Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban.
This study explores how planning, leading and organising activities shaped the organisational architecture of the nascent small restaurants that survived the first five years of operating in Durban in South Africa. Twelve owners of nascent small restaurants in Durban were selected using purposive sa...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
AfricaJournals
2019-08-01
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| Series: | African Journal of Hospitality, Tourism and Leisure |
| Subjects: | |
| Online Access: | https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_48_vol_8_4__2019_ukzn.pdf |
| _version_ | 1831613988807376896 |
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| author | Manje Zwane Dr MacDonald Kanyangale Dr Tinashe Ndoro |
| author_facet | Manje Zwane Dr MacDonald Kanyangale Dr Tinashe Ndoro |
| author_sort | Manje Zwane |
| collection | DOAJ |
| description | This study explores how planning, leading and organising activities shaped the organisational architecture of the nascent small restaurants that survived the first five years of operating in Durban in South Africa. Twelve owners of nascent small restaurants in Durban were selected using purposive sampling and interviewed to gather data. Themes of how planning, leading and organizing shaped the components of the Mc Kinsey 7-S model in the restaurant were delineated using thematic analysis. The study reveal that the organisational architecture of the nascent restaurant relied on emergent and entrepreneurial planning in the creative use of staff and skills to exploit opportunities and contain disruptions to service. Engaging employees to model the desired values but also using them as an instrument to achieve specific goals depicted an ambidextrous style of leadership. Multiskilling of staff enhanced resilience to operational and customer changes while the empowerment of employees was undermined by trust deficit in the organisational architecture of the restaurant. Critical changes are imperative to re-align the organisational architecture of the restaurant and ensure that it enhances survival. |
| first_indexed | 2024-12-18T19:19:36Z |
| format | Article |
| id | doaj.art-8dd6bdef46f64175927053aecb5bfc61 |
| institution | Directory Open Access Journal |
| issn | 2223-814X |
| language | English |
| last_indexed | 2024-12-18T19:19:36Z |
| publishDate | 2019-08-01 |
| publisher | AfricaJournals |
| record_format | Article |
| series | African Journal of Hospitality, Tourism and Leisure |
| spelling | doaj.art-8dd6bdef46f64175927053aecb5bfc612022-12-21T20:56:03ZengAfricaJournalsAfrican Journal of Hospitality, Tourism and Leisure2223-814X2019-08-0184Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban.Manje Zwane 0 Dr MacDonald Kanyangale1Dr Tinashe Ndoro 2Graduate School of Business & Leadership, University of KwaZulu-Natal, Durban, South Africa Graduate School of Business & Leadership, University of KwaZulu-Natal, Durban, South Africa University of Pretoria South Africa This study explores how planning, leading and organising activities shaped the organisational architecture of the nascent small restaurants that survived the first five years of operating in Durban in South Africa. Twelve owners of nascent small restaurants in Durban were selected using purposive sampling and interviewed to gather data. Themes of how planning, leading and organizing shaped the components of the Mc Kinsey 7-S model in the restaurant were delineated using thematic analysis. The study reveal that the organisational architecture of the nascent restaurant relied on emergent and entrepreneurial planning in the creative use of staff and skills to exploit opportunities and contain disruptions to service. Engaging employees to model the desired values but also using them as an instrument to achieve specific goals depicted an ambidextrous style of leadership. Multiskilling of staff enhanced resilience to operational and customer changes while the empowerment of employees was undermined by trust deficit in the organisational architecture of the restaurant. Critical changes are imperative to re-align the organisational architecture of the restaurant and ensure that it enhances survival.https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_48_vol_8_4__2019_ukzn.pdfSmall enterprise managementorganisational architecturerestaurant managementnascent restaurantorganisational alignment |
| spellingShingle | Manje Zwane Dr MacDonald Kanyangale Dr Tinashe Ndoro Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban. African Journal of Hospitality, Tourism and Leisure Small enterprise management organisational architecture restaurant management nascent restaurant organisational alignment |
| title | Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban. |
| title_full | Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban. |
| title_fullStr | Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban. |
| title_full_unstemmed | Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban. |
| title_short | Shaping the organizational architecture for SME survival: A case of nascent small restaurants in Durban. |
| title_sort | shaping the organizational architecture for sme survival a case of nascent small restaurants in durban |
| topic | Small enterprise management organisational architecture restaurant management nascent restaurant organisational alignment |
| url | https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_48_vol_8_4__2019_ukzn.pdf |
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