Date of Conferral

6-5-2025

Date of Award

June 2025

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Theresa Neal

Abstract

Some small restaurant managers struggle to develop and implement strategic planning processes to achieve profitability and sustainability. As customer attendance declines, these managers face economic challenges and reduced daily sales, often stemming from inadequate strategic planning that could support sustained profitability and long-term success. Grounded in resource-based view theory and dynamic capability theory, the purpose of this qualitative multiple case study was to explore the successful strategic planning processes that small restaurant business managers in Alberta, Canada, use to achieve profitability and sustainability beyond 5 years. The participants were six small restaurant managers who successfully implemented strategic planning processes to achieve profitability and sustainability beyond 5 years. Data were collected using semistructured interviews and a review of employee training, staffing schedules, workflow, inventory, and customer service documents. Through thematic analysis, five themes were identified: (a) operational efficiency, (b) management and supervision, (c) inventory management, (d) staffing and training, and (e) financial planning. A key recommendation is for restaurant managers to standardize workflow systems, utilize inventory management software, optimize resource allocation, and improve employee cross-training. The implications for positive social change include the potential for small restaurant managers to contribute to local economic growth by creating jobs, supporting other businesses, and fostering cultural diversity and inclusion through inclusive work environments and sustainable practices.

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