Abstract
This study explores chefs' perceptions and decision-making processes regarding integrating traditional South African dishes into fine dining menus, using a 5-star hotel in Sandton as a case study. Drawing on the Theory of Planned Behaviour and Bourdieu’s Cultural Capital Theory, the research examines how chefs navigate the cultural, operational, and market-driven complexities of incorporating indigenous ingredients within a luxury hospitality context. Through qualitative methods, the study reveals that chef attitudes, normative expectations, and institutional constraints significantly shape menu design and culinary innovation. While chefs express strong cultural reverence for traditional cuisine, practical limitations such as ingredient sourcing, procurement policies, and presentation concerns often impede full integration. However, when supported by cultural capital and organisational readiness, chefs can elevate traditional dishes into premium culinary experiences. The findings underscore the potential for traditional cuisine to enhance sustainability, food tourism, and destination branding, while also contributing to a more inclusive and culturally grounded fine dining landscape. This research provides empirical insight into the role of chefs as cultural mediators and offers strategic implications for hospitality stakeholders aiming to align authenticity with profitability.