This paper examines the rates of mortality, survival and entrepreneurship in the Danish restaurant sector, and it demonstrates a considerable turbulence in the sector over the period 1980-1993. Opportunities for organizational learning is enhanced by size as well as age. However surprisingly, survival is not clearly related to the managerial capacity. Neither is affiliation with other restaurants is an important factor for survival. The study indicates that learning in restaurants is decisively embedded in processes and technologies rather than in relation between human beings.