Mixed-methods approach reveals key factors affecting dining behaviors and satisfaction in older adults, suggesting implications for restaurant management.
Aging is a complex process, but previous restaurant research on the dining behaviors of older adults has been conducted mainly from managerial perspectives, overlooking the effects of aging itself. Drawing on the three pillars of aging and the Kano Model, this study aims to identify the most influential factors affecting the dining behaviors of older adults at restaurants by interweaving the interdisciplinary perspectives of restaurant management and gerontology. An exploratory sequential mixed-methods research design was applied to achieve the research goal. Older adults who dined at restaurants with a chronological age of 65 years or older were recruited. Through in-depth interviews in Study 1, it was found that dining out is not only a psychological escape from daily routine but also offers opportunities for older adults to engage in social interactions. Moreover, older adults tend to avoid dining alone because eating at restaurants is a social routine, helping them stay connected with people around them. We also challenge the myth of health consciousness, finding that some older adults prioritize pleasure over healthier options when dining at restaurants, even if they cook healthfully at home. Applying the Kano Model in Study 2, the seven most influential restaurant attributes that significantly affect dining satisfaction/dissatisfaction were identified. Particularly, accurate billing, cleanliness of dining areas and tables, and cleanliness of restrooms were categorized as must-be , while the taste of food and consistency of food quality were labeled as one-dimensional . Senior discounts and easy-to-read menus were considered attractive restaurant attributes. This study contributes to the literature by articulating the effects of biological, psychological, and social aspects of aging alongside restaurant management on older adults’ dining behaviors while providing pragmatic implications to restaurant managers.
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Tao et al. (2026) studied this question.
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