隨著餐飲業的競爭越來越激烈，餐廳的種類日益多樣化。在餐飲業營利事業家數持續增加的情況下，餐廳必須透過強化自身的獨特性與競爭力以吸引顧客前往消費。因此廚師在提供顧客獨特的飲食體驗，扮演著重要的角色，運用自己的廚藝職能加以創新，藉此強化廚師本身與餐廳的競爭力，再者廚師的職涯技能學習是透過社會學習理論中的角色楷模進行觀察學習，因此本研究以任職於餐飲業的廚師管理者為研究樣本，探討廚師廚藝創新職能表現對餐廳績效的影響。透過文獻回顧發展研究假設與問卷，在進行前測之前，邀請6位實務界以及學術界專家進行專家問卷效度檢驗，並以立意抽樣方式發放給任職於餐飲業之管理階層廚師進行填答。經資料蒐集後共計回收166份有效問卷，並進行敘述性統計、重要性-滿意度分析 (Importance Performance Analysis, IPA)、影響非對稱-績效分析法 (Impact Asymmetry Analysis, IAA) 以及偏最小平方法 (Partial Least Squares, PLS) 進行路徑效果預測分析，結果發現企業導師展現的師徒功能對於廚藝創新職能有正向顯著影響，且廚師的廚藝創造力與產品創新對餐廳績效有顯著影響，故根據本研究結果提供餐廳管理者或人力資源部門相關的建議。

As the catering industry becomes more competitive, the variety of restaurants is becoming increasingly diverse. Furthermore, as the number of the restaurant continues to increase, restaurants must take actions such as to strengthen their uniqueness and competitiveness to attract customers. In order to provide a unique experience for customers, the chef plays an important role in enhancing their competitiveness with restaurants by using their own culinary competency to innovate. In addition, chef’s culinary innovation competency through observing learning with social learning theory. In this study, the research sample is made up of chefs who are the manager working in the catering industry and the aim is to explore the impact of chef culinary innovation competency on restaurant performance. Before the pretest, six experts were invited to examine the validity of the questionnaires. Implementation of purposive sampling and totally 166 valid questionnaires were collected. Utilizing the descriptive analysis, important performance analysis (IPA), impact asymmetry analysis (IAA) and partial least squares (PLS) to forecast the path effect. This study finds that mentorning function has the positive impact on culinary innovation competency. The creativity and product innovation competency proposed a significantly positive effect on restaurant performance. The empirical results provide suggestions for restaurant managers or human resource departments on enhancing culinary innovation competency.

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