Place-Branded Foods with Responsible and Sustainable Management: A La Carte Serving in Regional Restaurants
Abstract
:1. Introduction
2. Theoretical Framework and Hypothesis Development
2.1. Regional Agri-Food Products and Restaurants Linked to Their Land of Origin
2.2. Sustainable Management in Restaurants Linked to Their Place of Origin
2.2.1. Quality Management and Financial Performance
2.2.2. Environmental Management and Financial Performance
2.2.3. Corporate Social Responsibility and Financial Performance
3. Methodological Design, Materials, and Variables
3.1. Database and Sample
3.2. Variables and Model Specification
3.3. Discrete-Choice Models
3.3.1. Model 1—Probit Regression Model for Binary Response Data
3.3.2. Model 2—Logistic Regression Model for Binary Response Data
3.3.3. Model 3—Generalised Linear Model (GLM) Regression Model for Binary Response Data
4. Results and Discussion
5. Conclusions
Author Contributions
Funding
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Variables | Description | |
---|---|---|
Dependent variable | ||
Financial performance | FPR | |
FPR.1 | Profit has increased | |
FPR.2 | The number of customers has increased | |
FPR.3 | Rate of occupancy has increased | |
FPR.4 | Costs of service provision have fallen | |
FPR.5 | Administrative costs have fallen | |
FPR.6 | Costs of waste disposal have fallen | |
FPR.7 | Number of employees has increased | |
FPR.8 | Market share has increased | |
Independent variables | ||
Regional agri-food products | RAP | |
RAP.1 | Commitment to buy quality regional products | |
RAP.2 | Commitment to buy locally | |
RAP.3 | Use of regional products’ D.O. in marketing and advertising campaigns | |
RAP.4 | Improved restaurant image through using quality regional products | |
RAP.5 | Increased demand for the restaurant due to using regional products | |
Quality management practices | QMP | |
QMP.1 | Administration’s commitment to product or service quality | |
QMP.2 | Collaboration with customers to improve products or services | |
QMP.3 | Collaboration with suppliers to improve products or services | |
QMP.4 | Identification of improvements in the service provision process | |
QMP.5 | Monitoring and correction of possible failings to comply with quality and safety | |
QMP.6 | There is a culture of quality based on continuous improvement | |
Environmental management practices | EMP | |
EMP.1 | Provision of environmental training for employees | |
EMP.2 | Rewards for employees who adopt environmentally responsible practices | |
EMP.3 | Concern about choosing organic and sustainably farmed food | |
EMP.4 | Concern about reducing the use of cleaning products that harm the environment | |
EMP.5 | Implementation of practices to reduce the use of water | |
EMP.6 | Implementation of practices to reduce energy use | |
EMP.7 | Separation of waste | |
EMP.8 | Use of the ecological argument in marketing and advertising campaigns | |
EMP.9 | Organising activities of an environmental nature | |
EMP.10 | Environmentally responsible, long-term, strategic vision | |
EMP.11 | Quantification of environmental savings and costs of the whole restaurant activity | |
EMP.12 | Reduction of operational costs due to activities to protect the environment | |
EMP.13 | Attracting new customers and retaining current ones due to activities to protect the environment | |
EMP.14 | Differentiation from competing restaurants due to activities to protect the environment | |
Corporate socal responsibility | CSR | |
CSR.1 | Commitment to retaining jobs | |
CSR.2 | Good working atmosphere | |
CSR.3 | Plan of measures to reconcile family life and work | |
CSR.4 | Employees with the same duties are treated equally in terms of salary | |
CSR.5 | Training provided to employees | |
CSR.6 | Concern about cooperating with the community to develop the territory | |
Control variables | ||
Restaurant profile | CAR | |
CAR.1 | Location | |
CAR.2 | Number of years in operation | |
CAR.3 | Type of employees (Family members or outside the family) | |
CAR.4 | N° of employees | |
CAR.5 | Restaurant capacity | |
CAR.6 | Type of restaurant |
Questions Related to Restaurants’ Sustainability | Kassinis & Soteriou [105] | Molina-Azorín et al. [92] | Kasim & Ismail [106] | Llach et al. [29] | Planken [107] | Perramon et al. [30] | Bagur-Femenías et al. [88] | Alonso-Almeida et al. [33] | Cantele & Cassia [19] | Own | |
---|---|---|---|---|---|---|---|---|---|---|---|
1. Regional agri-food products (RAP) | |||||||||||
1.1 | Is there a commitment to buying regional quality products? | • | |||||||||
1.2 | Is there a commitment to buying locally? | • | |||||||||
1.3 | Do you use regional products’ D.O. in marketing and advertising campaigns? | • | |||||||||
1.4 | Has the restaurant’s image improved with the use of regional quality producers? | • | |||||||||
1.5 | Has the use of regional products increased the demand for the restaurant | • | |||||||||
2. Quality management practices (QMP) | |||||||||||
2.1 | Is the restaurant’s administration committed to product or service quality? | • | • | • | • | ||||||
2.2 | Is there collaboration with customers to improve the products or services? | • | • | ||||||||
2.3 | Is there collaboration with suppliers to improve the products or services? | • | • | • | |||||||
2.4 | Are improvements in the service provision process identified? | • | |||||||||
2.5 | Is compliance with quality and safety monitored and defects corrected? | • | • | • | • | ||||||
2.6 | Is there a culture of quality based on continuous improvement? | • | |||||||||
3. Environmental management practices (EMP) | |||||||||||
3.1 | Are employees given training in the field of the environment? | • | • | • | |||||||
3.2 | Are employees who adopt environmentally responsible practices rewarded? | • | • | • | |||||||
3.3 | Is there concern about choosing organic and sustainably farmed food? | • | • | ||||||||
3.4 | Is there concern about reducing the use of cleaning products that harm the environment? | • | • | ||||||||
3.5 | Are practices to reduce the use of water implemented? | • | • | • | • | ||||||
3.6 | Are practices to reduce energy use implemented? | • | • | • | • | ||||||
3.7 | Is waste separated? | • | • | • | • | ||||||
3.8 | Is the ecological argument used in marketing and advertising campaigns? | • | • | • | |||||||
3.9 | Are activities of an environmental nature organised? | • | • | • | |||||||
3.10 | Is there a long-term, environmentally responsible, strategic vision? | • | • | • | |||||||
3.11 | Are the environmental savings and costs of the whole restaurant activity quantified? | • | • | ||||||||
3.12 | Do activities to protect the environment allow a reduction in total operational costs? | • | |||||||||
3.13 | Do activities to protect the environment make it possible to attract new customers and retain current ones? | • | |||||||||
3.14 | Do activities to protect the environment allow differentiation in relation to competing restaurants? | • | |||||||||
4. Corporate social responsibility practices (CSR) | |||||||||||
4.1 | Is there a commitment to job retention? | • | • | • | |||||||
4.2 | Is there a good working atmosphere? | • | • | • | |||||||
4.3 | Is there a plan of measures to reconcile family life with work? | • | • | • | |||||||
4.4 | Are employees with the same duties treated equally in terms of salary? | • | • | ||||||||
4.5 | Are employees given training? | • | |||||||||
4.6 | Is there concern about cooperating with the community to develop the territory? | • | • | ||||||||
5. Financial performance (FPR) | |||||||||||
5.1 | Profit has increased | • | • | • | • | • | |||||
5.2 | The number of customers has increased | • | • | • | • | ||||||
5.3 | The rate of occupancy has increased | • | • | • | • | • | |||||
5.4 | The cost of service provision has fallen | • | |||||||||
5.5 | Administrative costs have fallen | • | |||||||||
5.6 | The costs of eliminating waste have fallen | • | |||||||||
5.7 | The number of employees has increased | • | • | ||||||||
5.8 | Market share has increased | • | • | • | • |
Restaurants * | Level of Confidence | Margin of Error | Sample |
---|---|---|---|
854 | 95% | 5% | 265 |
N° | Percentage | |
---|---|---|
Restaurant age | ||
0–5 | 91 | 34.3% |
6–10 | 46 | 17.4% |
>10 | 128 | 48.3% |
Type of restaurant | ||
Regional or national cuisine | 150 | 56.6% |
Regional or national cuisine + another type of cuisine | 58 | 21.9% |
Not specialising in regional or national cuisine | 57 | 21.5% |
Employees | ||
0–5 | 164 | 61.9% |
6–10 | 73 | 27.5% |
>10 | 28 | 10.6% |
Type of employee | ||
Direct family (partner and children) | 35 | 13.2% |
Direct family and others | 77 | 29.1% |
Only others | 153 | 57.7% |
N° | Percentage | ||
---|---|---|---|
Gender | |||
Female | 90 | 34.0% | |
Male | 175 | 66.0% | |
Average age | |||
≤25 | 5 | 1.9% | |
26 to 35 | 43 | 16.2% | |
36 to 45 | 71 | 26.8% | |
46 to 55 | 80 | 30.2% | |
56 to 65 | 51 | 19.2% | |
>65 | 15 | 5.7% | |
Marital status | |||
Single | 36 | 13.6% | |
Married | 217 | 81.9% | |
Widowed | 4 | 1.5% | |
Other situation | 8 | 3.0% | |
Academic qualifications | |||
Basic education | 63 | 23.8% | |
Secondary education | 94 | 35.5% | |
Higher education | 103 | 38.9% | |
Other situation | 5 | 1.9% | |
Relation with the restaurant | |||
Owner | 102 | 38.5% | |
Manager | 55 | 20.8% | |
Both | 100 | 37.7% | |
Other situation | 8 | 3.0% | |
Number of years working in the restaurant | |||
≤5 years | 107 | 40.4% | |
6 to 10 years | 54 | 20.4% | |
11 to 15 years | 23 | 8.7% | |
16 to 20 years | 25 | 9.4% | |
21 to 25 years | 20 | 7.5% | |
>25 years | 36 | 13.6% | |
Number of years as owner, manager or both | |||
≤5 years | 114 | 43.0% | |
6 to 10 years | 55 | 20.8% | |
11 to 15 years | 26 | 9.8% | |
16 to 20 years | 25 | 9.4% | |
21 to 25 years | 16 | 6.0% | |
>25 years | 29 | 10.9% | |
Experience in catering before this restaurant | |||
No | 109 | 41.1% | |
Yes | 156 | 58.9% | |
Training in the area of catering | |||
No | 151 | 57.0% | |
Yes | 114 | 43.0% |
Variables | Hypotheses | Odds Ratio | Std. Error | Z | p > |Z| | [95% Conf. Interval] | ||
---|---|---|---|---|---|---|---|---|
Regional agri-food products (RAP) | H1 | |||||||
RAP.1 | H1.a | 0.8061 | 0.4969 | −0.35 | 0.727 | 0.2408 | 2.6983 | |
RAP.2 | H1.b | 1.1219 | 0.5002 | 0.26 | 0.796 | 0.4682 | 2.6883 | |
RAP.3 | H1.c | 0.4243 | 0.1592 | −2.28 ** | 0.022 | 0.2034 | 0.8854 | |
RAP.4 | H1.d | 0.3736 | 0.1741 | −2.11 ** | 0.035 | 0.1498 | 0.9314 | |
RAP.5 | H1.e | 5.3265 | 1.9041 | 4.68 *** | 0.000 | 2.6434 | 10.7329 | |
Quality management practices (QMP) | H2 | |||||||
QMP.1 | H2.a | 1.1872 | 0.5789 | 0.35 | 0.725 | 0.4566 | 3.0872 | |
QMP.2 | H2.b | 2.6092 | 1.4400 | 1.74 * | 0.082 | 0.8845 | 7.6965 | |
QMP.3 | H2.c | 0.2665 | 0.2251 | −1.57 | 0.117 | 0.0509 | 1.3954 | |
QMP.4 | H2.d | 0.5633 | 0.4676 | −0.69 | 0.489 | 0.1107 | 2.8664 | |
QMP.5 | H2.e | 5.8268 | 5.1699 | 1.99 ** | 0.047 | 1.0238 | 33.1644 | |
QMP.6 | H2.f | 0.2931 | 0.3392 | −1.06 | 0.289 | 0.0303 | 2.8329 | |
Environmental management practices (EMP) | H3 | |||||||
EMP.1 | H3.a | 0.8837 | 0.3129 | −0.35 | 0.727 | 0.4415 | 1.7689 | |
EMP.2 | H3.b | 1.2277 | 0.4910 | 0.51 | 0.608 | 0.5606 | 2.6887 | |
EMP.3 | H3.c | 2.3074 | 0.8595 | 2.24 ** | 0.025 | 1.1118 | 4.7885 | |
EMP.4 | H3.d | 0.5969 | 0.2671 | −1.15 | 0.249 | 0.2483 | 1.4348 | |
EMP.5 | H3.e | 0.9696 | 0.4593 | −0.07 | 0.948 | 0.3832 | 2.4535 | |
EMP.6 | H3.f | 1.1202 | 0.7052 | 0.18 | 0.857 | 0.3262 | 3.8470 | |
EMP.7 | H3.g | 2.1473 | 1.7861 | 0.92 | 0.358 | 0.4206 | 10.9623 | |
EMP.8 | H3.h | 0.8338 | 0.3632 | −0.42 | 0.676 | 0.3550 | 1.9583 | |
EMP.9 | H3.i | 1.1104 | 0.5151 | 0.23 | 0.821 | 0.4473 | 2.7565 | |
EMP.10 | H3.j | 1.6903 | 0.6311 | 1.41 | 0.16 | 0.8131 | 3.5139 | |
EMP.11 | H3.k | 0.8093 | 0.3184 | −0.54 | 0.591 | 0.3743 | 1.7498 | |
EMP.12 | H3.l | 0.7155 | 0.2932 | −0.82 | 0.414 | 0.3205 | 1.5974 | |
EMP.13 | H3.m | 1.4975 | 0.8348 | 0.72 | 0.469 | 0.5022 | 4.4655 | |
EMP.14 | H3.n | 0.6820 | 0.3627 | −0.72 | 0.472 | 0.2405 | 1.9341 | |
Corporate social responsibility practices (CSR) | H4 | |||||||
CSR.1 | H4.a | 3.3321 | 2.5122 | 1.6 | 0.11 | 0.7603 | 14.6038 | |
CSR.2 | H4.b | 0.2185 | 0.2826 | −1.18 | 0.24 | 0.0173 | 2.7559 | |
CSR.3 | H4.c | 1.6911 | 0.8278 | 1.07 | 0.283 | 0.6479 | 4.4143 | |
CSR.4 | H4.d | 1.9089 | 0.9795 | 1.26 | 0.208 | 0.6983 | 5.2185 | |
CSR.5 | H4.e | 1.7054 | 0.9156 | 0.99 | 0.32 | 0.5955 | 4.8843 | |
CSR.6 | H4.f | 2.0359 | 0.8678 | 1.67 * | 0.095 | 0.8829 | 4.6946 | |
Constant | 0.1988 | 0.3624 | −0.89 | 0.375 | 0.0056 | 7.0764 | ||
Observations | 265 | |||||||
Log likelihood | −148.4937 | |||||||
LR chi2 (31) | 68.71 | |||||||
Prob > chi2 | 0.0001 | |||||||
Pseudo R2 | 0.1879 |
Variables | Hypotheses | Coef. | Std. Error | Z | p > |Z| | [95% Conf. Interval] | ||
---|---|---|---|---|---|---|---|---|
Regional agri-food products (RAP) | H1 | |||||||
RAP.1 | H1.a | −0.2155 | 0.6164 | −0.35 | 0.727 | −1.4237 | 0.9926 | |
RAP.2 | H1.b | 0.1150 | 0.4459 | 0.26 | 0.796 | −0.7589 | 0.9889 | |
RAP.3 | H1.c | −0.8573 | 0.3753 | −2.28 ** | 0.022 | −1.5928 | −0.1217 | |
RAP.4 | H1.d | −0.9846 | 0.4661 | −2.11 ** | 0.035 | −1.8982 | −0.0710 | |
RAP.5 | H1.e | 1.6727 | 0.3575 | 4.68 *** | 0.000 | 0.9721 | 2.3733 | |
Quality management practices (QMP) | H2 | |||||||
QMP.1 | H2.a | 0.1716 | 0.4876 | 0.35 | 0.725 | −0.7840 | 1.1273 | |
QMP.2 | H2.b | 0.9590 | 0.5519 | 1.74 * | 0.082 | −0.1227 | 2.0408 | |
QMP.3 | H2.c | −1.3224 | 0.8447 | −1.57 | 0.117 | −2.9780 | 0.3332 | |
QMP.4 | H2.d | −0.5740 | 0.8301 | −0.69 | 0.489 | −2.2010 | 1.0531 | |
QMP.5 | H2.e | 1.7625 | 0.8873 | 1.99 ** | 0.047 | 0.0235 | 3.5015 | |
QMP.6 | H2.f | −1.2273 | 1.1574 | −1.06 | 0.289 | −3.4958 | 1.0413 | |
Environmental management practices (EMP) | H3 | |||||||
EMP.1 | H3.a | −0.1237 | 0.3541 | −0.35 | 0.727 | −0.8177 | 0.5703 | |
EMP.2 | H3.b | 0.2052 | 0.3999 | 0.51 | 0.608 | −0.5787 | 0.9890 | |
EMP.3 | H3.c | 0.8361 | 0.3725 | 2.24 ** | 0.025 | 0.1060 | 1.5662 | |
EMP.4 | H3.d | −0.5160 | 0.4475 | −1.15 | 0.249 | −1.3930 | 0.3610 | |
EMP.5 | H3.e | −0.0309 | 0.4737 | −0.07 | 0.948 | −0.9592 | 0.8975 | |
EMP.6 | H3.f | 0.1135 | 0.6295 | 0.18 | 0.857 | −1.1203 | 1.3473 | |
EMP.7 | H3.g | 0.7642 | 0.8318 | 0.92 | 0.358 | −0.8660 | 2.3945 | |
EMP.8 | H3.h | −0.1818 | 0.4356 | −0.42 | 0.676 | −1.0356 | 0.6721 | |
EMP.9 | H3.i | 0.1047 | 0.4639 | 0.23 | 0.821 | −0.8045 | 1.0139 | |
EMP.10 | H3.j | 0.5249 | 0.3734 | 1.41 | 0.160 | −0.2069 | 1.2567 | |
EMP.11 | H3.k | −0.2116 | 0.3934 | −0.54 | 0.591 | −0.9827 | 0.5595 | |
EMP.12 | H3.l | −0.3347 | 0.4097 | −0.82 | 0.414 | −1.1378 | 0.4684 | |
EMP.13 | H3.m | 0.4038 | 0.5575 | 0.72 | 0.469 | −0.6888 | 1.4964 | |
EMP.14 | H3.n | −0.3827 | 0.5318 | −0.72 | 0.472 | −1.4251 | 0.6596 | |
Corporate social responsibility practices (CSR) | H4 | |||||||
CSR.1 | H4.a | 1.2036 | 0.7539 | 1.60 | 0.110 | −0.2740 | 2.6813 | |
CSR.2 | H4.b | −1.5210 | 1.2933 | −1.18 | 0.240 | −4.0558 | 1.0137 | |
CSR.3 | H4.c | 0.5254 | 0.4895 | 1.07 | 0.283 | −0.4341 | 1.4848 | |
CSR.4 | H4.d | 0.6465 | 0.5131 | 1.26 | 0.208 | −0.3591 | 1.6522 | |
CSR.5 | H4.e | 0.5338 | 0.5369 | 0.99 | 0.320 | −0.5184 | 1.5860 | |
CSR.6 | H4.f | 0.7109 | 0.4263 | 1.67 * | 0.095 | −0.1246 | 1.5464 | |
Constant | −1.6153 | 1.8225 | −0.89 | 0.375 | −5.1874 | 1.9568 | ||
Observations | 265 | |||||||
Log likelihood | −148.4937 | |||||||
AIC | 1.3622 | |||||||
BIC | −1003.09 |
Variables | Hypotheses | Coef. | Std. Error | Z | p > |Z| | [95% Conf. Interval] | ||
---|---|---|---|---|---|---|---|---|
Regional agri-food products (RAP) | H1 | |||||||
RAP.1 | H1.a | −0.1559 | 0.3679 | −0.42 | 0.672 | −0.8771 | 0.5652 | |
RAP.2 | H1.b | 0.1041 | 0.2633 | 0.40 | 0.693 | −0.4121 | 0.6202 | |
RAP.3 | H1.c | −0.5156 | 0.2213 | −2.33 ** | 0.020 | −0.9494 | −0.0819 | |
RAP.4 | H1.d | −0.5939 | 0.2720 | −2.18 ** | 0.029 | −1.1271 | −0.0607 | |
RAP.5 | H1.e | 1.0065 | 0.2114 | 4.76 *** | 0.000 | 0.5921 | 1.4209 | |
Quality management practices (QMP) | H2 | |||||||
QMP.1 | H2.a | 0.1074 | 0.2928 | 0.37 | 0.714 | −0.4664 | 0.6813 | |
QMP.2 | H2.b | 0.5343 | 0.3171 | 1.68 * | 0.092 | −0.0872 | 1.1559 | |
QMP.3 | H2.c | −0.7281 | 0.4896 | −1.49 | 0.137 | −1.6877 | 0.2316 | |
QMP.4 | H2.d | −0.3615 | 0.5004 | −0.72 | 0.470 | −1.3422 | 0.6192 | |
QMP.5 | H2.e | 1.0468 | 0.5113 | 2.05 ** | 0.041 | 0.0447 | 2.0489 | |
QMP.6 | H2.f | −0.7043 | 0.7117 | −0.99 | 0.322 | −2.0991 | 0.6906 | |
Environmental management practices (EMP) | H3 | |||||||
EMP.1 | H3.a | −0.0973 | 0.2120 | −0.46 | 0.646 | −0.5129 | 0.3182 | |
EMP.2 | H3.b | 0.1326 | 0.2432 | 0.55 | 0.586 | −0.3441 | 0.6093 | |
EMP.3 | H3.c | 0.5045 | 0.2204 | 2.29 ** | 0.022 | 0.0726 | 0.9364 | |
EMP.4 | H3.d | −0.3218 | 0.2694 | −1.19 | 0.232 | −0.8499 | 0.2062 | |
EMP.5 | H3.e | −0.0141 | 0.2800 | −0.05 | 0.960 | −0.5628 | 0.5347 | |
EMP.6 | H3.f | 0.0478 | 0.3792 | 0.13 | 0.900 | −0.6955 | 0.7911 | |
EMP.7 | H3.g | 0.5066 | 0.4969 | 1.02 | 0.308 | −0.4673 | 1.4805 | |
EMP.8 | H3.h | −0.1255 | 0.2596 | −0.48 | 0.629 | −0.6342 | 0.3833 | |
EMP.9 | H3.i | 0.0848 | 0.2793 | 0.30 | 0.761 | −0.4626 | 0.6323 | |
EMP.10 | H3.j | 0.3131 | 0.2226 | 1.41 | 0.160 | −0.1232 | 0.7493 | |
EMP.11 | H3.k | −0.1098 | 0.2333 | −0.47 | 0.638 | −0.5670 | 0.3474 | |
EMP.12 | H3.l | −0.2133 | 0.2410 | −0.88 | 0.376 | −0.6857 | 0.2591 | |
EMP.13 | H3.m | 0.2458 | 0.3223 | 0.76 | 0.446 | −0.3858 | 0.8774 | |
EMP.14 | H3.n | −0.2151 | 0.3082 | −0.70 | 0.485 | −0.8192 | 0.3890 | |
Corporate social responsibility practices (CSR) | H4 | |||||||
CSR.1 | H4.a | 0.7743 | 0.4553 | 1.70 * | 0.089 | −0.1181 | 1.6667 | |
CSR.2 | H4.b | −0.8864 | 0.7788 | −1.14 | 0.255 | −2.4128 | 0.6399 | |
CSR.3 | H4.c | 0.3003 | 0.2845 | 1.06 | 0.291 | −0.2572 | 0.8579 | |
CSR.4 | H4.d | 0.3859 | 0.2974 | 1.30 | 0.195 | −0.1971 | 0.9689 | |
CSR.5 | H4.e | 0.3327 | 0.3217 | 1.03 | 0.301 | −0.2978 | 0.9632 | |
CSR.6 | H4.f | 0.4246 | 0.2561 | 1.66 * | 0.097 | −0.0773 | 0.9266 | |
Constant | −1.0934 | 1.1159 | −0.98 | 0.327 | −3.2804 | 1.0937 | ||
Observations | 265 | |||||||
Log likelihood | −148.3528 | |||||||
LR chi2 (31) | 69.00 | |||||||
Prob > chi2 | 0.0001 | |||||||
Pseudo R2 | 0.1887 |
Variables | Hypotheses | Coef. | Std. Error | Z | p > |Z| | [95% Conf. Interval] | ||
---|---|---|---|---|---|---|---|---|
Regional agri-food products (RAP) | H1 | |||||||
RAP.1 | H1.a | −0.1559 | 0.3679 | −0.42 | 0.672 | −0.8771 | 0.5652 | |
RAP.2 | H1.b | 0.1041 | 0.2633 | 0.40 | 0.693 | −0.4121 | 0.6202 | |
RAP.3 | H1.c | −0.5156 | 0.2213 | −2.33 ** | 0.020 | −0.9494 | −0.0819 | |
RAP.4 | H1.d | −0.5939 | 0.2720 | −2.18 ** | 0.029 | −1.1271 | −0.0607 | |
RAP.5 | H1.e | 1.0065 | 0.2114 | 4.76 *** | 0.000 | 0.5921 | 1.4209 | |
Quality management practices (QMP) | H2 | |||||||
QMP.1 | H2.a | 0.1074 | 0.2928 | 0.37 | 0.714 | −0.4664 | 0.6813 | |
QMP.2 | H2.b | 0.5343 | 0.3171 | 1.68 * | 0.092 | −0.0872 | 1.1559 | |
QMP.3 | H2.c | −0.7281 | 0.4896 | −1.49 | 0.137 | −1.6877 | 0.2316 | |
QMP.4 | H2.d | −0.3615 | 0.5004 | −0.72 | 0.470 | −1.3422 | 0.6192 | |
QMP.5 | H2.e | 1.0468 | 0.5113 | 2.05 ** | 0.041 | 0.0447 | 2.0489 | |
QMP.6 | H2.f | −0.7043 | 0.7117 | −0.99 | 0.322 | −2.0991 | 0.6906 | |
Environmental management practices (EMP) | H3 | |||||||
EMP.1 | H3.a | −0.0973 | 0.2120 | −0.46 | 0.646 | −0.5129 | 0.3182 | |
EMP.2 | H3.b | 0.1326 | 0.2432 | 0.55 | 0.586 | −0.3441 | 0.6093 | |
EMP.3 | H3.c | 0.5045 | 0.2204 | 2.29 ** | 0.022 | 0.0726 | 0.9364 | |
EMP.4 | H3.d | −0.3218 | 0.2694 | −1.19 | 0.232 | −0.8499 | 0.2062 | |
EMP.5 | H3.e | −0.0141 | 0.2800 | −0.05 | 0.960 | −0.5628 | 0.5347 | |
EMP.6 | H3.f | 0.0478 | 0.3792 | 0.13 | 0.900 | −0.6955 | 0.7911 | |
EMP.7 | H3.g | 0.5066 | 0.4969 | 1.02 | 0.308 | −0.4673 | 1.4805 | |
EMP.8 | H3.h | −0.1255 | 0.2596 | −0.48 | 0.629 | −0.6342 | 0.3833 | |
EMP.9 | H3.i | 0.0848 | 0.2793 | 0.30 | 0.761 | −0.4626 | 0.6323 | |
EMP.10 | H3.j | 0.3131 | 0.2226 | 1.41 | 0.160 | −0.1232 | 0.7493 | |
EMP.11 | H3.k | −0.1098 | 0.2333 | −0.47 | 0.638 | −0.5670 | 0.3474 | |
EMP.12 | H3.l | −0.2133 | 0.2410 | −0.88 | 0.376 | −0.6857 | 0.2591 | |
EMP.13 | H3.m | 0.2458 | 0.3223 | 0.76 | 0.446 | −0.3858 | 0.8774 | |
EMP.14 | H3.n | −0.2151 | 0.3082 | −0.70 | 0.485 | −0.8192 | 0.3890 | |
Corporate social responsibility practices (CSR) | H4 | |||||||
CSR.1 | H4.a | 0.7743 | 0.4553 | 1.70 * | 0.089 | −0.1181 | 1.6667 | |
CSR.2 | H4.b | −0.8864 | 0.7788 | −1.14 | 0.255 | −2.4128 | 0.6399 | |
CSR.3 | H4.c | 0.3003 | 0.2845 | 1.06 | 0.291 | −0.2572 | 0.8579 | |
CSR.4 | H4.d | 0.3859 | 0.2974 | 1.30 | 0.195 | −0.1971 | 0.9689 | |
CSR.5 | H4.e | 0.3327 | 0.3217 | 1.03 | 0.301 | −0.2978 | 0.9632 | |
CSR.6 | H4.f | 0.4246 | 0.2561 | 1.66 * | 0.097 | −0.0773 | 0.9266 | |
Constant | −1.0934 | 1.1159 | −0.98 | 0.327 | −3.2804 | 1.0937 | ||
Observations | 265 | |||||||
Log likelihood | −148.3528 | |||||||
AIC | 1.36115 | |||||||
BIC | −1003.371 |
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Lopes, C.; Leitão, J.; Rengifo-Gallego, J. Place-Branded Foods with Responsible and Sustainable Management: A La Carte Serving in Regional Restaurants. Sustainability 2022, 14, 6615. https://doi.org/10.3390/su14116615
Lopes C, Leitão J, Rengifo-Gallego J. Place-Branded Foods with Responsible and Sustainable Management: A La Carte Serving in Regional Restaurants. Sustainability. 2022; 14(11):6615. https://doi.org/10.3390/su14116615
Chicago/Turabian StyleLopes, Celso, João Leitão, and Juan Rengifo-Gallego. 2022. "Place-Branded Foods with Responsible and Sustainable Management: A La Carte Serving in Regional Restaurants" Sustainability 14, no. 11: 6615. https://doi.org/10.3390/su14116615