1. Introduction
This article explores the social and cultural factors that may affect local food heritage and how local food heritage copes with these changes and becomes more resilient. In an era of globalization, urbanization, and mobility [
1], local and traditional culture faces multiple shocks caused by social and cultural changes [
2]. How to protect local cultural heritage in the modern world is a major challenge [
3]. Food represents a kind of cultural heritage. Food is not only associated with providing physical nutrition for humans, but it is also a marker of local culture [
4,
5,
6,
7,
8].
Disruptions from the modern world to food heritage are enormous [
3]. Why and how are some food heritages reserved, thriving, and emerging as more sustainable? This study uses Yumcha (饮茶) heritage as an example to examine how local heritage can be conserved sustainably and how it becomes resilient in the fast-changing modern world. Yumcha, of which the literal translation is ‘drinking tea’, originated in the Qing Dynasty. In this practice, people not only drink tea but also eat dim sum [
9]. In 2007, Yumcha culture was designated as one of the intangible cultural heritages of Guangzhou [
10]. Although experiencing many challenges and strikes, Yumcha is still popular in Guangdong province and surrounding regions, such as Guangxi province and Hong Kong [
11]. Thus, Yumcha is a good example to illustrate the resilience of food heritage.
Several scholars have studied the sustainability of local cultural heritage. Related studies have mainly focused on general cultural heritage [
3]. Main research topics involve the demand side, such as food-consumption changes and consumers’ value changes [
3]. However, enterprises, as the main carriers of local heritage, are seldom investigated. Specifically, in the food-heritage context, restaurants have considerable influence on the survival of food heritage.
From an enterprise perspective, the question remains on how food heritage can become resilient in encounters with different types of disruptions in modern cities. Little research has explored the sustainability of local food heritage from restaurant studies, with some exceptions. For example, Larsson et al. investigated the resilience of a nonprofit firm in promoting a local food system [
12]. Research on restaurants has focused more on restaurant innovation [
13]. Some studies have explored the paradox between authenticity and standardization of restaurants [
14]. There is always a tension between commodification and heritage preservation [
15]. Business and commercialization are usually thought of as causing negative effects on the authenticity of cultural heritage [
16,
17]. However, the positive effects of the resilience of restaurants in building sustainable food heritage when facing disruptions and opportunities in the modern world have not been examined. This study attempts to prove that successful businesses could also contribute to the sustainable development of cultural heritage.
When referring to enterprise resilience, recent research has paid more attention to the dynamic capabilities of enterprises [
18]. Dynamic capabilities are a firm’s high-level capabilities. However, it is complicated to reveal the relationship between resilience and dynamic capabilities. Specifically, in the context of local food-heritage sustainability, which kind of dynamic capabilities enhance restaurant resilience and, thus, food-heritage sustainability, and how?
This paper empirically analyzes the sustainability of Yumcha heritage when facing disruptions and opportunities in a changing social–cultural metropolitan city. Based on resilience theory, following a dynamic-capabilities perspective [
19], this study tries to reveal how specific dynamic capabilities, such as restaurant innovation and disruption orientation, influence Yumcha restaurants’ resilience and, in turn, the sustainability of Yumcha heritage.
3. Methods
3.1. Sample, Data Collection, and Research Context
We conducted a survey based on employees’ perceptions. We collected data from Yumcha restaurants in Guangzhou. A pilot survey was conducted with six managers in Yamcha restaurants and two academic experts. The pilot respondents were required to provide comments on the measurement scales’ content validity. Based on respondents’ comments, we revised the questionnaire until the questionnaire was easy to understand and sufficiently clear.
The survey was conducted in the Haizhu and Yuexiu districts in Guangzhou, Guangdong, China. Yumcha culture originated in the Qing dynasty, between 1862 and 1874, in Guangzhou, Guangdong, China. Early Yumcha restaurants usually had a signboard with the letters “Cha Hua” (茶话). “Cha” (茶) means to drink tea and “Hua” (话) means to talk. This kind of restaurant generally provided several tables and benches for customers to sit, drink tea, and eat snakes (dim sum). Later, much larger Yumcha restaurants opened and Yumcha cultural became popular. In Guangdong, going to a Yumcha restaurant to drink tea and eat dim sum is also called “Tan Cha” (叹茶). “Tan” (叹) has a meaning of enjoyment, and “Tan Cha” is similar to a kind of pleasant recreation activity. In ancient times, Yumcha restaurants provided Yumcha products throughout the day. Yumcha services were its main products. In modern society, some restaurants only provide Yumcha products in the morning. Yumcha services are subsidiary products. Both kinds of restaurants were included as cases in this study.
We used both electronic and hard-copy questionnaires. We used wjx.com to develop the electronic questionnaires. Three university students collected the data between 14:00 and 17:00 every weekend from 16 May to 26 July 2018. Students collected the data mainly in the Haizhu and Yuexiu districts of Guangzhou. Haizhu and Yuexiu are the traditional districts in Guangzhou. Students investigated all the main streets. When they found a Yumcha restaurant, they walked in to introduce our research to the manager of the restaurant and to ask if they and their employees would fill a questionnaire. Students were trained in administering the questionnaire and introducing the questionnaire’s background. Questionnaires were administered face to face using the hard-copy edition. If the targeted respondents were working, students asked them if they would complete the electronic questionnaire later. Respondents were offered a chance to win an average 2 RMB bonus in a draw if they completed the electronic survey. To ensure the participants qualified for the study, a screening question was set in the beginning of the survey by asking what kind of food the restaurant in which they work provides.
The number of responses was 262. 14 responses in the electronic version were eliminated because their completion time was less than 2 minutes or their answers were all the same, yielding 248 usable samples. The effective response rate was 94.66%. As the data analysis technique we used was the maximal likelihood method, this sample size was sufficient [
53]. By comparing employees’ characteristics (i.e., sex, age, and position) of early versus late respondents, nonresponse bias was tested. There were no significant difference.
In the formal survey, the sample characteristics demonstrated that 46% of the participants were female and 64.7% were older than 21 years old. Just 36% of the participants had a high-school degree or above. 45% of the participants were single and 45% were born in Guangzhou. Most of the participants (71.1%) had lived in Guangzhou for more than 10 years, and 45% had worked in Yumcha restaurants for more than 5 years.
3.2. Measures
In this section, variable definitions are presented. The measures of our study were based on previous studies [
54], all using a 7-point Likert scale (1 means strongly disagree, 7 means strongly agree).
Table 1 and
Table 2 present all the measurement items. The variables included proxies for sustainability, resilience, impacts, and dynamic capabilities.
Yumcha heritage sustainability used a 5-item measurement scale. The items were adapted from Jantunen, Tarkiainen, Chari, and Oghazi [
52]. The measure of sustainability of Yumcha culture considered the persistence of Yumcha activity and the continuous appreciation of the value involved in the activity. Within the Yumcha heritage context, it measures the continuous appreciation of the value of the Yumcha restaurant industry.
Yumcha restaurant resilience was adapted from Ambulkar et al. [
55]. This scale assessed Yumcha restaurants’ capability to cope with disruptions and adapt to uncertainties.
The impact of social–cultural changes has two aspect factors, impact from demand-side changes and impact from market-side changes. Each impact factor of social–cultural changes was measured based on a 3-item scale that was originally from Bode et al. [
46]. A revised version was developed for the purposes of this study based on interviews with restaurant managers, academic experts, and members of the Food and Beverage Association of Guangzhou. This variable measured the extent to which the Yumcha restaurant was affected by demand and market changes.
Dynamic capabilities include two aspects, uncertainty orientation and proactive behavior. Measurement items for the uncertainty-orientation dimension incorporated two factors, uncertainty orientation toward demand change, and uncertainty orientation toward market change. It measured the restaurants’ alertness to social disruptions. The uncertainty-orientation scale was adapted from Bode et al. [
46].
Proactive behavior includes innovations and activities for knowledge and resource acquisition, as well as exploration facilitating resistance to social changes [
53]. In the context of Yumcha culture, it includes 4 factors: product innovativeness, service innovativeness, experiential innovativeness, and promotional innovation.
3.3. Measure Assessment
A 2-stage procedure was implemented to evaluate measurement scales. In the first stage, exploratory factor analysis was conducted to measure the proactive behavior’s structure. Proactive behavior is a second-order construct. Exploratory factor analysis was to test whether items formed the expected proactive behavior factors. Factor analysis used the oblique-rotation method. Items with a low factor loading of 0.5 were abandoned. The reserved items’ factor loadings were all greater than 0.6 on their corresponding factors. We considered all factor loadings as significant [
56]. Next, confirmatory factor analysis was performed to assess the convergence. Four factors (product innovativeness, service innovativeness, experiential innovativeness, promotional innovation) were included in the proactive-behavior construct.
The second stage was assessing the convergent and discriminant validity of the 5 key constructs with confirmatory factor analysis (
Table 2). We used software package Mplus 7.0 [
57] and employed the maximum-likelihood (ML) estimator, which is the default estimator in Mplus recommended by Henseler, Ringle, and Sarstedt [
58]. All of the factor loadings were significant and higher than 0.6. Cronbach’s α and composite reliability (CR) for each measure was computed to assess the reliability and convergent validity of the scales. Factor loadings of all items were greater than 0.7. It showed that reliability and convergent validity was indicated [
59]. The average variance extracted (AVE) was further computed to assess validity. AVE was higher than 0.5 [
57] for all measures.
To further evaluate the discriminant validity of the 5 constructs, we followed strict procedures adopted from advanced research [
60]. We compared the 5-factor key structure model with alternative plausible models.
Table 3 shows the results. Based on the results, the proposed 5-factor model provided a better fit to the data (χ
2(125) = 193.491,
p < 0.01; the comparative fit index (CFI) = 0.967; the Tucker-Lewis index (TLI) = 0.960; Root Mean Square Error of Approximation (RMSEA) = 0.047; standard root mean square residual (SRMR) = 0.037) [
61]. Thus, the discriminant validity of the five-factor key structure was confirmed.
5. Conclusions and Discussion
5.1. Conclusions
This study shed light on the sustainability of food heritage under sociocultural changes from a restaurant perspective. Guangzhou quickly changed from a small city to a large metropolis within 40 years after China’s opening policy. Choosing Guangzhou’s Yumcha heritage as the case, we proposed that Yumcha restaurant resilience enhances Yumcha heritage sustainability. Dynamic capabilities were proposed having positive influence on the sustainability of Yumcha heritage via Yumcha restaurant resilience in the modern world. These hypotheses draw on the resilience perspective. The findings make contributions in three aspects: (1) Yumcha restaurant resilience positively affects Yumcha heritage sustainability, (2) business resilience mediates the effects between restaurants’ dynamic capability and food-heritage sustainability, and (3) the effects from dynamic capabilities to heritage sustainability are modified by social–cultural impact.
This research makes four theoretical contributions. First, this study expands the culture-heritage literature by focusing on the effect of business resilience of restaurants in heritage sustainability, where the restaurants’ dynamic capability is prevalent and may generate important influence, but its effects have not been fully investigated [
14]. This research suggests that business resilience could contribute to heritage sustainability. Such findings provide evidence for the positive impact of business resilience on building food-heritage sustainability. Previous research tends to regard the commodification of heritage as damage to the authenticity of heritage [
16,
69]. This study proves that business with resilient capabilities can enhance the surviving ability of cultural heritage. These findings are not only effective in the conservation of food culture, but also in other types of cultural heritage. For instance, Dai and Xu found that business brought by tourism development would benefit the protection of tangible-architecture heritage in ancient towns in China [
70].
Second, this research made contributions to current business-resilience research. Existing research mainly evaluates business resilience with business performance [
52]. This study enhances the understanding of the power of business resilience by focusing on its contributions in preserving heritage. Existing business-resilience research on dynamic capabilities is also constrained. Our study extends the scope to examine specific dynamic capability in the restaurant industry. Five innovations were examined to measure the proactive behavior in building business dynamic capabilities. The advantages caused by enterprise development should not only be measured by the economic gains, but also by the benefits to cultural preservation.
Third, this study unraveled the mediating mechanisms between restaurants’ dynamic capability and food-heritage sustainability. Although research about business dynamic capabilities is a recent hot topic [
18,
52], the process through which capability may influence business resilience and the mediating mechanisms of business resilience have not yet been sufficiently studied, and this paper provide a vivid context to explain the mechanisms [
18]. This paper highlights the mediating effects of business resilience in restaurant innovation in helping conserve sustainable food heritage. Business resilience as a mediator links the dynamic capability of enterprises with the sustainability of culture. Various innovations in cultural commodification are crucial means to obtain cultural sustainability.
Fourth, our study further tests the moderating effect of impact. This result supports that effects from dynamic capabilities on heritage sustainability may be modified by impact, consistent with previous research [
18]. We therefore expand previous research and argue that impacts provide challenges for business resilience; however, on the other hand, impacts may augment the positive effects from dynamic capability to business resilience. The study argues that identification of social–cultural changes’ moderating effect can alleviate their negative effects [
18].
5.2. Practical Implications
There are several implications for sustainable food-culture conservation according to the research results and conclusions.
This research suggests that business resilience is crucial for heritage sustainability. This is especially true for restaurants in preserving food heritage, which has been categorized as a tangible heritage. Traditional food-heritage articles appeal for adjustments in human behavior to adopt traditional food. For instance, many studies advocate that people change their dining preferences to choose slower food [
71,
72]. Our results show that these slow-food activists just try to “return to a primitive, preindustrial economy” [
72] (p. 168), which is unrealistic in modern society. However, our study indicates that to preserve food heritage, resilient capacities of restaurants are key factors. If restaurants implement more innovation, they tend to have high levels of business resilience, which helps them survive when facing social–cultural changes. Thus, in the case of European slow food, it is more resilient to make innovations to improve local culinary heritage rather than stick to the authenticity and resist any change. Helping food-heritage restaurants be more resilient may contribute to food-heritage sustainability. For restaurants managers, it is crucial to change minds to make changes and innovations and become more resilient. For instance, many Yumcha restaurants use traditional cooking techniques to create new cuisines to meet new market demands. Some of them also adopt automatic ordering systems to reduce costs and meet younger people’s consuming preferences. Government officials should take measures for the spillover effect of food-heritage restaurants when developing food-heritage sustainability strategies. The government should encourage restaurants to innovate with policy and financial support, for instance, by providing innovation funds or low-interest loans for restaurants.
Shocks can push enterprises to innovate. Usually, innovation follows awareness of its necessity. However, this study shows that sometimes internal innovation consciousness does not emerge naturally; external shocks can make enterprises generate the demand for innovation. Research results illustrate that, when external shocks are at a low level, the benefits generated from innovation are fewer. A stronger shock can create increasing innovation desire and more profits. For managers, it is important to be sensitive to external shocks and seize every chance to make innovations.
It is common to emphasize cultural authenticity in the sustainable conservation of cultural heritage. However, in our research, restaurant innovation has a strong positive influence on food-heritage sustainability. This means the change and innovation of cuisines can also contribute to the sustainability of food heritage. In China, people usually do not evaluate food by the authenticity of its taste. People can accept innovative tastes if the new tastes produce a high-quality experience. Therefore, we argue that it is also important to change the food culture according to social and cultural change to conserve the intangible food heritage.
5.3. Limitations and Future Research
The first limitation is considering other types of cultural heritage less. Examining different kinds of food heritages, such as Western food heritage, would be interesting for future research. The second limitation is that the data were derived just from a single questionnaire, so future studies could do a cross-sectional survey or a longitudinal study to assess the sustainability of food heritage over time. In terms of research method, it would also be beneficial to use qualitative methods to deeply explore business firms’ capabilities and their influence on firm resilience and cultural sustainability. Finally, examining the conclusions from this research in a broader range of social and cultural contexts would show comprehensive mechanisms of how specific business capabilities influence cultural sustainability in different social–cultural environments.