During the last twenty to thirty years, a quiet culinary transformation
has been going on in Norway—one that is surprisingly unobtrusive
and scarcely ever mentioned. Many Norwegians have acquired new
eating habits and a multicultural cuisine, indicating acceptance and
inquisitiveness—this in a country where just a few years ago red peppers
were considered to be dubious vegetables. In this article, the
entrepreneurship of a family that has stood behind much of this
development—the ‘Wong’ family from Hong Kong—is analyzed.
Criticizing the common emphasis on ethnicity and drawing instead
upon a concept of ‘mixed embeddedness,’ the following aspects of
the Wong family’s entrepreneurship are examined: niche expansion,
cooperation strategies, management in a spatial context, concept
development, clientele, personnel, and market positioning. To the
degree that ethnicity is included, the suggestion is to study whether
and how ethnicity, together with the other aspects mentioned, is relevant
in the making of profit and control.