how a chef evokes fantasies, feelings, and fun by being unique, stunning, and rare (Chen & Peng, 2014). Chef image refers to customers’ overall perceptions of a chef’s interpersonal skills, technical skills, and creativity (Fang et al., 2013; Kuroshima, 2010; Lin & Lin, 2006; Zopiatis, 2010). Previous literature has suggested that chefs can influence diners’ experiences by being knowledgeable about the food, conducting appropriate conversation, and making delicious dishes (Lin & Lin, 2006). In teppanyaki restaurants, chefs prepare the dishes as the customers make their orders. In addition, chefs engage in conversation with diners to understand their preferences. Their responsibility to make all the dishes in front of diners while displaying a certain professional image separates them from other service staff (Lin & Lin, 2006). If diners perceive their chef as having a positive image (e.g., good interpersonal skills, superior technical skills, and creative), they are more likely to have a positive dining experience. This current research examines the following hypothesis: H1: A chef’s image has a positive influence on diners’ experiential value. The second hypothesis investigates the influence of other customers on diners’ experiential value. At teppanyaki restaurants, each chef serves multiple diners and diners sitting next to one another in front of their chef; therefore, a good interaction with other diners can be expected to contribute to customers’ experiential value when 3dining at teppanyaki restaurants. The works of Peng, Chen, and Hung (2015) and Wu and Liang (2009) are among the few studies that have explored and confirmed the importance of other diners’ manner and behavior. Additional research on the effect of other customers will benefit the existing hospitality management literature.H2: Interaction with other customers has a positive influence on diners’ experiential value. The third hypothesis examines the influence of service staff on diners’ experiential value. To examine the interaction between service staff and diners, this study focuses on service staff quality. This factor includes customers’ overall perceptions of the relative inferiority or superiority of a service staff (Parasuraman, Zeithaml, & Berry, 1988). The literature has confirmed that the staff’s knowledge of the restaurant, their level of helpfulness, and their reliability affects diners (e.g., Jang & Namkung, 2009; Wu & Liang, 2009). This factor’s influence can benefit from reexamination, as teppanyaki restaurant chefs have performed some duties that are traditionally performed by service staff, such as introducing the menu and answering customers’ questions about the food (Fang et al., 2013; Kuroshima, 2010). Based on the above discussion, the following hypothesis is proposed: (Fang et al., 2013; Kuroshima, 2010).H3: The service quality of service staff has a positive influence on diners’ experiential value. 3. MethodThis research used trained interviewers to collect data from Taiwanese tourists near Taipei, Taichung, and Kaohsiung’s four and five-star hotels that have teppanyaki restaurants. These hotels’ restaurants are subject to stringent inspection; therefore, the quality of the restaurants used in this study can be consistent (Wu & Liang, 2009). To qualify for the interview, potential participants had to 1) be above the age of 18, 2) 4have dined at teppanyaki restaurants before, and 3) be a resident of Taiwan but live outside of the city which the interview took place. After one month of data collection, 202 returned questionnaires were deemed effective, resulting in a valid return rate of 60.4%.The demographic breakdowns of the sample set can be found in Table 1. The participants completed a survey that evaluated experiential value (Chen & Peng, 2014), service staff’s quality (Wu & Liang, 2009), interaction with other customers (Peng et al., 2015), and chef’s image (Lin & Lin, 2006) by asking them to rate their answers on a seven-point Likert-type scale (Table 2).*Table 1*Table 24. Data Analysis SPSS AMOS 20 was used to analyze the data. Following Anderson and Gerbing’s (1988) two-step approach, a measurement model was first estimated using confirmatory factor analysis. The high factor loadings, composite reliability, and average variances extracted (AVE) for each construct were used together to confirm the reliability, convergent validity, and discriminant validity of the instrument. Bootstrapping was used for robustness check. The results gathered after using structural equation modeling showed a good fit between the data and the main model (χ2/df=2.69, p<0.001, RMSEA=0.08, CFI=0.929, NFI=0.90). On the basis of the statistical results, H1 is supported. The structural estimate is .452 (t=2.793, p<0.01). A chef’s image affects diners’ experiential value positively. H2 is supported. The structural estimate is .632 (t=3.468, p<0.001). Interaction with other customers affects diners’ experiential value positively. H3 is supported. The structural estimate is .317 (t=2.058, p<0.05). The service quality of service staff affects diners’ experiential 5value positively.*Figure 15. Discussion and ImplicationsThis research note extends existing literature by confirming that chefs can evoke diners’ fantasies and feelings through their interpersonal skills, creativity, and technical skills. For practitioners, the findings of this study provide additional insight into the roles of chefs. First, in addition to being knowledgeable about the food, teppanyaki chefs need to be proficient in interpersonal skills to engage in conversations with customers, such as making appropriate remarks and explaining the uniqueness of each dish. Second, a good chef needs to be innovative and have a good aesthetic sense because they must display each dish in front of diners without assistance from other staff. Encouraging chefs to participate in different cultural activities, such as learning how to paint, may allow chefs to be more creative and aesthetically oriented when serving customers. Chefs become an ambassador for this type of dining culture.In teppanyaki restaurants, diners sit next to one another and share a table with several other customers. Among the three independent variables, interaction with other diners has the most significant impact on tourists’ experiences. Diners may expect top hotels’ teppanyaki restaurants to have quality staff and good chefs; however, good interaction with other diners is a factor that can really add value to diners’ experiences. Experienced managers can influence customers’ interactions through seating arrangements, for instance, by seating diners who seek serenity with one another. In restaurants that do take reservations, service staff can attempt to obtain more information about the purposes of customers’ visit and the composition of their party prior to their visit. Finally, managers should not overlook the 6importance of service staff despite the overlap between teppanyaki restaurants chefs’ responsibilities and service staff duties. In teppanyaki restaurants, diners still expect service staff to be reliable and professional. 6. ConclusionThis research note confirms tourists’ dining experiences can be influenced by teppanyaki chefs, service staff, and other diners. Although this study contributes to the tourism and hospitality literature, it does have limitations. This research could have made a greater contribution if it had been further grounded in existing theories. Future scholars should examine how interaction affects dining experiences by adopting the symbolic interaction theory. 7ReferencesAnderson, J.C. and Gerbing, D.W. (1988), “Structural equation modelling in practice: A review and recommended two-step approach”, Psychological Bulletin, Vol.103, No.3, pp.411-423. Batra, A. (2008). Foreign tourists’ motivation and information source(s) influencing their preference for eating out at ethnic restaurants in Bangkok. International Journal of Hospitality and Tourism Administration, (9)1, 1-17. Byrne, A., & Whitehead, M. (2003). The naked truth of celebrity endorsement. British Food Journal, 105(4/5), 288-295. Chang, R.C.Y., Kivela, J., &Mak, A.H.N. (2010). Food preferences of Chinese tourists. Annals of Tourism Research, 37(4), 989-1011.Chen, A., & Peng, N. (2014).Examining Chinese consumers’ luxury hotel staying behavior.International Journal of Hospitality Management, 39, 53-56. Fang, C-Y., Peng, P-Y(J)., & Pan W-T(W). (2013). Does using an a` la carte or combo set menu affect the performance of a teppanyaki-style restaurant?. International Journal of Contemporary Hospitality Management, 25(4), 491-509. Jang, S(S).,& Namkung, Y. (2009). Perceived quality, emotions, and behavioural intentions: Application of an extended Mehrabian-Russell model to restaurants. Journal of Business Research, 62(4), 451-460.Harrington, R.J., Ottenbacher, M.C., & Kendall, K.W. (2011). Fine-Dining Restaurant Selection: Direct and Moderating Effects of Customer Attributes. Journal of Foodservice Business Research, 14(3), 272-289.Kivela, J., & Crotts, J.C. (2006). Tourism and gastronomy: Gastronomy’s influence on how tourists experiences a destination. Journal of Hospitality and Tourism Research, 30(3), 354-377. Kuroshima, S. (2010). Another look at the service encounter: Progressivity, intersubjectivity, and trust in a Japanese sushi restaurant. Journal of Pragmatics, 42, 856-869.Law, R., To, T., & Goh, G. (2008). How do mainland Chinese travelers choose restaurants in Hong Kong?: An exploratory study of individual visit scheme travelers and packaged travelers. International Journal of Hospitality Management, 27(3), 346-354. Li, X(R), Lai, C., Harrill, R., Kline, S., & Wang, L. (2011). When east meets west: An exploratory study on Chinese outbound tourists’ travel expectations. Tourism Management, 32, 741-749.Lin, C-N., & Lin, H-S. (2006). The study of chef image and consumer behavior of teppanyaki restaurant in Taipei. Hwa Kang Journal of Agriculture, 7, 13-26.8Min, K-H., & Lee, T.J. (2014). Customer satisfaction with Korean restaurants in Australia and their role as ambassadors for tourism marketing. Journal of Travel and Tourism Marketing, 31(4), 493-506. Mohsin, A., & Lockyer, T. (2010). Customer perceptions of service quality in luxury hotels in New Delhi, India: An exploratory study. International Journal of Contemporary Hospitality Management, 22(2), 160-173. Mok, C., & Iverson, T.J. (2000). Expenditure-based segmentation: Taiwanese tourists to Guam. Tourism Management, 21(3), 299–305.Nam, J-H., & Lee, T.J. (2011). Foreign travelers’ satisfaction with traditional Korean restaurants. International Journal of Hospitality Management, 30, 982-989.Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1988). Servqual: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40. Peng, N., Chen, A., & Hung, K-p. (2015). The effects of luxury restaurant environments on diners’ emotions and loyalty: Incorporating diner expectations into an extended Mehrabian-Russell model. International Journal of Contemporary Hospitality Management, 27(2), forthcoming.Pratten, J.D. (2008a).The training and retention of chefs. International Journal of Contemporary Hospitality Management, 15(4), 237-242. Pratten, J.D. (2008b). What makes a great chef? British Food Journal, 105(7), 454-459.Tourist Bureau. (2009). Republic of China 102- An investigation and report of citizen’s tourism condition. Taiwan: Tourism Bureau, MOTC, Planning Division.Wu, C.H-J.and Liang, R-D. (2009). Effect of experiential value on customer satisfaction with service encounters in luxury-hotel restaurants. International Journal of Hospitality Management, 28, 586-593.Zopiatis, A. (2010). Is it art or science? Chef’s competencies for success. International Journal of Hospitality Management, 29, 459-467.9Table 1- Characteristics of the participants (N=202)Demographic traits %Male 46GenderFemale 54Married 57.4Marital statusUnmarried 42.618-30 30.231-40 17.841-50 13.9Age 51-60 30.261 and above 7.910Table 2 Descriptive analysis of the measuresVariable Measurement items Mean SD α AVE CRCompared to other restaurants,… 0.81 .80 .921. teppanyaki restaurants are rare. 5.10 1.232. teppanyaki restaurants are unique. 5.19 1.20Experiential value (Chen & Peng, 2014) 3. teppanyaki restaurants are stunning.  5.61 0.971: Other customers are elegant. 5.45 1.13 0.81 .59 .812: Other customers have good manners. 5.33 1.15Interaction with other customers (Peng et al., 2015)3: It is pleasant to interact with other customers. 5.36 1.17The chef… 0.94 .64 .941. makes delicious dishes. 5.47 1.152. is professional at preparing the dishes. 5.40 1.053. is innovative. 5.53 1.024. has good aesthetics sense. 5.37 1.115. has good interpersonal skills. 5.33 1.046. has good communication skills. 5.24 1.077. has the ability to answer diners’ questions about the dishes. 5.23 1.158. can speak different languages. 5.19 1.11Chef image (Lin & Lin, 2006)9. explains his / her food preparation method and the uniqueness of each dish.4.77 1.171: The staffs provide a thorough and satisfactory service. 5.84 1.02 0.76 .53 .772: The staffs are reliable. 5.46 1.02Service staff’s quality (Peng et al., 2015) 3: The staffs are professional. 5.42 1.0011Figure 1. Research Framework- Main Model (N=202)Interaction with other customersExperiential valueH2: .632(3.468)***Chef imageService staff’s quality H1: .452(2.793)**H3: .317(2.058)*12Appendix 1- Teppanyaki restaurantsTeppanyaki restaurants- Teppanyaki provides a unique on-the-spot dining experience as diners sit around an iron plate while the chef prepares the dishes as the customers make their orders. Diners can watch chef prepares food and demonstrates his / her cooking skills; moreover, they can also interact with the chef, such as having a conversation (Fang et al., 2013). 

Chef Image’s Influence on Tourists’ Dining Experiences

Highlights•Tourists’ teppanyaki restaurant dining experience is examined.•A chef’s image has a positive influence on experiential value.•Interaction with other customers positively influences experiential value.•Service quality has a positive influence on diners’ experiential value

Peng, N

Chen, A

Kuang-peng, H

University of Salford Institutional Repository

1  1. Introduction The purpose of this research note is to examine how restaurant chefs affect tourists’ dining experiences. In restaurants such as teppanyaki restaurants (Appendix 1) and sushi bars, chefs must interact with diners directly by taking orders from diners, preparing food in front of diners, and serving dishes to diners (Fang, Peng, & Pan, 2013; Kuroshima, 2010; Lin & Lin, 2006). Interaction with chefs can be a unique selling point for these restaurants. These restaurants offer unique dining experiences to tourists and are popular in Taiwan, France, Japan, and the US (Fang et al., 2013; Kuroshima, 2010; Lin & Lin, 2006).  Kuroshima (2010), Pratten (2003a; 2003b), and Zopiatis (2010) suggest that chefs’ technical skills and abilities to communicate with other staff (e.g., management, service staff, and other chefs) are crucial to restaurants’ performances. However, studies have not explored how chefs can influence diners directly, which is the case for restaurants such as teppanyaki restaurants. Tourism and hospitality scholars have been interested in tourists’ dining experiences because food is an important medium in understanding a culture or society. Nevertheless, the question of how chefs affect diners has not yet been fully examined (e.g., Batra, 2008; Chang, Kivela, & Mak, 2010; Law, To, & Goh, 2008; Min & Lee, 2014; Nam & Lee, 2011). To augment the literature on tourists’ dining experiences, this research examines how teppanyaki chefs can influence Taiwanese tourists’ dining experiences. In addition, it investigates how diners’ experiences can be affected by teppanyaki restaurants’ other diners and service staff. Fang et al. (2013) and Lin and Lin (2006) note that teppanyaki restaurants have a significant role in Taiwan’s culinary culture and appeal to tourists.  2. Research Framework and Hypotheses This research incorporates “chef image” into Wu and Liang’s (2009) framework 2  on diners’ experiential value (Figure 1). Experiential value has been suggested by tourism scholars to be a crucial factor when examining tourists’ experiences. It can even influence how tourists experience a destination (e.g., Chang et al., 2010; Kivela & Crotts, 2006; Li, Lai, Harrill, Kline, & Wang, 2011; Mok & Iverson 2000; Teng, 2011).  The first hypothesis that will be examined is the chef image’s influence on diners’ experiential value. In this research, diners’ experience is determined based on how a chef evokes fantasies, feelings, and fun by being unique, stunning, and rare (Chen & Peng, 2014). Chef image refers to customers’ overall perceptions of a chef’s interpersonal skills, technical skills, and creativity (Fang et al., 2013; Kuroshima, 2010; Lin & Lin, 2006; Zopiatis, 2010).  Previous literature has suggested that chefs can influence diners’ experiences by being knowledgeable about the food, conducting appropriate conversation, and making delicious dishes (Lin & Lin, 2006). In teppanyaki restaurants, chefs prepare the dishes as the customers make their orders. In addition, chefs engage in conversation with diners to understand their preferences. Their responsibility to make all the dishes in front of diners while displaying a certain professional image separates them from other service staff (Lin & Lin, 2006). If diners perceive their chef as having a positive image (e.g., good interpersonal skills, superior technical skills, and creative), they are more likely to have a positive dining experience. This current research examines the following hypothesis:  H1: A chef’s image has a positive influence on diners’ experiential value.  The second hypothesis investigates the influence of other customers on diners’ experiential value. At teppanyaki restaurants, each chef serves multiple diners and diners sitting next to one another in front of their chef; therefore, a good interaction with other diners can be expected to contribute to customers’ experiential value when 3  dining at teppanyaki restaurants. The works of Peng, Chen, and Hung (2015) and Wu and Liang (2009) are among the few studies that have explored and confirmed the importance of other diners’ manner and behavior. Additional research on the effect of other customers will benefit the existing hospitality management literature. H2: Interaction with other customers has a positive influence on diners’ experiential value.  The third hypothesis examines the influence of service staff on diners’ experiential value. To examine the interaction between service staff and diners, this study focuses on service staff quality. This factor includes customers’ overall perceptions of the relative inferiority or superiority of a service staff (Parasuraman, Zeithaml, & Berry, 1988). The literature has confirmed that the staff’s knowledge of the restaurant, their level of helpfulness, and their reliability affects diners (e.g., Jang & Namkung, 2009; Wu & Liang, 2009). This factor’s influence can benefit from reexamination, as teppanyaki restaurant chefs have performed some duties that are traditionally performed by service staff, such as introducing the menu and answering customers’ questions about the food (Fang et al., 2013; Kuroshima, 2010). Based on the above discussion, the following hypothesis is proposed: (Fang et al., 2013; Kuroshima, 2010). H3: The service quality of service staff has a positive influence on diners’ experiential value.  3. Method This research used trained interviewers to collect data from Taiwanese tourists near Taipei, Taichung, and Kaohsiung’s four and five-star hotels that have teppanyaki restaurants. These hotels’ restaurants are subject to stringent inspection; therefore, the quality of the restaurants used in this study can be consistent (Wu & Liang, 2009). To qualify for the interview, potential participants had to 1) be above the age of 18, 2) 4  have dined at teppanyaki restaurants before, and 3) be a resident of Taiwan but live outside of the city which the interview took place.  After one month of data collection, 202 returned questionnaires were deemed effective, resulting in a valid return rate of 60.4%.The demographic breakdowns of the sample set can be found in Table 1. The participants completed a survey that evaluated experiential value (Chen & Peng, 2014), service staff’s quality (Wu & Liang, 2009), interaction with other customers (Peng et al., 2015), and chef’s image (Lin & Lin, 2006) by asking them to rate their answers on a seven-point Likert-type scale (Table 2). *Table 1 *Table 2 4. Data Analysis  SPSS AMOS 20 was used to analyze the data. Following Anderson and Gerbing’s (1988) two-step approach, a measurement model was first estimated using confirmatory factor analysis. The high factor loadings, composite reliability, and average variances extracted (AVE) for each construct were used together to confirm the reliability, convergent validity, and discriminant validity of the instrument. Bootstrapping was used for robustness check. The results gathered after using structural equation modeling showed a good fit between the data and the main model (χ2/df=2.69, p<0.001, RMSEA=0.08, CFI=0.929, NFI=0.90). On the basis of the statistical results, H1 is supported. The structural estimate is .452 (t=2.793, p<0.01). A chef’s image affects diners’ experiential value positively. H2 is supported. The structural estimate is .632 (t=3.468, p<0.001). Interaction with other customers affects diners’ experiential value positively. H3 is supported. The structural estimate is .317 (t=2.058, p<0.05). The service quality of service staff affects diners’ experiential 5  value positively. *Figure 1 5. Discussion and Implications This research note extends existing literature by confirming that chefs can evoke diners’ fantasies and feelings through their interpersonal skills, creativity, and technical skills. For practitioners, the findings of this study provide additional insight into the roles of chefs. First, in addition to being knowledgeable about the food, teppanyaki chefs need to be proficient in interpersonal skills to engage in conversations with customers, such as making appropriate remarks and explaining the uniqueness of each dish. Second, a good chef needs to be innovative and have a good aesthetic sense because they must display each dish in front of diners without assistance from other staff. Encouraging chefs to participate in different cultural activities, such as learning how to paint, may allow chefs to be more creative and aesthetically oriented when serving customers. Chefs become an ambassador for this type of dining culture. In teppanyaki restaurants, diners sit next to one another and share a table with several other customers. Among the three independent variables, interaction with other diners has the most significant impact on tourists’ experiences. Diners may expect top hotels’ teppanyaki restaurants to have quality staff and good chefs; however, good interaction with other diners is a factor that can really add value to diners’ experiences. Experienced managers can influence customers’ interactions through seating arrangements, for instance, by seating diners who seek serenity with one another. In restaurants that do take reservations, service staff can attempt to obtain more information about the purposes of customers’ visit and the composition of their party prior to their visit. Finally, managers should not overlook the importance of 6  service staff despite the overlap between teppanyaki restaurants chefs’ responsibilities and service staff duties. In teppanyaki restaurants, diners still expect service staff to be reliable and professional.  6. Conclusion This research note confirms tourists’ dining experiences can be influenced by teppanyaki chefs, service staff, and other diners. Although this study contributes to the tourism and hospitality literature, it does have limitations. This research could have made a greater contribution if it had been further grounded in existing theories. Future scholars should examine how interaction affects dining experiences by adopting the symbolic interaction theory. 7  References Anderson, J.C. and Gerbing, D.W. (1988), “Structural equation modelling in practice: A review and recommended two-step approach”, Psychological Bulletin, Vol.103, No.3, pp.411-423.  Batra, A. (2008). Foreign tourists’ motivation and information source(s) influencing their preference for eating out at ethnic restaurants in Bangkok. International Journal of Hospitality and Tourism Administration, (9)1, 1-17.  Byrne, A., & Whitehead, M. (2003). The naked truth of celebrity endorsement. British Food Journal, 105(4/5), 288-295.  Chang, R.C.Y., Kivela, J., &Mak, A.H.N. (2010). Food preferences of Chinese tourists. Annals of Tourism Research, 37(4), 989-1011. Chen, A., & Peng, N. (2014).Examining Chinese consumers’ luxury hotel staying behavior.International Journal of Hospitality Management, 39, 53-56.  Fang, C-Y., Peng, P-Y(J)., & Pan W-T(W). (2013). Does using an a` la carte or combo set menu affect the performance of a teppanyaki-style restaurant?. International Journal of Contemporary Hospitality Management, 25(4), 491-509.  Jang, S(S).,& Namkung, Y. (2009). Perceived quality, emotions, and behavioural intentions: Application of an extended Mehrabian-Russell model to restaurants. Journal of Business Research, 62(4), 451-460. Harrington, R.J., Ottenbacher, M.C., & Kendall, K.W. (2011). Fine-Dining Restaurant Selection: Direct and Moderating Effects of Customer Attributes. Journal of Foodservice Business Research, 14(3), 272-289. Kivela, J., & Crotts, J.C. (2006). Tourism and gastronomy: Gastronomy’s influence on how tourists experiences a destination. Journal of Hospitality and Tourism Research, 30(3), 354-377.  Kuroshima, S. (2010). Another look at the service encounter: Progressivity, intersubjectivity, and trust in a Japanese sushi restaurant. Journal of Pragmatics, 42, 856-869. Law, R., To, T., & Goh, G. (2008). How do mainland Chinese travelers choose restaurants in Hong Kong?: An exploratory study of individual visit scheme travelers and packaged travelers. International Journal of Hospitality Management, 27(3), 346-354.  Li, X(R), Lai, C., Harrill, R., Kline, S., & Wang, L. (2011). When east meets west: An exploratory study on Chinese outbound tourists’ travel expectations. Tourism Management, 32, 741-749. Lin, C-N., & Lin, H-S. (2006). The study of chef image and consumer behavior of teppanyaki restaurant in Taipei. Hwa Kang Journal of Agriculture, 7, 13-26. 8  Min, K-H., & Lee, T.J. (2014). Customer satisfaction with Korean restaurants in Australia and their role as ambassadors for tourism marketing. Journal of Travel and Tourism Marketing, 31(4), 493-506.  Mohsin, A., & Lockyer, T. (2010). Customer perceptions of service quality in luxury hotels in New Delhi, India: An exploratory study. International Journal of Contemporary Hospitality Management, 22(2), 160-173.  Mok, C., & Iverson, T.J. (2000). Expenditure-based segmentation: Taiwanese tourists to Guam. Tourism Management, 21(3), 299–305. Nam, J-H., & Lee, T.J. (2011). Foreign travelers’ satisfaction with traditional Korean restaurants. International Journal of Hospitality Management, 30, 982-989. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1988). Servqual: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40.  Peng, N., Chen, A., & Hung, K-p. (2015). The effects of luxury restaurant environments on diners’ emotions and loyalty: Incorporating diner expectations into an extended Mehrabian-Russell model. International Journal of Contemporary Hospitality Management, 27(2), forthcoming. Pratten, J.D. (2008a).The training and retention of chefs. International Journal of Contemporary Hospitality Management, 15(4), 237-242.  Pratten, J.D. (2008b). What makes a great chef? British Food Journal, 105(7), 454-459. Tourist Bureau. (2009). Republic of China 102- An investigation and report of citizen’s tourism condition. Taiwan: Tourism Bureau, MOTC, Planning Division. Wu, C.H-J.and Liang, R-D. (2009). Effect of experiential value on customer satisfaction with service encounters in luxury-hotel restaurants. International Journal of Hospitality Management, 28, 586-593. Zopiatis, A. (2010). Is it art or science? Chef’s competencies for success. International Journal of Hospitality Management, 29, 459-467.  9  Table 1- Characteristics of the participants (N=202)  Demographic traits % Gender Male 46 Female 54 Marital status Married  57.4 Unmarried  42.6 Age  18-30 30.2 31-40 17.8 41-50 13.9 51-60 30.2  61 and above 7.9 10  Table 2 Descriptive analysis of the measures Variable Measurement items Mean SD α AVE CR Experiential value (Chen & Peng, 2014) Compared to other restaurants,…   0.81 .80 .92 1. teppanyaki restaurants are rare.  5.10 1.23    2. teppanyaki restaurants are unique.  5.19 1.20    3. teppanyaki restaurants are stunning.   5.61 0.97           Interaction with other customers (Peng et al., 2015) 1: Other customers are elegant. 5.45 1.13 0.81 .59 .81 2: Other customers have good manners. 5.33 1.15    3: It is pleasant to interact with other customers. 5.36 1.17    Chef image (Lin & Lin, 2006) The chef…   0.94 .64 .94 1. makes delicious dishes. 5.47 1.15    2. is professional at preparing the dishes. 5.40 1.05    3. is innovative. 5.53 1.02    4. has good aesthetics sense.  5.37 1.11    5. has good interpersonal skills.  5.33 1.04    6. has good communication skills. 5.24 1.07    7. has the ability to answer diners’ questions about the dishes. 5.23 1.15    8. can speak different languages.  5.19 1.11    9. explains his / her food preparation method and the uniqueness of each dish. 4.77 1.17           Service staff’s quality (Peng et al., 2015) 1: The staffs provide a thorough and satisfactory service. 5.84 1.02 0.76 .53 .77 2: The staffs are reliable. 5.46 1.02    3: The staffs are professional. 5.42 1.00    11  Figure 1. Research Framework- Main Model (N=202)                  Interaction with other customers Experiential value H2: .632(3.468)*** Chef image Service staff’s quality  H1: .452(2.793)** H3: .317(2.058)* 12  Appendix 1- Teppanyaki restaurants Teppanyaki restaurants- Teppanyaki provides a unique on-the-spot dining experience as diners sit around an iron plate while the chef prepares the dishes as the customers make their orders. Diners can watch chef prepares food and demonstrates his / her cooking skills; moreover, they can also interact with the chef, such as having a conversation (Fang et al., 2013).   

Chef image's influence on tourists' dining experiences

Chen, Annie

Peng, Norman

Hung, Kuang-peng

Sheffield Hallam University Research Archive

Chef image's influence on tourists' dining experiencesCHEN, Annie <http://orcid.org/0000-0003-3903-9212>, PENG, Norman and HUNG, Kuang-pengAvailable from Sheffield Hallam University Research Archive (SHURA) at:http://shura.shu.ac.uk/11066/This document is the author deposited version.  You are advised to consult the publisher's version if you wish to cite from it.Published versionCHEN, Annie, PENG, Norman and HUNG, Kuang-peng (2015). Chef image's influence on tourists' dining experiences. Annals of Tourism Research, 56, 154-158. Copyright and re-use policySee http://shura.shu.ac.uk/information.htmlSheffield Hallam University Research Archivehttp://shura.shu.ac.uk1  1. Introduction The purpose of this research note is to examine how restaurant chefs affect tourists’ dining experiences. In restaurants such as teppanyaki restaurants (Appendix 1) and sushi bars, chefs must interact with diners directly by taking orders from diners, preparing food in front of diners, and serving dishes to diners (Fang, Peng, & Pan, 2013; Kuroshima, 2010; Lin & Lin, 2006). Interaction with chefs can be a unique selling point for these restaurants. These restaurants offer unique dining experiences to tourists and are popular in Taiwan, France, Japan, and the US (Fang et al., 2013; Kuroshima, 2010; Lin & Lin, 2006).  Kuroshima (2010), Pratten (2003a; 2003b), and Zopiatis (2010) suggest that chefs’ technical skills and abilities to communicate with other staff (e.g., management, service staff, and other chefs) are crucial to restaurants’ performances. However, studies have not explored how chefs can influence diners directly, which is the case for restaurants such as teppanyaki restaurants. Tourism and hospitality scholars have been interested in tourists’ dining experiences because food is an important medium in understanding a culture or society. Nevertheless, the question of how chefs affect diners has not yet been fully examined (e.g., Batra, 2008; Chang, Kivela, & Mak, 2010; Law, To, & Goh, 2008; Min & Lee, 2014; Nam & Lee, 2011). To augment the literature on tourists’ dining experiences, this research examines how teppanyaki chefs can influence Taiwanese tourists’ dining experiences. In addition, it investigates how diners’ experiences can be affected by teppanyaki restaurants’ other diners and service staff. Fang et al. (2013) and Lin and Lin (2006) note that teppanyaki restaurants have a significant role in Taiwan’s culinary culture and appeal to tourists.  2. Research Framework and Hypotheses This research incorporates “chef image” into Wu and Liang’s (2009) framework 2  on diners’ experiential value (Figure 1). Experiential value has been suggested by tourism scholars to be a crucial factor when examining tourists’ experiences. It can even influence how tourists experience a destination (e.g., Chang et al., 2010; Kivela & Crotts, 2006; Li, Lai, Harrill, Kline, & Wang, 2011; Mok & Iverson 2000; Teng, 2011).  The first hypothesis that will be examined is the chef image’s influence on diners’ experiential value. In this research, diners’ experience is determined based on how a chef evokes fantasies, feelings, and fun by being unique, stunning, and rare (Chen & Peng, 2014). Chef image refers to customers’ overall perceptions of a chef’s interpersonal skills, technical skills, and creativity (Fang et al., 2013; Kuroshima, 2010; Lin & Lin, 2006; Zopiatis, 2010).  Previous literature has suggested that chefs can influence diners’ experiences by being knowledgeable about the food, conducting appropriate conversation, and making delicious dishes (Lin & Lin, 2006). In teppanyaki restaurants, chefs prepare the dishes as the customers make their orders. In addition, chefs engage in conversation with diners to understand their preferences. Their responsibility to make all the dishes in front of diners while displaying a certain professional image separates them from other service staff (Lin & Lin, 2006). If diners perceive their chef as having a positive image (e.g., good interpersonal skills, superior technical skills, and creative), they are more likely to have a positive dining experience. This current research examines the following hypothesis:  H1: A chef’s image has a positive influence on diners’ experiential value.  The second hypothesis investigates the influence of other customers on diners’ experiential value. At teppanyaki restaurants, each chef serves multiple diners and diners sitting next to one another in front of their chef; therefore, a good interaction with other diners can be expected to contribute to customers’ experiential value when 3  dining at teppanyaki restaurants. The works of Peng, Chen, and Hung (2015) and Wu and Liang (2009) are among the few studies that have explored and confirmed the importance of other diners’ manner and behavior. Additional research on the effect of other customers will benefit the existing hospitality management literature. H2: Interaction with other customers has a positive influence on diners’ experiential value.  The third hypothesis examines the influence of service staff on diners’ experiential value. To examine the interaction between service staff and diners, this study focuses on service staff quality. This factor includes customers’ overall perceptions of the relative inferiority or superiority of a service staff (Parasuraman, Zeithaml, & Berry, 1988). The literature has confirmed that the staff’s knowledge of the restaurant, their level of helpfulness, and their reliability affects diners (e.g., Jang & Namkung, 2009; Wu & Liang, 2009). This factor’s influence can benefit from reexamination, as teppanyaki restaurant chefs have performed some duties that are traditionally performed by service staff, such as introducing the menu and answering customers’ questions about the food (Fang et al., 2013; Kuroshima, 2010). Based on the above discussion, the following hypothesis is proposed: (Fang et al., 2013; Kuroshima, 2010). H3: The service quality of service staff has a positive influence on diners’ experiential value.  3. Method This research used trained interviewers to collect data from Taiwanese tourists near Taipei, Taichung, and Kaohsiung’s four and five-star hotels that have teppanyaki restaurants. These hotels’ restaurants are subject to stringent inspection; therefore, the quality of the restaurants used in this study can be consistent (Wu & Liang, 2009). To qualify for the interview, potential participants had to 1) be above the age of 18, 2) 4  have dined at teppanyaki restaurants before, and 3) be a resident of Taiwan but live outside of the city which the interview took place.  After one month of data collection, 202 returned questionnaires were deemed effective, resulting in a valid return rate of 60.4%.The demographic breakdowns of the sample set can be found in Table 1. The participants completed a survey that evaluated experiential value (Chen & Peng, 2014), service staff’s quality (Wu & Liang, 2009), interaction with other customers (Peng et al., 2015), and chef’s image (Lin & Lin, 2006) by asking them to rate their answers on a seven-point Likert-type scale (Table 2). *Table 1 *Table 2 4. Data Analysis  SPSS AMOS 20 was used to analyze the data. Following Anderson and Gerbing’s (1988) two-step approach, a measurement model was first estimated using confirmatory factor analysis. The high factor loadings, composite reliability, and average variances extracted (AVE) for each construct were used together to confirm the reliability, convergent validity, and discriminant validity of the instrument. Bootstrapping was used for robustness check. The results gathered after using structural equation modeling showed a good fit between the data and the main model (χ2/df=2.69, p<0.001, RMSEA=0.08, CFI=0.929, NFI=0.90). On the basis of the statistical results, H1 is supported. The structural estimate is .452 (t=2.793, p<0.01). A chef’s image affects diners’ experiential value positively. H2 is supported. The structural estimate is .632 (t=3.468, p<0.001). Interaction with other customers affects diners’ experiential value positively. H3 is supported. The structural estimate is .317 (t=2.058, p<0.05). The service quality of service staff affects diners’ experiential 5  value positively. *Figure 1 5. Discussion and Implications This research note extends existing literature by confirming that chefs can evoke diners’ fantasies and feelings through their interpersonal skills, creativity, and technical skills. For practitioners, the findings of this study provide additional insight into the roles of chefs. First, in addition to being knowledgeable about the food, teppanyaki chefs need to be proficient in interpersonal skills to engage in conversations with customers, such as making appropriate remarks and explaining the uniqueness of each dish. Second, a good chef needs to be innovative and have a good aesthetic sense because they must display each dish in front of diners without assistance from other staff. Encouraging chefs to participate in different cultural activities, such as learning how to paint, may allow chefs to be more creative and aesthetically oriented when serving customers. Chefs become an ambassador for this type of dining culture. In teppanyaki restaurants, diners sit next to one another and share a table with several other customers. Among the three independent variables, interaction with other diners has the most significant impact on tourists’ experiences. Diners may expect top hotels’ teppanyaki restaurants to have quality staff and good chefs; however, good interaction with other diners is a factor that can really add value to diners’ experiences. Experienced managers can influence customers’ interactions through seating arrangements, for instance, by seating diners who seek serenity with one another. In restaurants that do take reservations, service staff can attempt to obtain more information about the purposes of customers’ visit and the composition of their party prior to their visit. Finally, managers should not overlook the importance of 6  service staff despite the overlap between teppanyaki restaurants chefs’ responsibilities and service staff duties. In teppanyaki restaurants, diners still expect service staff to be reliable and professional.  6. Conclusion This research note confirms tourists’ dining experiences can be influenced by teppanyaki chefs, service staff, and other diners. Although this study contributes to the tourism and hospitality literature, it does have limitations. This research could have made a greater contribution if it had been further grounded in existing theories. Future scholars should examine how interaction affects dining experiences by adopting the symbolic interaction theory. 7  References Anderson, J.C. and Gerbing, D.W. (1988), “Structural equation modelling in practice: A review and recommended two-step approach”, Psychological Bulletin, Vol.103, No.3, pp.411-423.  Batra, A. (2008). Foreign tourists’ motivation and information source(s) influencing their preference for eating out at ethnic restaurants in Bangkok. International Journal of Hospitality and Tourism Administration, (9)1, 1-17.  Byrne, A., & Whitehead, M. (2003). The naked truth of celebrity endorsement. British Food Journal, 105(4/5), 288-295.  Chang, R.C.Y., Kivela, J., &Mak, A.H.N. (2010). Food preferences of Chinese tourists. Annals of Tourism Research, 37(4), 989-1011. Chen, A., & Peng, N. (2014).Examining Chinese consumers’ luxury hotel staying behavior.International Journal of Hospitality Management, 39, 53-56.  Fang, C-Y., Peng, P-Y(J)., & Pan W-T(W). (2013). Does using an a` la carte or combo set menu affect the performance of a teppanyaki-style restaurant?. International Journal of Contemporary Hospitality Management, 25(4), 491-509.  Jang, S(S).,& Namkung, Y. (2009). Perceived quality, emotions, and behavioural intentions: Application of an extended Mehrabian-Russell model to restaurants. Journal of Business Research, 62(4), 451-460. Harrington, R.J., Ottenbacher, M.C., & Kendall, K.W. (2011). Fine-Dining Restaurant Selection: Direct and Moderating Effects of Customer Attributes. Journal of Foodservice Business Research, 14(3), 272-289. Kivela, J., & Crotts, J.C. (2006). Tourism and gastronomy: Gastronomy’s influence on how tourists experiences a destination. Journal of Hospitality and Tourism Research, 30(3), 354-377.  Kuroshima, S. (2010). Another look at the service encounter: Progressivity, intersubjectivity, and trust in a Japanese sushi restaurant. Journal of Pragmatics, 42, 856-869. Law, R., To, T., & Goh, G. (2008). How do mainland Chinese travelers choose restaurants in Hong Kong?: An exploratory study of individual visit scheme travelers and packaged travelers. International Journal of Hospitality Management, 27(3), 346-354.  Li, X(R), Lai, C., Harrill, R., Kline, S., & Wang, L. (2011). When east meets west: An exploratory study on Chinese outbound tourists’ travel expectations. Tourism Management, 32, 741-749. Lin, C-N., & Lin, H-S. (2006). The study of chef image and consumer behavior of teppanyaki restaurant in Taipei. Hwa Kang Journal of Agriculture, 7, 13-26. 8  Min, K-H., & Lee, T.J. (2014). Customer satisfaction with Korean restaurants in Australia and their role as ambassadors for tourism marketing. Journal of Travel and Tourism Marketing, 31(4), 493-506.  Mohsin, A., & Lockyer, T. (2010). Customer perceptions of service quality in luxury hotels in New Delhi, India: An exploratory study. International Journal of Contemporary Hospitality Management, 22(2), 160-173.  Mok, C., & Iverson, T.J. (2000). Expenditure-based segmentation: Taiwanese tourists to Guam. Tourism Management, 21(3), 299–305. Nam, J-H., & Lee, T.J. (2011). Foreign travelers’ satisfaction with traditional Korean restaurants. International Journal of Hospitality Management, 30, 982-989. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1988). Servqual: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40.  Peng, N., Chen, A., & Hung, K-p. (2015). The effects of luxury restaurant environments on diners’ emotions and loyalty: Incorporating diner expectations into an extended Mehrabian-Russell model. International Journal of Contemporary Hospitality Management, 27(2), forthcoming. Pratten, J.D. (2008a).The training and retention of chefs. International Journal of Contemporary Hospitality Management, 15(4), 237-242.  Pratten, J.D. (2008b). What makes a great chef? British Food Journal, 105(7), 454-459. Tourist Bureau. (2009). Republic of China 102- An investigation and report of citizen’s tourism condition. Taiwan: Tourism Bureau, MOTC, Planning Division. Wu, C.H-J.and Liang, R-D. (2009). Effect of experiential value on customer satisfaction with service encounters in luxury-hotel restaurants. International Journal of Hospitality Management, 28, 586-593. Zopiatis, A. (2010). Is it art or science? Chef’s competencies for success. International Journal of Hospitality Management, 29, 459-467.  9  Table 1- Characteristics of the participants (N=202)  Demographic traits % Gender Male 46 Female 54 Marital status Married  57.4 Unmarried  42.6 Age  18-30 30.2 31-40 17.8 41-50 13.9 51-60 30.2  61 and above 7.9 10  Table 2 Descriptive analysis of the measures Variable Measurement items Mean SD α AVE CR Experiential value (Chen & Peng, 2014) Compared to other restaurants,…   0.81 .80 .92 1. teppanyaki restaurants are rare.  5.10 1.23    2. teppanyaki restaurants are unique.  5.19 1.20    3. teppanyaki restaurants are stunning.   5.61 0.97           Interaction with other customers (Peng et al., 2015) 1: Other customers are elegant. 5.45 1.13 0.81 .59 .81 2: Other customers have good manners. 5.33 1.15    3: It is pleasant to interact with other customers. 5.36 1.17    Chef image (Lin & Lin, 2006) The chef…   0.94 .64 .94 1. makes delicious dishes. 5.47 1.15    2. is professional at preparing the dishes. 5.40 1.05    3. is innovative. 5.53 1.02    4. has good aesthetics sense.  5.37 1.11    5. has good interpersonal skills.  5.33 1.04    6. has good communication skills. 5.24 1.07    7. has the ability to answer diners’ questions about the dishes. 5.23 1.15    8. can speak different languages.  5.19 1.11    9. explains his / her food preparation method and the uniqueness of each dish. 4.77 1.17           Service staff’s quality (Peng et al., 2015) 1: The staffs provide a thorough and satisfactory service. 5.84 1.02 0.76 .53 .77 2: The staffs are reliable. 5.46 1.02    3: The staffs are professional. 5.42 1.00    11  Figure 1. Research Framework- Main Model (N=202)                  Interaction with other customers Experiential value H2: .632(3.468)*** Chef image Service staff’s quality  H1: .452(2.793)** H3: .317(2.058)* 12  Appendix 1- Teppanyaki restaurants Teppanyaki restaurants- Teppanyaki provides a unique on-the-spot dining experience as diners sit around an iron plate while the chef prepares the dishes as the customers make their orders. Diners can watch chef prepares food and demonstrates his / her cooking skills; moreover, they can also interact with the chef, such as having a conversation (Fang et al., 2013).   

The purpose of this research note is to examine how restaurant chefs affect tourists’ dining experiences. In restaurants such as teppanyaki restaurants (Appendix A) and sushi bars, chefs must interact with diners directly by taking orders from diners, preparing food in front of diners, and serving dishes to diners (Fang, Peng, &amp; Pan, 2013; Kuroshima, 2010; Lin &amp; Lin, 2006). Interaction with chefs can be a unique selling point for these restaurants. These restaurants offer unique dining experiences to tourists and are popular in Taiwan, France, Japan, and the US (Fang et al., 2013; Kuroshima, 2010; Lin &amp; Lin, 2006)

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Chef image's influence on tourists' dining experiences

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