Strategic Planning Processes for Profitability and Sustainability of Small Restaurants in Alberta PDF Free Download
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Walden University
College of Management and Human Potential
This is to certify that the doctoral study by
Olufemi Baiyewun
has been found to be complete and satisfactory in all respects,
and that any and all revisions required by
the review committee have been made.
Review Committee
Dr. Rocky Dwyer, Committee Chairperson, Doctor of Business Administration Faculty
Dr. Christopher Beehner, Committee Member, Doctor of Business Administration
Faculty
Chief Academic Officer and Provost
Sue Subocz, Ph.D.
Walden University
2025
Abstract
Strategic Planning Processes for Profitability and Sustainability of Small Restaurants in
Alberta
by
Olufemi Baiyewun
MEng., University of Alberta, Canada, 2013
M.Sc., University of Lagos, Nigeria, 2001
BS, University of Lagos, 1988
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
June 2025
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.
Strategic Planning Processes for Profitability and Sustainability of Small Restaurants in
Alberta
by
Olufemi Baiyewun
MEng., University of Alberta, Canada, 2013
M.Sc., University of Lagos, Nigeria, 2001
BS., University of Lagos, Nigeria, 1988
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
June 2025
Dedication
I want to dedicate this doctoral study to my Lord and Saviour, Jesus Christ, who
gave me grace, wisdom, and strength through the challenging moments of the journey.
The Lamb of God owns all the glory, honor, and praise forever and ever. I also dedicate
the study to my ‘darling’ wife, Olufunmilola Baiyewun, who encouraged me through
difficult times of financial and emotional need.
Acknowledgement
I am indebtedly grateful for the steadfast support and encouragement of my
colleagues, Drs. Peter Iwegbu, Martin Ekumbo, and Aaron Ogunjeminiyi, who provided
guidance, valuable feedback, and motivation to complete my doctoral study. I am
incredibly grateful to my Chairs, Dr. Liz Musil, Dr. Janet Booker, Dr. Theresa Neal, Dr
Rocky Dwyer, and second committee member, Dr. Chris Beehner, who guided and
directed me throughout the study. I want to acknowledge my academic advisor, Pamm
Kemp, who encouraged and advised me on the educational path forward. I appreciate you
all.
i
Table of Contents
List of Tables ..................................................................................................................... iv
Section 1: Foundation of the Study ......................................................................................1
Background of the Problem ...........................................................................................1
Problem Statement .........................................................................................................2
Purpose Statement ..........................................................................................................2
Nature of the Study ........................................................................................................3
Research Question .........................................................................................................4
Interview Questions .......................................................................................................4
Conceptual Framework ..................................................................................................5
Operational Definitions ..................................................................................................6
Assumptions, Limitations, and Delimitations ................................................................7
Assumptions ............................................................................................................ 7
Limitations .............................................................................................................. 7
Delimitations ........................................................................................................... 8
Significance of the Study ...............................................................................................8
Contribution to Business Practice ........................................................................... 9
Implications for Social Change ............................................................................... 9
A Review of the Professional and Academic Literature ..............................................10
Resource-Based Value and Dynamic Capability Framework and Model ............ 11
Resource-Based Value and Dynamic Capability Model Evolution ...................... 19
Comparison of Conceptual Theories and Contemporary Studies ......................... 25
ii
Sustainability......................................................................................................... 38
Canadian Small Businesses................................................................................... 41
Small Restaurant Business .................................................................................... 43
Strategic Planning for Small Business .................................................................. 45
Strategic Adaptation.............................................................................................. 48
Continual Strategic Planning ................................................................................ 51
Transition .....................................................................................................................53
Section 2: The Project ........................................................................................................55
Purpose Statement ........................................................................................................55
Role of the Researcher .................................................................................................55
Participants ...................................................................................................................56
Research Method and Design ......................................................................................58
Research Method .................................................................................................. 58
Research Design.................................................................................................... 60
Population and Sampling .............................................................................................63
Ethical Research...........................................................................................................65
Data Collection Instruments ........................................................................................68
Data Collection Technique ..........................................................................................70
Data Organization Technique .....................................................................................76
Data Analysis ...............................................................................................................78
Reliability and Validity ................................................................................................82
Reliability .............................................................................................................. 83
iii
Validity ................................................................................................................. 85
Transition and Summary ..............................................................................................87
Section 3: Application for Professional Practice and Implications for Social
Change ...................................................................................................................89
Introduction ..................................................................................................................89
Presentation of the Findings.........................................................................................90
Theme 1: Operational Efficiency .......................................................................... 91
Theme 2: Management and Supervision............................................................... 95
Theme 3: Inventory Management ......................................................................... 96
Theme 4: Staffing and Training .......................................................................... 101
Theme 5: Financial Planning .............................................................................. 105
Correlation to the Existing Literature ................................................................. 107
Correlation to the Conceptual Framework .......................................................... 111
Application to Professional Practice ..........................................................................122
Implications for Social Change ..................................................................................124
Recommendations for Action ....................................................................................125
Dissemination of Research Findings .................................................................. 126
Recommendations for Further Research ....................................................................127
Reflections .................................................................................................................127
Conclusion .................................................................................................................129
References ........................................................................................................................130
Appendix: Interview Protocol ..........................................................................................177
iv
List of Tables
Table 1. Frequency of Themes in Strategic Planning Processes of Small
Restaurants .............................................................................................................91
Table 2. Years of Experience of Participants.....................................................................91
1
Section 1: Foundation of the Study
Background of the Problem
Small businesses comprised 97.9% of Canada’s 1.21 million corporate firms and
98% of the 155,467 businesses in Alberta, highlighting their dominance in the national
economy (Government of Canada, 2022). Like elsewhere, there was a link between
economic activity in this city and fluctuating oil prices, influencing economic growth and
decline periods. Sales from small businesses, particularly restaurants, reached a low point
recently, especially during and after the COVID-19 pandemic (Dube et al., 2021;
Gkoumas, 2022; Keya et al., 2023; Okech, 2021; Riachy et al., 2025; Robinson et al.,
2023). Canada’s entertainment and recreation sector’s gross domestic product, including
restaurants, rose by 0.6% month-over-month in early February 2023. The Canadian
economy has maintained growth of 1.5% for 2022, with the same forecast for 2024,
though the growth remains slow and uneven, still below pre-pandemic sales levels from
2019 (Government of Alberta, 2023).
Restaurant managers have experienced reduced customer attendance, and several
eateries grappled with surviving the economic challenges due to decreased daily sales, as
reported by the Canadian Red Cross (2021; as cited in Agyapong et al., 2022). The poor
sales trend was especially evident during the epidemic and persisted in the post-pandemic
periods (Fodouop Kouam, 2025; Riachy et al., 2025; Robinson et al., 2023; D. Wang &
Zheng, 2023; Yost et al., 2021).
Restaurant managers lack the strategies for future projection of customer choices
and capacity preparedness in determining the strategic and fiscal planning measures for
2
sustainability and profit (Indrasari, 2023; B. Li et al., 2021; Piriyakul et al., 2023; Rapacz
et al., 2022; Suhartanto et al., 2024). The purpose of this qualitative multiple-case study
was to explore the strategic planning processes that small restaurant business managers
used to achieve profitability and sustainability beyond 5 years. Furthermore, the research
inquiry could unravel strategic planning opportunities and challenges beneficial for small
restaurant businesses.
Problem Statement
Small businesses have frequently lacked strategic planning for profitability and
sustainability (Marta et al., 2024). In 2021, Canadian full-service restaurants experienced
reduced sales of 21% ($47.4 billion) since 2019 (pre-COVID-19), while quick-service
restaurants had a loss of 9.7% ($30.2 billion) in sales in 2020 (Statistics Canada, 2023).
The general business problem was that some small restaurant managers struggle to
improve profitability and viability. The specific business problem was that some small
restaurant managers lack strategic planning processes to achieve profitability and
sustainability beyond 5 years.
Purpose Statement
The purpose of this qualitative multiple-case study was to explore the strategic
planning processes that small restaurant business managers used to achieve profitability
and sustainability beyond 5 years. The population included small restaurant business
managers in Alberta, Canada, who had successfully used strategic planning processes to
achieve profitability and sustainability. The implications for positive social change might
3
improve small restaurant profitability and sustainability, which could translate into
increased employment and an enhanced standard of living in the local communities.
Nature of the Study
The three primary research methods are quantitative, qualitative, and mixed. I
selected a qualitative approach with an exploratory focus that required open-ended
questions. Qualitative researchers engage in open-ended, personal discussions to uncover
past or present events (Denny & Weckesser, 2022; Hall & Liebenberg, 2024; Ortega,
2023; Wong et al., 2023). In contrast, the quantitative method uses predictive, finite,
close-ended statistical analysis to test hypotheses (Blanco-Encomienda & Rosillo-Díaz,
2021; Fingerhut & Moeyaert, 2022; Gries, 2025; Mweshi & Muhyila, 2024; Slater &
Hasson, 2024), which was unsuitable for this study as it did not involve numerical data.
The mixed method combines quantitative and qualitative approaches to enhance
outcomes, providing better data integration, description, synthesis, and validation
(Chandanabhumma et al., 2024; Knappertsbusch et al., 2023; Raghunath et al., 2023;
Schoonenboom, 2023). However, as this study did not focus on hypothesis testing, the
mixed method was also inappropriate.
I evaluated five potential research designs: narrative, ethnographic,
phenomenological, grounded theory, and case study. The narrative design involves
recounting individual stories and experiences (Denny & Weckesser, 2022; Sibbald et al.,
2021) but did not capture the collective insights from decision-makers needed for this
study. Ethnographic design examines the behaviors of groups within a shared cultural
context (Ortega, 2023; Vanni & Crosby, 2023), but this study did not involve sectoral
4
interactions. Phenomenology investigates the essence of participants’ experiences (Tiwari
et al., 2025; Williams, 2021), which lacked the depth required for this analysis. Grounded
theory was useful in developing processes that unfold over time using field data (Al-
Eisawi, 2022; Urcia, 2021), which was irrelevant to this conceptual study. A case study,
which explored real-time, lived experiences (Nilmanat & Kurniawan, 2021; Sibbald et
al., 2021), was the most suitable design for this study.
Research Question
What strategic planning processes did small restaurant business managers use to
achieve profitability and sustainability beyond 5 years?
Interview Questions
1. What were your operational plans for resources- materials, equipment, and
staffing?
2. How did you determine the appropriate resources or resource allocation that
were suitable for future restaurant operations?
3. How did you plan those resources that met your planned operational
schedules?
4. How did you determine that your capability (workers) was adequate, or how
did you allocate the capability for your upcoming restaurant activities and
services?
5. How did strategic projection influence the planning processes of your
resources and capability for restaurant operations?
5
6. How did you observe, monitor, and review resources and capability
performances?
7. How did you measure your planned outcome against the performance of
resources and capability?
8. How did you address the obstacles to your strategic planning of restaurant
activities?
9. How did you ensure regular planning review and improvement?
10. What additional information could you share regarding your strategic
planning processes to achieve sustainability and profitability in your
restaurant?
Conceptual Framework
Penrose (1959) developed the resource-based view (RBV), a conceptual theory
that integrated production planning with an administrative structure to develop actionable
strategies. Later, Robert M. Grant modified this theory in 1991, introducing the resource-
based theory, similar to RBV, which posited that a firm’s resources, potential, process
capabilities, and strategic planning enhanced profitability and sustainability. The core
elements of RBV were resource allocation, intangible administrative assets, and
performance. These elements included tools for evaluating resources, assessing process
capabilities, maximizing potential, and developing execution strategies for corporate
efficiency, sustainability, and strategic resource planning (Bagna et al., 2024; Benchener
& Li, 2021; Höse et al., 2022). Further refinement of the theory was integrating RBV and
a dynamic capability (DC) model, which combined internal and external strategies to
6
maintain a competitive edge through continuous improvement (Asa et al., 2024; Sun et
al., 2024). However, this aspect was irrelevant to the current study, which focused on
leveraging internal resources to enhance performance. Efficient use of internal resources
and operational capabilities was vital to positioning a firm for competitive advantage in
the business environment. Continuously analyzing the firms’ resources from RBV-DC
applications could attract long-term market differentiation and a competitive edge. RBV-
DC concept could generate business value and outstanding performance differentiation.
Operational Definitions
Competitive advantage: Competitive advantage is the exploitation of resources
and capabilities that enhance relative performance and sustain a unique, forward-looking
edge over competitors (Beigi et al., 2023).
Full-service: Food centers with seats and tables that provided a variety of meal
options for different daytimes and service by attendants and waitpersons, comprising
well-set (fine dining) and spontaneous (casual) dining (Yalcinkaya & Just, 2023).
Imperfectly imitable: Imperfectly imitable refers to a difficult and expensive
resource for competitors to obtain (Ployhart, 2021).
Limited-service: Food outlets with partially combined full and quick services that
served two or three menus in a quick, front-counter delivery, and the meals are collected
by customers as takeouts or eaten on a few non-comfortable sitting arrangements with a
mindset of short-duration occupancy (Yalcinkaya & Just, 2023).
Non-substitutable: Non-substitutable refers to an action or activity that another
product or process cannot replace (Ployhart, 2021).
7
Quick-service: Eateries with few menu options that offer fast food to customers
(Yalcinkaya & Just, 2023).
Un-copy-able: Un-copy-able refers to an activity or action that was challenging to
replicate or imitate (Ployhart, 2021).
Assumptions, Limitations, and Delimitations
Assumptions
Assumptions are the invalidated ideas and principles the writer perceived as facts
and realities. Assumptions are considerably truthful but not proven due to a lack of
evidence (Mitroff & Kilmann, 2021; Uscinski & Enders, 2023). I assumed the
participants were ready to communicate openly and honestly since these participants met
the eligibility criteria. The possibility of slight dishonesty might misrepresent the research
study’s findings (Erev & Marx, 2023; Gerlach & Teodorescu, 2022). I assumed that the
participants were knowledgeable about reading and responding to research questions. The
assumption was that the participants would make reasonable preparations and provide
appropriate response time since they would receive the interview questions in advance.
Finally, I assumed the participating restaurant managers had vast experience managing
the restaurant business.
Limitations
Limitations are the potential research weaknesses that affect the findings and
outcomes of a study, which the researcher could not address (Alvarez et al., 2021; Clarke
et al., 2024). The qualitative multiple-case study was limited to Alberta, Canada, and
might not have been a generalizable deduction on restaurants across Canada. Another
8
limitation was the limited number of employees in these small-scale restaurants. The
description of the employee count of four to 10 (fewer than 50) employees refers to small
business size (Government of Canada, 2022). Therefore, the results might not have
accurately reflected the strategic planning processes of all the restaurants in Alberta,
Canada. Lastly, this study was limited to restaurants that had been in operation for 5
years and had used planning strategies to achieve profitability and sustainability.
Delimitations
Delimitations are unclear controls that restrict the extent to which a researcher
describes the boundary of the investigation. Delimitation restricts the research outcomes’
transferability and applications to site-specific scenarios of restaurant activities (Joshi et
al., 2016; Roy et al., 2022). This study was restricted or delimited to small-scale
restaurants with four to 10 employees. I only reviewed the planning strategies used by
these restaurants for profitability and sustainability.
Significance of the Study
The research aimed to explore how small business leaders approached thorough
evaluation of decision-making. Effective methods for strategic forecasting, planning,
development, execution, adoption, and refinement contributed to consistent business
profitability (Frum et al., 2024; Indrasari, 2023). The valued significance of this study’s
findings included enhancing small restaurant profitability and sustainability through
effective planning strategies. Increased revenue and profit margins result from optimized
cost management and sales maximization, leading to financial growth. Customer
retention and satisfaction are achieved by maintaining consistent quality, fostering repeat
9
business, and building customer loyalty. Additionally, positioning small restaurants
favorably in a saturated market can gain a competitive advantage through adaptability
and innovation. Business practices such as waste reduction and financial resilience help
restaurants withstand economic fluctuations for sustainability. Lastly, regulatory
compliance is strengthened through structured planning, ensuring adherence to health,
safety, and industry regulations while minimizing legal risks.
Contribution to Business Practice
The study might contribute to business practices by improving the strategic
planning processes that could help small restaurant businesses achieve profitability and
sustainability. The research findings indicated that professional restaurant managers
could adapt or integrate a creative, strategic planning approach to new and established
small businesses, fostering long-term success. Cavalcanti Barros Rodrigues and Gohr
(2022) emphasized that restaurant managers who implemented creative operational
process improvements could enhance strategic planning, positively impacting
performance, operational excellence, and customer satisfaction.
Implications for Social Change
The implementation of strategic planning in the restaurant business could promote
sustainability and long-term business resilience. Efficient inventory management and
financial planning could minimize waste, optimize resources, and align operations with
environmental goals, enhancing business reputation and broader sustainability efforts.
Organizations prioritizing innovation and efficiency could set industry benchmarks,
improve competitiveness, and influence best practices. At a societal level, small
10
restaurants could promote social equity by expanding economic opportunities for
underrepresented groups. Ultimately, implementing strategic planning in small
restaurants could extend beyond financial success, fostering inclusive economic
development, sustainability, and stronger communities.
A Review of the Professional and Academic Literature
The purpose of this qualitative multiple-case study was to explore the strategic
planning processes that small restaurant business managers used to achieve profitability
and sustainability beyond 5 years. I reviewed professional and academic literature on the
topic, analyzing, synthesizing, and paraphrasing key academic concepts that addressed a
business problem and contributed to the existing body of knowledge. For this study,
information sources included scholarly books, online resources, journals, and keyword
searches as part of the research methodology. The search also included Walden
University source databases such as ProQuest, Business Source Complete, ABI/INFORM
Complete, Academic Search Complete, ScienceDirect, Emerald Management,
EBSCOhost, SAGE Premier, ERIC, Taylor and Francis, Sage journals, and annual
Canadian government reports. Google Scholar was a helpful search engine that provided
a broader search capability.
The search keywords used were systemic theory and game theory. Also, I
searched using the terms small business, small business failure, small business success,
systemic thinking theory, small enterprises, small and medium enterprises, competitive
advantage, quick-service, full-service, limited-service, sustainability, Canadian small
businesses, small restaurant operations, strategic planning, strategic adaptation, and
11
strategic planning for small restaurants, census, small restaurants, Alberta entertainment
and small and medium business.
For peer-reviewed journal credibility in this research study, the Ulrich database
and Crossref websites indicated that the journals were peer-reviewed and digitized for
precise reference citations. The researcher ensures the credibility of the sources of
materials used for citation in the doctoral study, including the literature review (Denny &
Weckesser, 2022). The academic journal sources cited in this study were all peer-
reviewed, published books, and government websites. There were 283 sources cited in
this study and 266 (94%) were published within 5 years of the chief academic officer’s
approval.
The subsequent literature review centered on the conceptual framework’s
perspective, which was part of a firm’s or business’s strategic planning to achieve
profitability and sustainability. The key conceptual lenses included the RBV, DC, value-
based, game, and system theories. Among these, RBV was the most relevant, forming the
core foundation of the conceptual theory in the study. In addition, the conceptual
framework was applicable for modeling sustainability, Canadian small businesses, small
restaurant operations, strategic planning, strategic adaptation, and ongoing strategic
planning in small restaurants.
Resource-Based Value and Dynamic Capability Framework and Model
Penrose (1995) introduced a conceptual framework based on the idea that
resource allocation could create a sustainable competitive advantage by efficiently using
resources for profitability. Penrose’s RBV theory, a production-planning tool within an
12
administrative structure, enabled business leaders to promote sustainable performance
and profitability. Penrose’s foundational concept of RBV, which emphasized resource
manipulation for business growth and performance, was later revised by Barney (1995) to
include competitive advantage. Other theorists expanded the concept throughout the
1990s and early 2000s to include additional performance drivers, as discussed in the
following section.
Business prospecting could rely on available resources to drive profit and
performance. Internal resources, such as employee skills, assets, value chains, supportive
corporate processes, and collaboration, were crucial for modeling strategic planning
processes for profitability, sustainability, and competitive differentiation (Porter, 1991).
A conceptual theory framework could integrate resource utilization, capability
identification, and competitive advantage factors with strategic alignment to position
firms for sustained profitability through asset gap adjustments (Asa et al., 2024; Curea,
2023) made the conceptual theory fit model for this research. A firm’s performance
constituted the business leaders’ ability to combine resources and capabilities with
market differentiation for increased profitability and ensure survival from an RBV
perspective.
Businesses could mirror societal and customer perceptions of diversity and
collective participation in the marketplace, and the strategic alignment of corporate
resources and capabilities could lead to the effective execution of planned processes. A
firm’s resources could represent a subset of its corporate assets, while capabilities could
refer to the internal performance drivers aimed at achieving market differentiation or
13
competitive advantage (Curea, 2023; Iyer et al., 2023; Manoharan et al., 2021). Business
resources included capital machinery, employee expertise, patents, brand identity, and
financial assets. The coordinated use of these resources formed the capabilities, serving
as tools for measuring performance. The restaurant planning process that included
diversity cognition with resource and capability adjustment into strategic planning
stimulated innovative projections, cost-effectiveness, cost control or saving, and
performance. Business managers who combined resources and capability in consistent
and continual planning could improve performance. Supplementing the resource
evaluation and performance assessment for planned service processes could determine
the appropriate capability for sustained customer repetitive performance and profitability
(Alsafar, 2021; Beamish & Chakravarty, 2021; C.-C. Liu et al., 2023). Effective
manipulation of the resources by small business managers depended on the adequacy of
the available assets and operating capability, which affected performance. Considering
the competitive atmosphere in small culinary businesses, restaurant managers who
blended customers’ perceptions into planning processes and services attracted repetitive
patronage for profitability and performance distinction.
Entrepreneurs utilize resources and capabilities as strategic and operational tools
to achieve profits and market advantage by following business plans and adjusting to
enhance company goals and performance. Firms consolidated their valuable, rare,
inimitable, and non-substitutable (VRIN) resources to optimize their use for profit
generation (Barney, 1995). Over time, Winter (2003) emphasized that continually
reassessing the efficiency of a firm’s resources fosters competitive differentiation among
14
market rivals. M.-J. Chen et al. (2021) noted that ongoing resource management,
operational changes, asset development, and entrepreneurship were capabilities that drive
exceptional returns for a firm. Business leaders focused on stretching capabilities through
resource utilization and stabilization to maintain a competitive advantage. The planning
process, designed to optimize resources and capabilities with operational awareness,
could give small business managers a competitive edge, even against larger corporations
in the same industry.
Managers integrated DC with resource allocation in alignment with strategic plans
that reflected the company’s vision, mission, and goals to achieve market differentiation.
Barney (1995) and de Castilho Rossoni et al. (2022) further highlighted that business
leaders could adjust their resources using internal VRIN elements and organizational
imperfections to achieve market dominance and enhance product-market value, even
amidst fluctuating market trends and prevailing economic conditions. Barney’s intangible
capabilities were embedded in concepts in DC as sources of competitive advantage, as
postulated by Grant. Managers skilled in applying RBV and DC theories approached
business strategy from a performance and path dependency standpoint rather than
focusing on external market factors. Small business decision-makers concentrated on
optimizing internal RBV-DC processes that could align with their business plans, goals,
and vision for long-term survival.
The combination of DC and resources could foster innovative competitiveness,
leading to significant performance improvements through strategic planning when
applied effectively and promptly. Evaluating the effectiveness of DC involved a thorough
15
assessment of strategic management, including collaboration, adjustments, and
reconfigurations of both internal and external corporate assets, as well as relevant
competencies to adapt to environmental changes (Yıldırım Özmutlu & Arun, 2023;
Zhang-Zhang et al., 2022). Similarly, Uyanik (2023) emphasized that when business
leaders integrated DC with strategic planning as a developmental tool for creating a
stable environment, comparing market conditions with a path-dependence approach and
process sensitivities led to sustained growth and profitability.
The small business managers could leverage the dynamic manipulation of
capabilities to demonstrate agility in adapting to changing resources and capabilities.
Barney (1995) described a firm’s operational resources as VRIN assets, emphasizing that
DCs were not simply a variation of VRIN resources but a strategic response to evolving
environmental factors controlled internally. Business leaders needed to continuously
reassess and adjust internal and external resources and functional capabilities to align
with market demands, rejuvenating VRIN resources to maintain a competitive edge and
achieve market dominance.
Firms could use the RBV-DC strategy to guide future profitability, addressing
challenges on a case-by-case basis to ensure performance and effectiveness. Managers
who optimized learning, risk mitigation, performance fluctuations, skill development,
cross-functional operations, and product diversification gained a competitive advantage
(Asa et al., 2024; Kristinae et al., 2023; Zakrzewska-Bielawska & Lewicka, 2021).
Aligning the RBV-DC framework with business performance trends and strategic
adjustments helped project capabilities for future opportunities and profitability. Leaders
16
who combined RBV-DC manipulation with managerial experience achieved market
recognition. However, for small business managers, mastering these manipulative skills
could be difficult, especially when faced with overwhelming challenges in improving
performance and operational development.
Firms employed the RBV-DC strategy to guide future profitability, tackling
challenges on a case-by-case basis to ensure performance and effectiveness. Business
managers who optimized learning and risk mitigation and could manage fluctuations in
performance, activity overlaps, skills, expertise, cross-departmental functions, and
product diversity gained a competitive edge (Fabrizio et al., 2022; Kristinae et al., 2023).
Synchronizing the RBV-DC framework with business performance trends and making
strategic adjustments helped to evolve capability projections, opening potential
opportunities and profitability. Business leaders who integrated RBV-DC manipulation
with managerial experience achieved market recognition. However, developing these
skills could be difficult for small business managers who face overwhelming challenges
in improving performance and operations.
A business leader who effectively managed resources could generate learning,
knowledge, and innovative insights to enhance performance. Resource exploitation could
foster the pursuit of knowledge and resource diversification, but this might also slow
growth trends (Kretschmer & Symeou, 2024). Opportunities for increased profits and
performance existed when business strategies promoted collective resource and capability
planning. The drive for performance improvement came from collaborative engagement
17
and a deep understanding of available resources, which enhanced the experience, skill
adaptation, and knowledge needed for survival and profitability.
Market dynamics and innovations required a research and development think-tank
to maintain corporate competitiveness. Penrose (1995) suggested that building resources
and capabilities originated from identifying potential gaps for productive exploration
within a firm. Porter (1991) emphasized that an RBV approach to resource expansion
within internal business processes was valuable when it resulted in profitability and
market differentiation. Furthermore, the absence of innovative projections and
performance led to gaps in strategic planning, resulting in inefficient resource and
capability utilization, reactive productivity, wastage, and profit loss (Beamish &
Chakravarty, 2021). Ignoring creativity in combining resources and capabilities could
hinder growth and limit business diversification; therefore, continually revising resources
and capabilities to adapt to changing consumer demands drove strategic adjustments for
the firm.
An RBV-DC model was well-suited for small business decision-makers aiming
for strategic positioning and growth. Implementing the RBV tool within an organization
led to efficient resource mobilization, engagement, and operational process strategies to
enhance organizational performance (Sun et al., 2024; Uyanik, 2023). Effectively
utilizing RBV tools for competitive advantage increased asset valuation while avoiding
capability rent costs. A firm’s resources included creative processes, such as planning
tools for product innovation and value creation, that were integrated into the strategic
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business plan generating corporate resource and capability assets, attracting customers,
achieving competitive advantage, and driving profitability.
Expanding a firm’s assets through exploiting and enhancing resources and
capabilities by skillfully applying RBV-DC strategies, often driven by customer demand,
resulted in market relevance and offerings. Business leaders who combined resources and
incorporated a modified RBV with additional DCs into their planning strategies
demonstrated continuous improvement and adaptability in response to a changing
competitive landscape (Kero & Bogale, 2023; Mongkol, 2022; Sumantri et al., 2023).
The firm’s ability to adaptively blend resources, conserve them to some extent,
optimizing resources and capabilities for competitive advantage, asset growth, and
strategic stability could propel the firm toward sustainable gains. The constant evolution
of consumer preferences required refining strategic business goals to meet customer
expectations and maintain profitability. However, questions about acquiring resources
and capabilities for rental benefits provided a learning opportunity for small business
entrepreneurs to achieve ongoing market differentiation.
A firm’s planning process could alter its resources and capabilities’ value and
organizational structure. Sumantri et al. (2023) explained that strategic planning
processes for successful, cutting-edge businesses involved a cyclical evaluation of
resources and capabilities, assessment of process capabilities, sustainable profitability,
strategic planning, and enhancement of resources and capabilities. Operational resources
and assets were aligned with identified customer needs, while the frequent changes in
consumer preferences necessitated strategic adjustments to business goals to ensure
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profitability. The evaluation of resources and capabilities reflected the firm’s overall
mission and vision, aligned with strategic planning and tailored to distinct consumer
demands for market differentiation. Small businesses that adhered to business plans,
adjustments, and strategic evaluations could maintain market dominance.
Business leaders continually revise plans and explore internal strategies to seize
opportunities, counter threats, increase profits, reduce costs, and improve resources and
capabilities. Organizational planners could conduct internal strategic reviews to ensure
greater profits through adaptive resource enhancement (Iyer et al., 2023). Firms sought
higher returns by leveraging core competencies to gain a competitive edge. Effective
business leaders could mobilize vital elements in strategic processes and offerings for
profitability. The combination of corporate capabilities, including tangible and intangible
assets, personnel resources, strategy, performance milestones, focus, and planned
differentiation, made the RBV-DC theoretical concept relevant for sustained profitability
in this study.
Resource-Based Value and Dynamic Capability Model Evolution
The RBV conceptual theory could link economic and strategic management
practices to enhance a firm’s performance and profitability. Some theorists integrated
RBV knowledge with managerial competence to achieve market performance and
positioning (Malhotra et al., 2024). The ongoing development of this conceptual theory,
with continual managerial enhancements, led to the combined use of the RBV-DC
framework, fostering a firm’s sustainable competitive position in the market, as outlined
in this section.
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The concept of resource and capability performance had evolved since the 1990s,
continually modified to boost business performance and profitability. Few studies had
explored the integration of RBV with DC to drive firms’ performance and market
differentiation, which developed between 1959 and 2014 (Chong et al., 2024).
Implementing the RBV-DC framework was relevant for navigating the evolving
technological and global market environment, enabling sustainable competitive
performance and gains. This framework was particularly suited for evaluating the
restaurant industry’s strategic performance and sustaining profitability.
Firms that adapted to manipulation of available resources for growth later
recognized the importance of avoiding resource underutilization and developing
managerial skills, which varied across businesses. Companies also differed in their ability
to identify and enhance resources, augmenting service offerings with distinct, inimitable
business skills and experiences unique to each entity. Penrose (1995) examined the
concept of productivity driven by competition, drawing parallels between resource-
capability and capability-productivity development and growth under managerial
expertise. Resource maneuvering outcomes varied in degree, quantity, and quality,
influencing profitability based on a firm’s total assets. However, applying this concept
seems outdated with modern technological advancements and innovations.
The theoretical modification of the RBV-VRIN concept has been shaped over
time, beginning with Amit and Schoemaker, who suggested that combining resources and
a firm’s cognitive capabilities could lead to market differentiation (Iriani et al., 2024).
Collins (2024) further stated that resources should be tangible to reflect the company’s
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worth and properties. Dancaková and Šafár (2024) classified tangibility as the firm’s
recordable financial or valued assets and intangible elements, such as leadership,
networking, organizational values, culture, and intellectual skills. Also, D’Oria et al.
(2021) explained that the RBV and performance enhancements could generate a market
advantage. Furthermore, Audretsch and Belitski (2021) emphasized that a firm’s
knowledge base and skill set could add value to its operational and adaptable capabilities
while Y. Wang et al. (2023) noted that repetitive operational capabilities represent a
firm’s ability to maintain consistent performance metrics, allowing it to respond
appropriately to ideal market conditions. Elia et al. (2021) expanded the RBV
modification to include a firm’s ability to exploit external markets for profitability.
Since 2000, the RBV-VRIN-capability and DC had broadened to encompass
competitiveness, market perception, innovative potential, and strategic managerial
alignment with corporate goals. Tajeddini et al. (2023) concluded that DCs remained
central to the RBV between 2004 and 2014, contributing to sustained market
differentiation. Malhotra et al. (2024) highlighted that integrating RBV adaptation with
corporate personnel management could enhance performance. Zahra (2021) discussed the
theoretical link between RBV and other business management and economic theories.
Also, Y. Wang et al. (2023) suggested that continually revising a firm’s resource
efficiency could create a competitive edge in the market, and accumulating a firm’s
resources would expand resource-based opportunities. Mishra and Kiran (2025)
emphasized that understanding DCs could enhance resource effectiveness. Furthermore,
22
B. Singh and Verma (2024) concluded that RBV could improve a firm’s internal
relationships and performance assessment through effective DC management.
A refined Penrose’s theoretical proposition combined RBV with administrative
management. The concept’s re-evaluation considering other competitive advantage
factors resulted in market differentiation. Penrose suggested that the interplay between
resources and productivity in a diverse production environment could influence growth,
making the performance patterns of resources and capacity unique to specific industries.
However, this concept had limited applicability to the strategic projection of diversified,
established firms aiming for expansion. Various theorists extended the RBV theory from
the 1990s to 2016. Orekhova and Zavialova (2021) theoretically posited that a cyclic
constructive evaluation of resources and capabilities, process capability assessment,
value-added sustainability, strategic planning, and resource enhancement could drive
business growth, profitability, and sustainability. The RBV-DC model, applied to
strategic planning and managerial improvement, supported market positioning through a
knowledge-based integration approach (Grant, 1991, 2021). Business leaders who
incorporated capability concepts and conducted strategic reviews of decision-making
responsibilities, resource utilization, and DC differentiation into their planning strategies
could gain the support of internal stakeholders and achieve competitive market
positioning.
Continuous manipulation of resources and capabilities with strategic alignment
could sustain improved performance and gains. Barney (1995) emphasized that resources
and capabilities could shape performance when firms align strategies with internal
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resources and adjust for external influences on strategic plans. The adjustment could
reflect gaps in business performance. When external market forces dominate business
offerings, the firm’s intangible VRIN or internal contributions could drive sustained
performance and strategic implementation in an ongoing resource and capability
adaptation process. Furthermore, Grant (1991) proposed a modified theoretical concept of
resources and capabilities that combined RBV with the DC framework. The conceptual
framework applies to this research study. DC implies a creative set of patterns or routines
managers could develop. Business managers could utilize the RBV-DC framework to
align internal planning with external market orientation, enabling small businesses to
compete with larger firms for market dominance. Success depends on capability
acquisition, progressive development, opportunity exploration, branding, and corporate
identity, all crucial for the business’s survival and growth.
The RBV theory is a suitable resource management framework for small
enterprises, combining planning and management activities. Decision-makers could use
creative trends to outline the path dependence of managerial decision-making (Fabrizio et
al., 2022). Small business entrepreneurs often employed the RBV-DC combination to
develop strategies for business continuity and market positioning. Business leaders could
effectively measure resource and capability metrics using imitability, value,
irreplaceability, and non-transferability to ensure profitability.
When business leaders refined their planning strategies to conduct thorough
resource evaluations without adequately assessing capabilities, this often led to
fluctuating performance. Managers who reviewed tangible and intangible corporate assets
24
to enhance performance contributed to customer appeal, competitive advantage, and
profitability (Benchener & Li, 2021; Safitri, 2024). Experienced managers consistently
manipulated assets and performance data to chart the firm’s strategic direction. Decision-
makers gather historical and current data on performance and operations, tracking
changes to maintain performance consistency. A well-defined RBV-DC approach and an
effective strategy, resource allocation, capability management, and technological skills
enabled measurable dynamic adjustments. Quality service and delivery, supported by
effective communication, are essential for performance in the service sector (Afifi et al.,
2023). Performance review and adaptation, market exploitation, and mastery of
intangible assets could enhance sustainability, profitability, and differentiation in the
small restaurant business environment. Small business managers could employ effective
coordination, integrated skills, and communication among staff to bridge data gaps and
maintain performance metrics.
Restaurant businesses that strategically leveraged digital and social media
channels while raising digitized resource-capability awareness were more successful in
attracting customers. The restaurants gained a competitive edge by strategically
exploiting resources and capability combinations. Restaurants that integrated
competencies and capabilities with digital networking in their planning processes
achieved innovative market distinction and profitability (Dossena et al., 2021; Y. Li et al.,
2022; Thiel, 2021). Businesses improved customer patronage by aligning social media
engagement with innovative offerings and customer interests and enhancing digitized
resource-capability awareness. Firms that continuously adjusted resources, capacity, and
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competencies in response to external competitive forces through digital differentiation
could maintain market dominance and performance.
Comparison of Conceptual Theories and Contemporary Studies
The previous section explored the evolution and development of the RBV-DC
conceptual framework as applied to small restaurant businesses. In this section, the aim
was to apply the framework to identify the key factors driving the planning processes,
strategies, performance, and competitive advantage of small restaurant businesses while
linking these factors to theoretical developments and recent research. Few studies have
specifically examined how the RBV-DC framework could enhance small restaurant
businesses’ planning processes, performance, and survival.
A sustained competitive advantage is obtainable from various corporate strategies
involving human resources, performance, and operational management that could support
market differentiation. Purwanti et al. (2023) highlighted that market externalities and
projections were inherently unstable and influenced by the firm’s operations,
opportunities, and environmental factors, which could create uncertainty in strategic
planning. To strategically position a firm, it was essential to adapt internal resource, and
capability analyses to align with strategic implementation within the business’ scope.
Effective strategic planning should emphasize an inside-out approach to resource
and capability management, aligning with RBV’s perspectives. Successful outcomes
depended on leveraging resources and capabilities effectively in a given market context
(Soebroto & Budiyanto, 2021). However, small business leaders might initially lack the
skills to fully optimize their resources, though these skills could develop over time.
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Typically, small businesses faced challenges adjusting resources to align with strategic
goals due to limited experience.
Exploiting unique and inimitable capabilities and available resources could give a
firm a competitive edge that could involve a strategic focus on internal assessments,
processes, activities, and environmental evaluations to achieve profitability and
sustainability. Elhaoussine (2021) and Porter (1991) emphasized that maximizing
resource exploitation and performance enhanced competitive differentiation. The theories
proposed by Porter and Barney illustrated the interplay between internal and external
factors in strategic business planning. Comparing these performance factors could aid
small businesses in evaluating their competitive positioning and sustained market
presence.
Evaluating a firm’s resources from both strategic and dynamic perspectives,
alongside economic analysis, was crucial for establishing a competitive identity and
ensuring sustained growth. The combination of resources and capabilities could improve
performance, reflecting the firm’s strategic plan (Beamish & Chakravarty, 2021;
Wernerfelt, 1984). Strategic plans should consider variables such as resource allocation,
optimization, skills, production costs, and market offerings, which were often
unpredictable. Comparing these variables with Porter’s theory, such as entry barriers and
resource allocation, could help decision-makers understand critical factors in strategic
planning.
A small business leader’s expertise in assessing capabilities can reveal resource
gaps within the organization. Knowledge-based development could enhance performance
27
and productivity (Tuncer et al., 2021). Garnsey (1998) further suggested that a firm’s
growth could be extended by exploring creative, productive ventures, opening
opportunities for expansion, resource extension, and profitability. Scholars like Grant,
Wernerfelt, Barney, and Garnsey supported the idea that experienced managers could
enhance performance and productivity by internally manipulating a firm’s resources,
serving as a model for small business managers.
Effectively managing resources and strategies from the outset of the business can
bolster long-term profitability. However, Garnsey’s 1998 theoretical concepts did not
fully consider future projections incorporating interests and expansion, which could
impact strategic direction. Conversely, adjusting the RBV-DC approach could fit specific
business models, adding value during mergers, acquisitions, growth initiatives, and
partnerships to enhance capability and profitability (Benchener & Li, 2021). By
incorporating customer demands into strategic revisions, small business managers could
foster sustainability within their operational growth plans.
Business managers could continually optimize human, equipment, and material
resources to support organizational leadership and performance metrics. Leaders who
adapt RBV strategies to suit evolving business needs, combined with information-sharing
controls and knowledge exploitation, can achieve effective outcomes (Sumantri et al.,
2023; Sun et al., 2024; Wernerfelt, 1984). P. Hughes and Hodgkinson (2021) suggested
that recognizing competitive differentiation through skills, assets, and corporate
processes could lead to market dominance. Small business entrepreneurs utilizing RBV-
DC tools could attain the desired results in strategic planning.
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Resource and capability optimization could lead to sustained performance and
capacity enhancement. Strategic planning for successful business operations should
include ongoing evaluation of resources and capabilities, assessment of process
capabilities, sustainable profitability, strategic planning processes, and enhancement of
resources and capabilities (Curea, 2023). Additionally, organizational planning could
influence the business environment by aligning resources, values, and structure
(Elhaoussine, 2021). A strategic evaluation of resources and capabilities aligned with the
corporate mission and vision could drive progression.
Small business managers could use resources and capabilities as performance
tools rather than merely factors of production. Kaur (2022) argued that combining
resources with DCs could improve performance, customer satisfaction, and profits. Sule
and Oshi (2022) added that DCs alone do not create a competitive edge unless integrated
with internal factors uniquely. In contrast, E. Ahmed et al. (2022) suggested that
manipulating DCs and VRIN resources could help replace outdated strategies, introduce
new insights, and adjust plans for corporate growth. A firm’s competitive advantage
depends on the extent of knowledge, mastery, and strategic planning processes (Mongkol,
2022; Zhang-Zhang et al., 2022).
Managers seeking to exploit resources could convert resource conservation into
competitive opportunities. Leaders who adapt the RBV approach to incorporate DCs in
response to internal and external changes could achieve continuous improvement (Amiri
et al., 2023; Kaur, 2022; Mongkol, 2022). By optimizing resources and capabilities,
managers could enhance the firm’s competitive edge, asset base, and economic climate,
29
leading to sustainable gains. Changing consumer preferences might require ongoing
refinement of strategic business goals to meet customer expectations.
Researchers in the 1990s explored the role of DCs in strategic planning and
management to support market positioning through knowledge-based integration.
Incorporating capability concepts and strategic reviews of decision-makers
responsibilities, resource utilization, and DC differentiation could garner internal
stakeholder support (H.-M. D. Wang & Sengupta, 2016). Small business managers could
use knowledge-based strategies to navigate technological advancements and blend RBV-
DC for a competitive advantage.
Efficient management of a firm’s resources and capabilities were hinged on
adequate RBV-DC controls. Small business leaders who skillfully manage these
resources demonstrated the linkage between performance, resource deployment, and
usage (Zhang-Zhang et al., 2022). Managerial skills and knowledge played a crucial role
in projecting profitability. Conversely, performance could depend on employee
knowledge and commitment, particularly in small, sole-proprietary businesses.
Employees required knowledge-based training to enhance their sensitivity to projections
and contribute to higher performance by strategically using resources and capabilities.
Business managers could use information-sharing among planners to implement
strategic training and resources to address capability gaps. Strategic planners could
integrate educational models, interdependence, and evaluation into capability
improvement (P. Hughes & Hodgkinson, 2021). H.-M. D. Wang and Sengupta (2016)
emphasized that continual internal adjustments of resources and capabilities could lead to
30
changes in strategic projections and performance recalculations for market positioning.
Small business managers could leverage technology to facilitate proactive internal
adjustments and achieve projected business goals.
Business decision-makers could use a knowledge-based view to direct the skill set
required for workplace proficiency, fostering profits and innovation. Managers should
identify gaps in planning processes, operations, and projections to create a competitive
edge (Chiu, 2022). Consistent business reviews could improve planning performance and
position the firm for sustained profitability.
Exploring all avenues for business promotion through assets and resources could
improve planning and performance. Leaders could use DCs to enhance the firm’s
processes (Chiu, 2022). Internal performance could contribute to a firm’s competitive
edge. However, small business entrepreneurs often prioritize short-term gains over long-
term learning programs for workers (Bagna et al., 2024).
Participation in government-funded forums could provide market information to
help businesses stay competitive. Bagna et al. (2024) highlighted those internal
capabilities combined with RBV concepts, exploitative skill adjustments, and inclusive
development could improve performance and market competitiveness. Consistent
deployment of functional capabilities in planning was crucial for small businesses.
Learning was vital in gathering market intelligence and adapting strategies for improved
performance.
Business leaders strive to coordinate available resources to gain and sustain
assets. Managers who ignored the adjustment of resources and processes might create
31
gaps for competitors to exploit (Zhang-Zhang et al., 2022). Prompt completion of tasks
could enhance a firm’s competitive position. Strategic changes and the use of VRIN
resources could help reactivate underutilized organizational assets. Most small business
leaders could acquire managerial skills through DC learning to identify resource gaps and
opportunities for market retention.
Community engagement and networking could provide affordable avenues for
technological capability enhancement. Small business managers should cautiously invest
in innovative research, focusing on innovations from larger firms for profitability.
Investing in digital technology could boost performance and recognition in competitive
markets. Utilizing Internet sources could provide an affordable means of business
learning (Bagna et al., 2024; Goralski & Tan, 2022). Incorporating modern technology
into operational planning could improve business efficiency and timelines.
Business managers collaborating with peers could learn better strategies for
planning and operations. Improving productivity without a validated strategy might lead
to resource and capability gaps (E. Ahmed et al., 2022). By leveraging modern
technology, small business managers could acquire DCs for strategic improvement.
Collaboration among managers and employees could foster skill adaptation and
knowledge enhancement for profitability.
Investment in resource exploitation could lead to diversification and ensure a
competitive edge. The business leader played a vital role in achieving strategic planning
using RBV-DC manipulation for sustainability (Bari et al., 2022). Efficient resource
32
mobilization and improvement opportunities were essential for profitability in small
restaurant management.
Business leaders who utilize performance benchmarking to implement their firm’s
strategy could pave the way for gradual corporate flexibility. Manoharan et al. (2021)
suggested that well-structured strategic planning should involve resource allocation,
capabilities, and technological potential to facilitate dynamic, measurable adaptations.
Small business leaders could leverage market recognition and intangible organizational
expertise to create differentiation in their offerings (Uddin et al., 2023). Small business
managers might explore networking opportunities and community event sponsorships to
gain insights and competitive advantage. Participation in strategic reviews and
knowledge-sharing activities enables small business restaurant managers to foster diverse
business interactions, identifying internal weaknesses and harnessing community
potential.
Applying RBV-DC theories in strategic business design could help address
business planning and financial forecasting gaps. One major drawback for small
businesses was the financial limitations for expanding resources and capabilities, which
often hindered ambitious strategic initiatives (Du & Nguyen, 2022; Gnonlonfoun, 2017;
Holmes et al., 2022). Corporations benefit from regular financial portfolio assessments
supporting strategic resource utilization, adaptation, and refinement. Small business
managers could adopt cautious planning strategies and tailor resource-DC adaptations to
fit their current and future budgets, overcoming financial constraints while maintaining
profitability.
33
The evolution of modern information systems could enable the integration of
multiple data sources, enhancing the reliability of service delivery with a forward-looking
approach. Advanced digital skills and experience could boost business performance and
sustainability in a technologically progressive economy (Daradkeh et al., 2023; Hermanto
et al., 2024). Miao et al. (2023) also identified competitive opportunities through strategic
networking and collaborative planning, leading to effective resource-capability targets
and outcomes. Organizational systems that leverage social networks for strategic
planning could enhance capability dynamics, contributing to competitiveness (Bari et al.,
2022; Jibril & Adzovie, 2022; X. Liu & Zhang, 2024; Miao et al., 2023; Palacios-
Marqués et al., 2021; S. Singh et al., 2022). Digital resources could streamline the
optimization of resources and capabilities, facilitating quick adjustments and
improvements in restaurant performance. Moreover, digital technology could allow
tracking employee engagement, meeting durations, and individual contributions, with
measurable financial benefits for a small business manager.
Resources and capabilities could influence external business performance by
aligning strategies with internal resource availability. During low performance,
businesses might need to adjust external factors impacting their strategic plans and
processes (Elkhwesky et al., 2023; Handoyo et al., 2023). For instance, when stock
market fluctuations, shareholder expectations, and external competition could impact a
business, managers could use their intangible VRIN assets to sustain planned
performance and strategy in a dynamic environment. Through RBV-DC revisions,
managers could align internal planning with external market conditions, helping small
34
businesses compete with larger firms for market dominance. Entrepreneurs exploring
RBV-DC theory in asset management could establish a foundation for survival and
competitive advantage. Business success and survival hinged on capability acquisition,
ongoing development, opportunity exploration, branding, and corporate identity, which
were central to this study.
Alternate Theories and Applications
In addition to the RBV-DC conceptual theory, other propounded theories
supported successful strategic planning and profitability. Resource and capability
theories’ applications were useful practical tools for achieving business success and could
contribute to business stability when combined with sound managerial foresight. The
additional theoretical frameworks this study considered include systems thinking, game
theory, and value chain (Porter’s) theories, all directly connected to strategic assertions in
business applications.
Systemic Thinking. Business leaders’ pursuit of corporate improvement
prompted strategic thinking among decision-makers. Systems theory and its application
could introduce an informed approach to strategic planning. Incorporating a systemic
approach into decision-making enhanced the likelihood of achieving efficiency (Murphy
& Jones, 2021). Murphy and Jones (2021) further explained that the systemic theoretical
framework involved essential components, interactions, goals, and interrelationships,
forming the foundation for predefined objectives or aims of activities. Although small
business managers could not easily grasp the concept, the theory introduced a level of
35
complexity that was challenging for small business managers to comprehend, making it
unsuitable for this study.
Systemic theory involves a thought process regarding organizational structure and
interdependence. Systemic theory evolved from understanding interrelated foundational
knowledge bases from multi-disciplinary perspectives and collaborative knowledge
sharing, generating systems learning, applications, and revisions of internal and external
strategies for capability optimization (Liboni et al., 2023). Other researchers modified the
strategies of systemic thinking or planned to evolve a dynamic systems theory that
harnessed and optimized the existing capabilities. The differences between systemic and
dynamic system theories lie in the complexities of their applications (Tang & Ng, 2014).
An updated systemic theory involved changing strategic plans’ internal and external
formulations and directions. However, the emphasis on systemic theoretical complexity
for proprietary small business entrepreneurs could overwhelm researchers in this inquiry
and was unsuitable as an application framework.
The challenge of systemic thinking was the influence of internal and external
organizational hierarchies on decision-making, which could delay, alter, or undermine the
optimal choices for business planners. In systemic thinking, small business leaders often
find themselves overwhelmed by the continuous need for decision-making and the
constant analysis of leadership direction and corporate choices (Kaul, 2024; Murphy &
Jones, 2021). Systemic thinking could fail due to mistrust, unreliable communication
among stakeholders, inflexibility, and shortcomings in capacity development (Tang &
36
Ng, 2014). In this case study, decision-making rested solely with the proprietor; however,
internal mistrust within the firm rendered the systemic theoretical approach unsuitable.
Value Chain (Porter’s) Theory. Strategic business managers shape corporate
business differentiation, encompassing brand identity, market impact, and the target
consumer base. Using Porter’s 5 forces (market rivals, substitutes, suppliers, new
entrants, and competitive rivalry), businesses could strategically focus on competition,
sustainability, and profitability (Beamish & Chakravarty, 2021; Kaul, 2024). While the
value chain outlines strategic choices for profitability, its complex application often
distracts small business managers from optimizing results, making it less suitable for
small businesses.
The value chain theory involves leveraging available resources to generate profit.
Decision-makers work to counter the cost implications and reduce return on investment
associated with Porter’s 5 forces by monitoring performance and strategically
manipulating internal resources and capabilities. While some industrial theorists support
Porter’s value chain theory for enhancing organizational profitability and efficiency, this
approach was typically more effective for large firms than small businesses.
The value chain includes activities enhancing a product’s worth, marketability,
and consumer appeal. Primary activities of the value chain include inbound logistics,
operations, outbound logistics, marketing and sales, and services supported by
technological advancement, personnel management, and infrastructure (Suneetha, 2024).
However, in small businesses, these elements were often not well-defined. Porter’s theory
linked these primary and support activities to market feedback and business performance.
37
Al-Shammari (2023) suggested that the value chain approach could restructure strategic
groups within a firm to meet resource and capability requirements effectively. Curea
(2023) argued that internal strategic resource and capability planning leads to profitability
and sustainability; however, small business leaders, often preoccupied with daily
operations, might struggle to manage the value chain efficiently.
Business leaders use value chain theory for strategic planning and operational
improvements. The advantages of applying the value chain in practice include enhanced
customer satisfaction, value delivery, and sustainable profits (Al-Shammari, 2023).
However, small business managers might find it challenging to manage these operational
complexities, making the theory unsuitable for this study. Essential planning
considerations include resource and capability outcomes, sustainability, the context of
Canadian small businesses, small restaurant operations, and strategic planning and
adaptation in small businesses.
Game Theory. In a game theoretical framework, decision-makers evaluate the
resource and capability model based on market perceptions and performance metrics to
understand its impact on competitive advantage. Applying this framework requires
specific decision-making tools to analyze scenarios (Navarro-García et al., 2024). While
the RBV-DC model integrates sustainability, competitive intelligence, and adaptability to
shape robust operational projections for competitive positioning and performance
(Orekhova & Zavialova, 2021; Sun et al., 2024), its reliance on several variable factors
such as competitive intelligence and internal capabilities makes game theory challenging
38
to apply effectively. Consequently, game theory, relies on quantitative research design
and was unsuited for qualitative analysis involving open-ended reasoning and evaluation.
Game theory could model resource-capability interactions affecting competition
but necessitates reactive strategic adjustments. It capitalizes on competitors’ weaknesses
and perceived actions, sometimes deceptive, to strategically differentiate and align
internal resources and capabilities to address challenges (Navarro-García et al., 2024).
Game theory’s approach requires continuous internal adjustments until the business
achieves optimal profitability, placing a competitive edge. While the RBV-DC
framework focuses on internal differentiation, game theory addresses external threats to
maintain leadership. However, game theory’s exploitative approach to resource and
capability management lacks predictive accuracy for performance, making it unsuitable
for this conceptual model.
Sustainability
Sustainability practice is an inclusive socioeconomic and environmental approach
to resource management and planning process reviews to improve market performance
and retention with posterity considerations. Hossain et al. (2024) stated that sustainability
was a cognitive exploitation of available resources with generational financial
ramifications and environmental liabilities in view. Businesses that could invest in
current opportunities while considering future environmental and societal impacts tend to
maintain market leadership. Small businesses adopting sustainable values in planning,
resource management, and environmental practices could secure market advantages.
39
Sustainability is an ongoing process that incorporates socioeconomic and
environmental performance into future operations for continued success. Sustainability
involves aligning business practices with strategic goals to support long-term projections
(Ghosh & Singh, 2025; Pérez Estébanez & Sevillano Martín, 2025). A consistent
approach to sustainability in small businesses could positively affect the strategic and
operational processes. Leaders use strategic innovations to maintain realistic capabilities,
encourage leadership behaviors, and facilitate collective knowledge sharing (Luamba et
al., 2021; Tasca et al., 2024). Sustainability practices include cost savings, risk reduction,
brand enhancement, talent acquisition, demand attraction, competitive profitability, and
investor appeal (Barrozo et al., 2021; Ghosh & Singh, 2025). For small restaurant
businesses, sustainability issues often impact customer loyalty, competitive offerings,
damage control, and ongoing socioeconomic value-added innovations. Managers
integrate triple-bottom-line management (socio-environmental and economic) into
operational and strategic planning, handling resources and capabilities with greater
responsibility and accountability.
Restaurant managers implementing environmentally-focused planning and
communication strategies retain customers through green initiatives and environmental
consciousness. They use strategies like reuse, composting, eco-friendly programs, and
monitoring to attract and sustain customers (Agnihotri et al., 2023; Hermanto et al., 2024;
Madanaguli et al., 2022; Mai et al., 2023; Yarış & Yazıcıoğlu, 2022). Effective
communication about eco-friendly initiatives and responsive adjustments to customer
40
preferences improve service and performance. Digital tools and agile planning could
further support green initiatives, fostering customer loyalty and market sustainability.
Small businesses often face challenges integrating sustainability into strategic
planning and operations, leading to reactive adjustments (Ghosh & Singh, 2025; Peng,
2024; Pérez Estébanez & Sevillano Martín, 2025). Limited business experience could
hinder the effective implementation of sustainability strategies, resulting in resource
management difficulties and business challenges. However, investing time in business
learning and development could help overcome these issues.
Innovative digital technologies help restaurants align resources and capabilities,
leading to sustainable market performance (Dong et al., 2023; Goralski & Tan, 2022;
Morokhovych & Morokhovych, 2023). Creative technological collaborations enhance
competitive advantage and performance differentiation. Leaders who incorporate
innovative service planning and process improvements achieve customer satisfaction,
profitability, and market retention.
Adopting waste reduction, resource efficiency, and energy management practices
support sustained performance. Small business managers who master planning tools and
sustainability factors gain recognition and set environmental standards that attract health-
conscious consumers (Alsafar, 2021; Eren et al., 2023; Kim et al., 2023; Ogunmola &
Kumar, 2024). While the commitment to environmental sustainability in small businesses
might vary, integrating eco-friendly practices could enhance patronage and business
sustainability.
41
Sustainability plans that include resilience strategies for crises like pandemics
help businesses survive challenging times. Restaurants that prepare for unexpected events
and integrate crisis management into their planning could secure market positions and
performance gains (Carty, 2021). Planning for potential disruptions could ensure survival
and stability in the face of adversity.
Incorporating resource and capability management skills across all levels of an
organization, from executives to frontline supervisors, with performance indicators and
scorecards, could ensure ongoing business success. Monitoring sustainability progress
through matrices helps decision-makers and change agents adapt and adjust their
strategies (Biswas & Verma, 2023; Sharma et al., 2021). Effective sustainability practices
cascade through the organization, leading to improved performance, managerial
responsibility, and customer support.
Canadian Small Businesses
Small businesses were a crucial part of the national economy and economic
growth, making up 97.9% of Canadian businesses and 98% of those in Alberta. They
consisted of firms with one to 49 employees, representing 55.3% of the 1.21 million
businesses in Canada. Among these, microbusinesses with one to four employee(s),
including small restaurants, account for 55.3%, while 18.8% have five to nine employees.
In 2021, small businesses employed 67.7% of the 12.1 million private sector workers,
medium businesses employed 20.4%, and large businesses employed 11.8%. Small
businesses had the highest national growth rate of 9.5% between 2020 and 2021
(Government of Canada, 2022). Therefore, developing strategies for sustainable
42
profitability in small enterprises was essential for the Canadian economy, even though
around 90,151 businesses failed in 2021, with 92% of failures occurring among
businesses with one to four employees (Government of Canada, 2022). Using this study’s
findings, small business managers could improve performance and profitability,
contributing to long-term success and reducing failure rates.
Knowledge-based management skills were crucial for effective planning and
learning from similar businesses. Small business managers often struggle with
operational foresight due to rigid management ideologies and skill gaps, which hinder
profitability and strategic planning (Ahmad et al., 2024). Adaptability, confidence, and
thorough evaluation could help small business decision-makers achieve positive
outcomes in their strategic operations. Managers are encouraged to seek relevant
knowledge and apply practical learning to enhance performance and future business
value.
Financial stability and securing funding for expansion were significant challenges
for small businesses. Managers often face difficulties raising sufficient capital, limiting
their ability to invest in innovative processes and optimizing resources (A. Singh, 2024).
Effective resource and capacity management, leveraging digital funding sources, and
adaptive strategies were crucial for competitiveness. Small business managers could
efficiently manage assets and working capital, utilizing available financial resources and
technologies to support business strategies and improve performance.
The level of managerial knowledge and education influences the path to lasting
profitability. Educational investment and skill development in financial management and
43
decision-making contribute to long-term success (Kretschmer & Symeou, 2024). Small
business managers gain expertise through practical experience and training, which
enhances their strategic leadership and planning abilities for stable profitability.
Small Restaurant Business
There were four standard small restaurant classifications: full-service, quick-
service, café and bars, and street food. Full-service restaurants were sit-in setups that
displayed numerous foods with high-quality menu selections and served different meals
throughout the day by attendants and waitpersons to customers. Quick-service restaurants
specialize in fast meals, pickups, and takeouts, focusing on the prompt preparation of two
or three menu selections and drinks (Bai et al., 2022; Chuah & Soeiro, 2025). Limited-
service restaurants exist between full and quick services that offer two or three menu
items for quick front counter orders, which customers could collect promptly as takeouts
or consume in a few casual sitting arrangements. The limited-service restaurants applied
to this research inquiry. Cafés and bars served various drinks, and customers could pick
some packed snacks or food from shelves. Street foods were packed with meals offered
from kiosks and stalls and were paraded as pickups by hawkers with very few menu
options. The restaurants considered in this research study comprised limited-service
eateries, excluding full-service ones. Patronizing customers seemed to avoid long queues
during peak periods, and some chose meals available off-the-shelf to save time due to
adverse slow service turnaround. The menu varieties were restricted, and customers
expressed dissatisfaction with meal orders and services.
44
The small restaurants under consideration fell into the micro-business category
with one to 99 workers (Government of Canada, 2022), which included the one to four
employee(s) categories applicable to small restaurant businesses. Small restaurants with
adequate planning could successfully manage a business for market differentiation and
profitability.
Knowledge-based management skills were crucial for effective planning and
learning from similar businesses. Small business managers often struggle with
operational foresight due to rigid management ideologies and skill gaps, which hinder
profitability and strategic planning (Ahmad et al., 2024). Adaptability, confidence, and
thorough evaluation could help small business decision-makers achieve positive
outcomes in their strategic operations. Managers were encouraged to seek relevant
knowledge and apply practical learning to enhance performance and future business
value.
Financial stability and securing funding for expansion were significant challenges
for small businesses. Managers often face difficulties raising sufficient capital, limiting
their ability to invest in innovative processes and optimizing resources (Holmes et al.,
2022). Effective resource and capacity management, leveraging digital funding sources,
and adaptive strategies were crucial for competitiveness. Small business managers could
efficiently manage assets and working capital, utilizing available financial resources and
technologies to support business strategies and improve performance.
The level of managerial knowledge and education influences the path to lasting
profitability. Educational investment and skill development in financial management and
45
decision-making contribute to long-term success (Kretschmer & Symeou, 2024). Small
business managers gain expertise through practical experience and training, which
enhances their strategic leadership and planning abilities for stable profitability.
Strategic Planning for Small Business
Strategic business projection involves setting long-term goals enhanced through
knowledge-based planning and strategic capability processes tailored for small
businesses. Effective business plans were grounded in current operations and future
projections, with clearly defined responsibilities and performance metrics (Barrozo et al.,
2021). These plans align with available and anticipated resources and capabilities,
including measurable checkpoints for evaluating targets and performance. Small business
planning involves tracking short- and long-term progress using achievable indicators,
focusing on market competitiveness and performance.
Small businesses apply strategic management by setting goals, tracking progress,
and adopting sustainability approaches to achieve enduring performance. Business
leaders who set clear strategic goals guide their companies through internal and external
operational changes (Handoyo et al., 2023; Marta et al., 2024). Those who adapt and
adjust their plans to maintain corporate profitability could add value and showcase unique
strengths and market positioning. Effective strategic alignment helps improve business
development and performance.
Successful business performance involves adherence to strategic plans and
continuous improvement efforts. Frank Rothaermel (2019; as cited in Manoharan et al.,
2021; Soebroto & Budiyanto, 2021; Suneetha, 2024) described strategic plan alignment
46
as a path to competitive advancement through efficient resource utilization. In contrast,
small firms that lack strategic planning might struggle with profitability and market
positioning without foresight and proactive business initiatives (Purwanti et al., 2023;
Soebroto & Budiyanto, 2021). A well-crafted strategic blueprint from the start, with
ongoing re-planning and clear vision, mission, and goals, builds stakeholder confidence
and supports market performance and profitability.
Effective business strategies rely on trusted, research-backed recommendations
and data, improving performance and aligning with the firm’s vision and goals.
Exploiting opportunities and implementing proven changes in planning could enhance
internal activities and business growth (Marta et al., 2024). Performance oversight and
stewardship committees help ensure alignment with strategic plans and competitive
market positioning. Regular review and adjustment of strategic plans contribute to
sustained profitability.
Strategic leadership fosters a sustainable framework from the outset, with a
structured approach to profitability. Collaborative strategies and execution reflect
commitment to strategic goals, such as instilling transformational leadership among staff
(Mac Con Iomaire et al., 2021; Opuiyo & Lawrence, 2024). However, due to
overwhelming operational demands, small business leaders often need to pay more
attention to strategic planning (Pallotti et al., 2023). Senior employees’ input could
enhance performance and prevent disruptions, but managers could be adept at strategic
revision and leadership to achieve sustained gains.
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Environmental disruptions could impact performance and strategic execution,
leading to challenges in maintaining focus and consistency (Culinary Institute of
America, 2014; Della Corte et al., 2021; Nebioğlu, 2021; Tuncer et al., 2021). Small
business leaders might struggle with internalized plans and coordination, requiring a
focus on long-term goals to avoid short-term deviations. Effective time management and
consistent strategic focus were crucial for sustained profitability.
Training and professional development are essential for effective resource
management and timely adjustments in planning. Small business leaders often have
limited knowledge due to education and experience gaps and might lack collaborative
partnerships for expertise sharing (Culinary Institute of America, 2014; Nebioğlu, 2021).
Personal learning and peer reviews could improve strategic planning and decision-
making, but many managers avoided collaboration to protect business secrets.
Research and development could enhance value creation and planning processes
for competitive advantage. Small businesses are adaptable and creative but might struggle
with efficient resource management (Tuncer et al., 2021). Effective use of resources and
capability requires attention and time management. A well-developed business plan
aligns with the mission, vision, and goals, but managers might face challenges in strategic
planning due to isolation and ineffective coordination (Bari et al., 2022). Part-time
advisors could provide valuable insights and fill capability gaps for improved planning
and performance (Otengei & Ahebwa, 2021; Porter, 1991; Uyanik, 2023).
Incorporating informal learning and development could align employees with
corporate strategic goals and enhance team performance. Managers could integrate top-
48
level strategies with departmental projections for long-term planning (Pallotti et al., 2023;
Uyanik, 2023). Small business leaders could rely on strategic adjustments and external
learning to adapt quickly and maintain market performance.
Knowledge-sharing and collaborative planning could boost competitiveness and
resource capability. Cavalcanti Barros Rodrigues and Gohr (2022) suggested integrating
learning into strategic evolution, while Kristinae et al. (2023) advocated for inter-firm
cooperation to exploit strategic opportunities. Small businesses should evaluate the
benefits of collective engagement, though they might hesitate to share due to concerns
about revealing business secrets.
Proactive planning for socio-environmental responsibilities during crises, such as
pandemics, could support market differentiation and performance. Restaurants that
incorporate adaptive and accountable practices in their planning could maintain their
market position and ensure survival (Elshaer, 2022; Zapata-Cuervo et al., 2023).
Proactive inclusion of adaptive strategies and environmental accountability could help
secure market continuity and performance.
Strategic Adaptation
Business competition that drove expansion plans could face significant challenges
during the global economic downturn, impacting customer turnout and affordability. As a
result, business leaders often abandon diversification or expansion efforts due to low
returns on investment, reassessing their positions (Uddin et al., 2023). Small business
asset bases were vulnerable and might collapse during the early stages of an economic
downturn if core resources became scarce or unaffordable, threatening business stability.
49
Consequently, small business leaders adopted cautious approaches to expansion and
adapted their strategies to address financial and asset-related challenges during difficult
economic periods.
The effectiveness of a restaurant’s service process could stem from its ability to
execute planned service delivery efficiently. Effective allocation of resources and
capabilities could extend beyond operational plans, leading to more significant gains
from asset optimization. A strategic business plan could include essential, unique
resources and capabilities that define a firm’s competitive edge (Raksudjarit et al., 2024).
Business leaders continuously strive for operational improvements, adapt practices, and
engage customers, integrating new offerings and making strategic adjustments to
maintain a competitive lead (Chiu, 2022; Rohman & Munir, 2023). Adaptations in
business practices, including flexible resource procurement and process planning, could
contribute to improved marketability, profitability, and sustainability.
Small business managers use planning skills to address competitive scenarios and
distinguish performance. Systematic strategy formulation and analysis are needed for
future growth and profitability projections (Bux & Amicarelli, 2023; Uyanik, 2023).
However, many small businesses managers approach planning with a short-term focus. A
well-contextualized strategic planning process was essential for consistent operational
guidance.
Small business leaders often rely on adaptive strategies to handle internal and
external changes, though their plans might lack long-term sustainability and adaptability
(Tuncer et al., 2021). Constraints such as limited financial and operating resources could
50
create challenges (Della Corte et al., 2021). Effective strategic formulation and
implementation could involve developing adaptive capabilities for better planning and
adjustments.
Continuous review of strategic adaptation ensures both long-term and short-term
sustainability. Reactive responses to immediate issues and quick learning from
experiences could be beneficial if integrated into future planning (Nebioğlu, 2021). Small
business managers often adopt a plan-as-you-go approach, responding to current
challenges and incorporating lessons learned into plans. Proactive strategic awareness
and adjustments were crucial for success.
An adaptive mechanism that could change the internal and external opportunities
could compensate for the organizational structural deficiency. An adaptive strategy helps
address organizational weaknesses and adjust to changing business environments (Pallotti
et al., 2023). Flexibility aids decision-making and business progression by exploring new
opportunities and adjusting to contextual changes. The small business strategist imbibed
the adaptive change strategy to explore new opportunities and threats and adjust to
changing business contexts to improve internal resources and competitive positioning
capability.
Small businesses frequently face economic and performance challenges due to
short-term focus and inadequate adaptive planning (Della Corte et al., 2021; Tuncer et al.,
2021). Effective use of resources and financial management skills was necessary for
predicting performance and addressing threats. Small business owners could enhance
their strategic sensitivity and planning skills for sustained profitability.
51
Business planners might leverage employees’ diverse backgrounds to develop
new menus and incorporate feedback based on customer preferences. Integrating
evolving menu items, including contributions from foreign cooks, could lead to unique,
tested offerings. Data mining helps evaluate current strategies, adjust plans, and track
trends to align with demand and market changes.
During epidemics, businesses must adapt their planning processes to ensure
survival. Enhanced hygiene, work hours, supply chain reviews, and digital
communication improve service consistency and performance (Arslan et al., 2022; Gani
et al., 2023; Gottardello & Karabag, 2024; J. Li et al., 2021). Collaboration between
business leaders and employees, supply chain adaptation, and digital technology could
ensure performance and market retention. Restaurant managers should incorporate
adaptive planning into their strategies to maintain continuity and market positioning
during crises.
Continual Strategic Planning
Business leaders consistently conducted a holistic and integrated performance
review of planned outcomes, ensuring strategic alignment throughout operations. The
business managers could assess inefficiencies in projected performance to enhance
resources and capability adjustments (Angelini et al., 2022). Small business leaders could
demonstrate agility by learning from performance records as a guide on adaptive
projection and execution. Sole proprietors monitored progress daily, documenting
deviations from projected outcomes to inform future adjustments.
52
Engagement and interactive sharing were crucial for fostering continuous
feedback during planned adjustments. Strategic business retreats could involve
redesigning approaches to incorporate short-term adjustments, leading to growth, future
planning, skill development, and adaptable projections (Lauer et al., 2021). Restaurant
managers could improve their strategies for future projection of customer choices and
capacity preparedness in determining the strategic planning measures for sustainability
and profit (Indrasari, 2023; Rapacz et al., 2022; Suhartanto et al., 2024). The planning
and sharing strategies could enable leaders to coordinate resources and capabilities
according to organizational hierarchy. Small business investors could actively participate
in gathering productivity, forecasting, and performance information in alignment with
business plans and supporting performance tracking in line with strategic objectives.
Incorporating continuous improvement into planning strategies could enhance
productivity and efficiency. Business leaders applied functional adaptive performance,
using objective assessments and performance indicators to establish process benchmarks
and projected sustainability (Algarni et al., 2022). Some small business operators adopted
planning reviews and checks within strategic processes, setting measurable goals for
sustainable planning and achieving recordable strategic adaptations (Cho et al., 2021).
Regular strategic planning reviews and adaptive realignments, and past experiences, were
essential for small businesses. Managers who utilized trends, flexibility, and adaptable
planning skills were invaluable to strategic business organizations.
Exploring sustainable planning approaches and opportunities could increase cost
efficiency and resource savings. Firms could review resource strategies to enhance
53
performance efficiency and reduce costs (Cavalcanti Barros Rodrigues & Gohr, 2022;
Kafoe, 2024; Suneetha, 2024). M.-J. Chen et al. (2021) emphasized that business leaders
could prioritize internal resource planning adjustments and incorporate consumer
feedback into long-term strategies, especially during economic downturns. The firm’s
performance, resource optimization, and capability adjustments are interconnected,
leading to a competitive advantage (Elkhwesky et al., 2023). Innovative offerings and
strategic positioning could further reduce overhead expenses. Leaders who embedded
knowledge-oriented capabilities into strategic path dependence could leverage returns
and effectively navigate competitive and economic challenges. Firms often schedule
continuous improvements into short-term planning strategies to sustain profitability.
Transition
A clear understanding of the research question and the qualitative multiple-case
study approach addressed the strategic planning challenges in the restaurant industry. The
study reflected on the founding RBV-based-DC theory on planning processes that
distilled synergy for improvement. Incorporating these suggestions from the literature
review into the restaurants’ strategic and operational processes with continuous
functional adaptation and improvement offered a sustainable culinary venture and value-
added contribution to the semi-quick-service small business restaurants and increased
patronage.
Section 2 of the research study consists of the research method and design. The
section includes a detailed sampling and engagement of instruments that indicated a
practical, lived experience typifying qualitative multiple-case study research. At the same
54
time, gathering the data, techniques, analysis, reliability, and validity of the field
information reflects the authenticity and rigor of the study. Section 3 entails the research
deductions, recommendations, and perceptions.
55
Section 2: The Project
Understanding the strategic planning processes of successful restaurants that have
operated for over 5 years provided a coping and learning platform for other eateries.
Business managers with foresight on potential survival and forecasting models could
promote profitability and sustainability (Bux & Amicarelli, 2023). The Project section
comprises my interaction with the participants. The scope of this section is to describe the
role of the researcher, research method, design, participants involved, data collection,
techniques, analysis, reliability, validity, and ethics.
Purpose Statement
The purpose of this qualitative multiple-case study was to explore the strategic
planning processes that successful small restaurant business managers use to achieve
profitability and sustainability beyond 5 years. The population included small restaurant
business managers in one of the cities of Alberta, Canada, who used strategic planning
processes to achieve profitability and sustainability. The implications for positive social
change included improved small restaurant profitability and sustainability that could
translate into increased employment and an enhanced standard of living in the local
communities.
Role of the Researcher
The researcher’s role involved collecting qualitative multiple-case study data
within a well-structured, data-rich environment. The rich data could support decisions,
execution methods, and outcomes relevant to the research question (Dhir & Gupta, 2021;
56
Kazdin, 2021), aiding strategic business planning and positioning the firm for
profitability and sustainability.
I clarified any assumptions and biases to prevent biased interpretations and
provide balanced reasoning. Researchers could exercise caution to avoid incidental
influence during interactions that could introduce stereotypes or affect dialogue outcomes
(Beukeboom et al., 2023; McCombie et al., 2024; Teng, 2025). The interpretation of the
data consciously avoided biases from occasional inaccuracies, ensuring the evaluation of
validity, reliability, and authenticity. I documented the field interviews and articulated
dialogues systematically.
Reviewing the Belmont participant protection protocol was crucial for securing
the Walden’s doctoral study’s Institutional Review Board (IRB) approval. As the
researcher, I safeguarded the collected data, ensuring participant protection, respect,
justice, and beneficence, as documented in The Belmont Report (National Commission
for the Protection of the Human Subjects in Biomedical and Behavioral Research, 2018).
During interviews, I demonstrated attentive listening, encourage participant engagement,
and archive document records and other historical artifacts (see B. T. Hughes et al., 2025;
Saunkeah et al., 2021; Savellano, 2023). Following established interview protocols, I
maintained trust and confidentiality throughout open discussions. The data collection
approach aligned with the process approved by Walden’s IRB.
Participants
The participants for this study targeted six selected business managers located in
Alberta, Canada. The eligibility criteria for the selected participants were business
57
managers of restaurants within Alberta who have implemented strategic planning for
profitability and sustainability beyond 5 years. The selected participants were within the
small business restaurant population in a city in Alberta and scheduled for the interview
to address the overarching question of planning strategies. I accessed the list of
restaurants and their years of operation through online sources such as Tripadvisor
(https://www.tripadvisor.com), a secondary data information source for travelers’ trip
locations, hotels, and restaurants that incorporated ratings and travelers’ comments; Yelp
(https://www.yelp.com), another online resource that listed top best restaurants in the
research region with reviews, the location’s chamber of commerce sites, and restaurants’
registration database. I discussed, confirmed understanding, signed the informed consent
form, and reviewed the Belmont Report guidance document on the protection of the
participants, respect, justice, and beneficence. The participants could communicate their
intention to participate or withdraw without hindrance to the researcher through email,
phone, or verbal expression. In this study, participants could withdraw at any time, and
their privacy, confidentiality, data discarding, and personal decisions were respected.
I planned to maintain the confidentiality of the participants during the interview
process. The information collected from the participants was used solely for this study. I
protected the confidentiality of the participants according to the Belmont Report
guidance. I will destroy the organizational documents of the interview files after 5 years
by burning the hard copies and deleting the electronic organizational documents forever.
I ensured that the participants understood the approach to upholding confidentiality
during the interview process and preserved the collected data for 5 years in a safe vault or
58
by encrypting the organizational documents for 5 years while representing each
participant (P) using alphanumeric identifiers to protect their identity with codes such as
P1, P2, P3, and so on.
I confirmed that the participants understood the interview protocol before the
session. Building trust and interacting with the participants was vital to encourage
familiarization and openness that would improve the subsequent interviewing sessions
(Beukeboom et al., 2023; B. T. Hughes et al., 2025). My interaction and identity with the
participants were necessary for openness and collaboration. I trusted the information
relayed by the participants during the 60-minute interview (maximum) stipulated in the
Belmont principles on the protection of the participants, respect, justice, and beneficence.
Research Method and Design
Research Method
Three conventional research methods are quantitative, qualitative, and mixed. I
selected a qualitative method with an exploratory connotation that required open-ended
questioning. Qualitative researchers used open-ended, personal discussions to discover
current or past occurrences (McCombie et al., 2024). When selecting a research method,
opting for a qualitative approach rather than quantitative or mixed methods is particularly
advantageous when the study aims to explore intricate phenomena, understand
participants’ experiences, or generate in-depth, non-numerical insights. Qualitative
research is especially effective for examining behaviors, motivations, and social contexts,
as it facilitates a comprehensive exploration of subjective experiences and meanings
(National University, 2023). The qualitative method could apply to a research study that
59
is selected opportunistically, purposively, and directed to individuals, involved
occurrences, and scenarios that allow an idiographic approach to analysis (McCombie et
al., 2024). The qualitative method was suitable when I did not know much about the
subject, which was appropriate for this research study. Unlike quantitative research,
which emphasizes measuring variables and analyzing statistical patterns, qualitative
research focuses on collecting rich, descriptive data through interviews, focus groups, and
observations. The qualitative method is particularly valuable when seeking to capture the
complexity and depth of a topic, especially in cases where numerical data alone may not
fully represent human experiences (Mweshi & Muhyila, 2024; National University,
2023). Although mixed method research combines qualitative and quantitative techniques
to provide a more comprehensive understanding, it may not always be necessary or
practical. A qualitative approach is most suitable when research questions focus on
exploring processes, meanings, and perspectives that require detailed, contextual insights
rather than numerical analysis (Harvard Catalyst, n.d.). Qualitative methods are expressed
in descriptive language, while quantitative methods in statistical models and numerically
were unsuitable for this study. The findings could reflect goals when combining the
qualitative and quantitative evidence in a mixed method. The findings of both qualitative
and quantitative methods might not connect productively (Clarke et al., 2024; Kazdin,
2021; B. Liu & Wei, 2023), which was unsuitable for this study of a qualitative approach
used in exploring specific research question. The qualitative method was suitable for a
causal event that involved heterogeneity of evidence and observation of witnesses. Live
testimonials from the participants revealed an in-depth understanding of the survival
60
constraints and limitations of the research (Alyce et al., 2023; Clarke et al., 2024; Kazdin,
2021). Qualitative research is the most appropriate choice when a study examines
subjective experiences, investigates complex social issues, and generates rich, nuanced
insights that defy thorough numerical data alone. The qualitative multiple-case study for
this empirical inquiry involved the testimonial experience of the real-life context of
happenings, which could help understand sustainability and profitability opportunities
among small business restaurant managers.
Research Design
A case study research design is preferred over other methodologies when an in-
depth, context-specific exploration of a phenomenon is necessary. The case study design
allows researchers to investigate complex issues within real-world settings, making it
particularly useful in fields such as business, healthcare, education, and social sciences
(Sibbald et al., 2021; Yin, 2023). Case studies are especially effective for analyzing
contemporary situations where the boundaries between the phenomenon and its context
are unclear (Creswell & Poth, 2022; Hayes, 2022). Unlike experimental or survey-based
research, which may lack contextual depth, case studies adopt a comprehensive
perspective by incorporating multiple data sources, including interviews, observations,
and document reviews. Additionally, case studies can be utilized for exploratory,
explanatory, or descriptive research, making them highly flexible and adaptable to
diverse research objectives (Stake & Visse, 2023). Whereas quantitative research
primarily emphasizes numerical analysis, case study research enables a richer
examination of subjective experiences and social interactions. Case study allows
61
researchers to refine their focus as new insights emerge, making case studies particularly
valuable for studying dynamic and evolving issues (Hayes, 2022; Sibbald et al., 2021;
Tisdell et al., 2025). Compared to other qualitative approaches, such as ethnography and
phenomenology, which focus on cultural or lived experiences, case studies are well-
suited for detailed investigations of specific cases, decisions, or events. A case study
could incorporate multiple data sources, thoroughly examine complex subjects, and adapt
to shifting research questions, making it an essential methodology for investigating real-
world challenges.
I chose a case study research design that is generally descriptive and aimed at
identifying a common trend or pattern. A case study is a causal, informal process (Hayes,
2022; Sibbald et al., 2021). It entailed designs and paradigms that occurred in real-time,
lived experiences (Tisdell et al., 2025), which were suitable for this study. A case study
consists of the same research problem design from different participants’ viewpoints,
involving more than one case study, leading to multiple-case testimonials. The qualitative
multiple-case study for this empirical inquiry involved the testimonial experience of the
real-life context of happenings, which could help in understanding sustainability and
profitability (Nilmanat & Kurniawan, 2021) and was a specific research design suitable
for this study. The qualitative multiple-case study did not reflect any control on the
participants’ behavior but addressed recent incidents rather than past historical hearings
(Barth-Cohen et al., 2023; B. Liu & Wei, 2023; McCombie et al., 2024) on how small
and medium-scale enterprises implemented business strategies for sustainability. The
research designs and paradigms synthesized the field responses from real-life contextual
62
interactions. I adopted an analytical approach in documenting the research testimonies to
understand restaurant managers’ views on planning for survival and profits.
I reached data saturation in this qualitative multiple-case study when I could no
longer collect data on new themes, insights, or variations related to the research question.
Saturation became evident when the participant responses I gathered consistently
reinforced existing themes without adding new perspectives.
The key indicators I identified included recurring themes (strategic practices like
inventory control, cost management, marketing, and customer relations), stable data
codes (NVivo analysis showed no new codes or themes), and cross-case consistency
(similar strategies reported despite differences in restaurant size, location, or business
model). Additionally, the reflexivity in the study’s findings reflected established existing
literature, confirming the thorough exploration of the research on small business
sustainability. I enhanced data credibility and multiple validation methods, including
comparative case analysis, triangulation (member checking, document analysis, direct
observations), and detailed follow-ups to explore strategy evolution and challenges. I
used primary data, such as sales figures, profit margins, and customer retention rates, that
provided deeper and richer insights into strategic decision-making.
When nearing data saturation, I identified indicators that included response
convergence in later interviews, repetition in narratives, and a reduced need for probing
as participant responses increasingly aligned with prior data. I confirmed data at the point
of saturation when interview patterns became predictable. At data saturation, I identified
key concepts such as financial management and workforce development that repeatedly
63
surfaced, and triangulation validated existing insights without generating new findings
for the NVivo analysis and paralleled member-checking cycles that further indicated a
plateau in new codes, affirming that core strategic planning practices. I recognized
repeated patterns, aligned with prior research, and incorporated diverse perspectives that
validated the research question and study.
Population and Sampling
Purposeful sampling is a qualitative research approach that selects participants
based on expertise, experience, and relevance to the research topic. This method is
essential for studying strategic planning processes that drive the profitability and
sustainability of small restaurant businesses. The focus of the study was to provide
firsthand insights into real-world business operations by targeting owners, managers, and
industry professionals with at least 5 years of experience. Techniques like maximum
variation and criterion-based sampling ensure diverse perspectives, offering a
comprehensive understanding of profitability and sustainability strategies. Unlike random
sampling, which may include participants with limited knowledge, purposeful sampling
focuses on individuals capable of providing in-depth and meaningful data, aligning with
qualitative research objectives (see Creswell & Creswell, 2023; Patton, 2022). The
purposeful sampling approach enhances the credibility and transferability of research
findings by selecting knowledgeable participants and ensuring reliable and applicable
insights.
Purposeful sampling also improves research efficiency by selecting a manageable
number of participants while maintaining data quality and depth. Prioritizing industry-
64
specific expertise keeps the study relevant and prevents unnecessary data collection. A
purposeful sampling approach enhances the study’s validity, depth, and practical
significance in business profitability and sustainability research (Ravitch & Carl, 2023;
M. Saunders et al., 2022). Ultimately, purposeful sampling was the most effective
method for examining strategic planning in small restaurant businesses, as it ensured that
participants had the necessary experience to provide valuable insights.
An iterative data collection and analysis through repetitive member-checking
could achieve data saturation. Researchers could use an iterative method that involves
conducting detailed, semistructured interviews while concurrently analyzing the
emerging data, which aids in identifying recurring themes and signaling when no new
insights are obtainable (Naeem et al., 2024). Through a systematic and iterative data
collection and analysis process, I achieved data saturation with six participants by
conducting semistructured interviews, analyzing data, and identifying recurring themes
without emerging new insights. I conducted repetitive member-checking visits where I
shared the preliminary findings, gathered participant feedback, conducted follow-up
interviews, and compared synonyms of codes with frequently repeated terms, which
pointed to core themes. This repetitive validation process, supported by NVivo analysis,
confirmed thematic consistency and data richness despite the small sample size. The
absence of new themes or terminology signaled saturation, while rich descriptive data
further strengthened the study’s credibility, ensuring its validity, reliability, and scholarly
contribution.
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Ensuring data saturation was essential to maintain the reliability and depth of this
qualitative multiple-case study. Data saturation occurred when no new themes or insights
emerged, with participant responses consistently reinforcing established strategic
practices like inventory control, cost management and customer engagement. I used
purposeful sampling and validation methods, including triangulation, member checking,
and comparative case analysis, to ensure credibility and data richness. Saturation was
confirmed through stable NVivo coding, predictable interview patterns, and alignment
with existing literature, validating that I thoroughly explored the research question on
strategic planning in small restaurant businesses.
The interview session was a purposeful (normal operational) sampling that
involved identifying knowledgeable participants based on expertise and professional
evaluation. During the interview protocol introduction session, I confirmed that the
restaurant managers are knowledgeable about reading and responding to research
questions and possess business managerial experience in ensuring strategic planning
purposes for sustained profit beyond 5 years for market differentiation.
Ethical Research
Ethical issues and confidentiality preceded the interviewing session. As the
researcher, I was responsible for maintaining the confidentiality of the participant’s data
(see Hem et al., 2023). I developed a close relationship with participants, had adequate
training, was conscious of sensitive issues, and ensured self-checking, control,
confidentiality, trust, and fair negotiation (see Clarke et al., 2024). Walden University
provided and approved the appropriate documentation for the ethical interviewing
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protocols, as approved by the IRB (Approval No. 04-15-24-0520222), ensuring that
gathered information remained confidential and met the research design and field
interaction with restaurant business managers.
I confirmed the appointment and stated the purpose of the study by sending out
invitations and requests, including a consent form. There was a back-and-forth email
exchange with the participants, who needed to provide written confirmation of their
consent. Sometimes, challenges arose in differentiating appropriate responses during
discussions, as certain distressing dialogues could strain the relationship. I was well-
equipped to sense and adjust appropriately. The interview invitation was voluntary, and
participants were well-informed about the study’s procedure, aim, risks, gains, and
documented changes. Participants had the freedom to withdraw from the study at any
time without explanation (Mitroff & Kilmann, 2021). The consent form, discussed and
completed independently, included my contact details and an open channel for
withdrawal before, during, or after the interview. Participants could communicate their
decision via email, phone, or verbally, ensuring their privacy and confidentiality. Any
data from withdrawn participants were securely discarded, aligning with ethical research
standards. There was no incentive to participate in the interview, although the business
manager could access the thesis if desired.
Participants understood and trusted that I would maintain the confidentiality of
the collected data by keeping documents in a safe vault or encrypting them for 5 years,
using identifiers such as P1, P2, P3, and so forth, to represent each participant. I
continually improved and modified the information gathered, documented, and archived
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materials based on trust and confidentiality (B. Liu & Wei, 2023; Savellano, 2023). The
data collected during the interviews highlighted the challenges and unnoticed experiences
of small business restaurant managers. Protecting the participants’ confidentiality adhered
to the Belmont Report guidelines on protecting the participants, respect, justice, and
beneficence. I planned to destroy the organizational documents from the interviews after
5 years by permanently burning hard copies and deleting electronic documents.
Researchers issue documented consent to the participants before questioning (Zhukova et
al., 2024), with training completed on protecting participants as directed by Walden
University by completing the collaborative institutional training initiative (CITI) program
for doctoral student researchers and obtaining certificate number 61781666.
The selected six participants, who have signed consent forms, had their identities
protected through coding with alphabets and abbreviations to differentiate the restaurant,
position, and department. Buys et al. (2022) emphasized the need for participant
protection to ensure readers could not identify individuals from the dialogue. Each
interview included accurate information, detailed descriptions, and analytical procedures
with clear language exchanges during conversations (Uscinski & Enders, 2023).
Participants determined the location and time for their interviews, and I selected the
appropriate time to ensure comfort and trust during the conversation.
I was prepared with an approved interview protocol in the consent form, agreed
on the meeting venue, and maintained privacy. Data collection proceeded after receiving
approval from Walden University. Observing standard tools for dialogue created an
interactive atmosphere, yielding the best results (Yin, 2023). I would encrypt the
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information for 5 years. The protection, confidentiality, and privacy of public information
were ethical responsibilities for research purposes (Zhukova et al., 2024). The
interviewee and I mutually understood the research purpose, process, and protocol. There
was no incentive to participate in the interview, although the business manager could
access the thesis if desired.
Data Collection Instruments
The development and collection of instruments for this qualitative multiple-case
study required the skills, knowledge, and expertise to conduct semistructured, in-depth
interviews. I developed interview questions with professional skills, ensuring they were
void of ambiguity and deception, which enhanced the goals and objectives of the
discussion). As the primary data collection instrument involved in the interviewing
process, I collected the data during the interviews, including secondary data from other
sources. I employed a direct observational method to gain firsthand insights into strategic
planning in small restaurant businesses, collecting primary data and assessing workflow
efficiency, customer service, inventory practices, and employee interactions. I also
gathered secondary data from social media channels (i.e., Facebook, Instagram,
Telegram, X, and Pinterest), public media (i.e., online news websites and restaurant
review pages), and hard copies of documents to support the information gathering and
interviewing process (i.e., targeted and wrap-up inquiries) and interactions that I used for
documentation analysis of the triangulation approach to address the inquiry on the
strategic planning processes used by business managers to achieve profitability and
sustainability.
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I adhered strictly to the approved interview protocol, ensured compliance and
maintained the quality of the interview process. During the semistructured interviews
with open-ended questions, I collected evidence, including documentation, artifacts, and
recorded information, to build a robust data repository for analysis and interpretation. I
followed the interview protocol outlined in the Appendix, asking each question in detail
and obtaining clear, validated responses. I tracked data gathered during interviews that
produced comprehensive information.
The interview session was a purposeful (normal operational) sampling that
involved identifying knowledgeable participants based on expertise and professional
evaluation. I used a direct observational method that provides firsthand insights into how
small restaurant businesses implement strategic planning in their daily operations,
reviewing workflow efficiency, customer service, inventory practices, and employee
interactions. I conducted site visits to gather primary data and observed key activities
related to strategic planning, such as staff management, menu adjustments, and financial
transactions. I took field notes of detailed contextual documentation that will strengthen
the credibility and transferability of the findings, capturing operational behaviors and
interactions without disrupting routine activities. The method enhanced reliability and
validity during extended observation periods that captured operation variations. I
reviewed the business documents that provided objective evidence of strategic planning
processes, offering insights into financial management, marketing strategies, employee
training, and performance tracking including the collection and analyses of financial
reports, training manuals, business plans, and customer feedback records, best practices,
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and challenges in business operations. I revisited or followed up with the participants to
read and confirm the summarized information to satisfy member checking. I followed the
information documentation with triangulation in readiness for the analytical NVivo
software application. The triangulation activity increased the reliability of collected data
during interview-oriented research (Donkoh & Mensah, 2023; Hammerton & Munafò,
2021; Zairul, 2021). I used data triangulation to ensure reliability and validity
expectations from a methodical qualitative approach to achieve the data quality. The
approach reduced the threat to trustworthiness and improved credibility and
transferability when I implemented reliability and internal/external validity checks. This
approach enhanced reliability and validity during data triangulation, which allowed cross-
referencing with interviews and observation and audit trails, such as maintaining
document sources, which ensured transparency and allowed external verification.
I integrated semistructured interviews, observations, document analysis, and field
notes in qualitative multi-case study research allowing for a holistic exploration of
strategic planning processes in small restaurant businesses. Rigorous data collection
protocols and ensuring reliability and validity through triangulation, member checking,
and thick description, could generate credible and meaningful insights into the factors
driving profitability and sustainability in the small restaurant industry.
Data Collection Technique
I carried out the informed consent form process and interview protocol as
contained in the Belmont guidelines and interview protocol process in the Appendix as
agreed with the participants. I supported the information gathering with the interviewing
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process and interactions (targeted and wrap-up inquiries) that addressed the inquiry on
the strategic planning processes used by business managers to achieve profitability and
sustainability. Researchers preserve the instruments, including written and presented
documents, recorded and archived materials, observed cues, and tendered artifacts
(Maurya & Subaveerapandiyan, 2022; Puspita et al., 2023; Syukur et al., 2023). I
followed the approved research protocol and maintained diligent documentation
throughout the field research. My data collection technique involved interacting with the
interviewee and gathering information through emails, paper documentation, dialog,
perception or observation, video recording, and other secondary source documentation.
There was neither a predetermined approach to data collection nor a sequential approach
to interviewing in this qualitative research study (Blanco-Encomienda & Rosillo-Díaz,
2021; Puspita et al., 2023; Siddiqui & Sharp, 2021). The interview session consisted of
open-ended questions developed by me in a one-on-one, semistructured interview session
that unraveled the personalized experiences of the participants after following an
interview protocol and questions as in the Appendix. I sent email reminders and arrived
30 minutes early to the interview venue, while the interview session lasted up to 60
minutes, as stipulated in the Belmont Report guide. A thorough interview would yield
quality results (B.T. Hughes et al., 2025; Tan & Hsu, 2024; Zhukova et al., 2024). I
carried out the technique and documentation through approved and appropriate research
protocols to collect quality and valuable data for the research data analysis.
As a researcher, I maintained confidentiality and trust that was part of a successful
and well-planned interview session. I scheduled telephone and virtual online
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appointments at the participants’ convenience. I followed the protocol in the signed
consent documents from the participants. One-on-one and back-and-forth communication
was used throughout the interview session with the participants via email, private
telephone, virtual online confirmatory discussions, and personal rehearsals and preamble
tests for effectiveness. Researchers kept participants’ information confidential (Maurya &
Subaveerapandiyan, 2022; McKibbin et al., 2021; Saunkeah et al., 2021). I followed
approved processes in this explorative qualitative multiple-case study to identify or
unravel the strategic planning processes some small restaurant business managers used to
achieve profitability and sustainability.
As the interviewer, I recorded in-person and virtual audio dialogues with
participants’ consent, using free online platforms such as Zoom (zoom.us.com) or Google
Meet (meet.google.com). Communication technology could enhance the quality of the
interview outcomes (Burnard, 2024; Yamamoto et al., 2024; Zellner et al., 2021). An
engaging introduction often leads to a more positive relationship during the discussion
(Friesen et al., 2021; Syukur et al., 2023; Zellner et al., 2021). During the initial meeting,
interviewers conducted proper self-introductions, reviewed the purpose of the interview,
discussed comfort levels, and obtained consent in a private setting.
Trust is vital to participants’ willingness to converse with the researcher. The
researcher would establish a trusting relationship between the researcher and participants
(B. T. Hughes et al., 2025; Saunkeah et al., 2021; Tan & Hsu, 2024). One-on-one,
semistructured interviews allowed participants to express their opinions and thoughts
freely, reflecting their personalities. However, I remained cautious of any potential
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personal bias affecting the interview’s outcome. A drawback of privately collected
interview data was the risk of unverified bias from one-on-one interactions potentially
influencing the results.
As the primary research instrument, interviews with restaurant managers focused
on strategic planning processes some small restaurant business managers use to achieve
profitability and sustainability. Other aspects of the discussion included strategies for
performance positioning and customer satisfaction. During the interviews, changes such
as new cues and body language were observed in subsequent visits, prompting the
researcher to engage participants in reviewing collected information to ensure record
alignment (Foucault Welles et al., 2022; Mitroff & Kilmann, 2021; Wong et al., 2023). I
employed member-checking and revisiting participants to ask the same questions again to
ensure the reliability of the information. I observed notable changes in tone between
previous and current communications to assess dependability during data analysis.
There are six conventional data collection techniques: verbal documented
dialogue, perception, oral documentation, memoirs and discussion documents, memory
recall documentation, and digital documentation review (see Creswell & Creswell, 2023;
Savellano, 2023). Verbal documented dialogue offers several advantages, including
effective moderation of questions, maintaining data orderliness, applying a focused
question-drilling strategy, conducting in-depth case reviews, and facilitating the
development of research hypotheses. However, its limitations include the tendency for
participants to provide shortened or vague responses, the potential for insinuation and
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self-centered opinions, shared perspectives that may dilute individual insights, and
challenges in accurately transferring opinions (Patton, 2022).
Perception or observational data collection ensures consistency, supports unbiased
analysis, enhances focused reasoning, enables numerical interpretation, and promotes
structured hypothetical orientation. Nevertheless, challenges include difficulties in
mobilizing participants’ internal synergy and the possibility that their awareness of being
observed may influence their behavior (B. Saunders et al., 2022). Oral documentation
provides advantages such as incident recognition, expanding discussions during
transcription, and contextual support for interpretations. However, it also has drawbacks,
including a lack of sensitivity to verbal and non-verbal cues, difficulty recalling
information accurately, misinterpreted reliance on past events, and inconsistencies
between documented and spoken responses (Loza et al., 2025).
Memoirs and discussion documentation had the pros of identifying the essential
phrases for the interviewer, networking capability for archival information, meeting the
researcher’s needs, and being easily accessible anytime. At the same time, the cons were
disorderly documentation, ease of inference as qualitative opinion, and involvement of
few participants. Memory recall documentation had the pros of being directed to focused
goals, comprehensive documentation of lessons learned, and exploration revealing more
data. Conversely, the cons were the inability to access information recall, data loss over
time, and outdated information. Digital documentation review was helpful in data
transcribing, monitoring approaches for data gaps, and developing hypotheses. At the
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same time, the cons were the inability to narrate the strategic approach and producing
conflicting information during information retrieval (Foucault Welles et al., 2022).
Before the interviews, I completed professional training to enhance engagement
and communication skills. Serving as an observer-participant provided valuable firsthand
experience, helping to validate interview responses and streamline the inquiry process,
member-checking, and data verification, mainly due to familiarity with the local
community. To ensure preparedness, I conducted an interview review with a research
colleague before interacting with participants in the field. This member-checking
approach strengthened the reliability and validity of the data (Erdmann & Potthoff, 2023;
Lloyd et al., 2024; Schafer & Phillippi, 2025) in alignment with the IRB approval
process. I also rehearsed interview techniques with an experienced researcher to refine
questioning skills.
Communication training played a key role in building confidence and developing
effective conversational skills for data collection. This preparation was essential in
minimizing biases, avoiding dominant influences, and safeguarding participant
confidentiality (Corley et al., 2022; Zellner et al., 2021; Zhukova et al., 2024). The
training increased my confidence and improved interaction with participants by fostering
clear and effective communication. Establishing good rapport created a comfortable and
open environment, facilitating meaningful discussions between the interviewer and the
interviewees.
I used an approved approach to verify participants’ responses and ensure a high-
quality interview session. I visited participants to confirm the collected information and
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verify the member-checking protocol, noting recurring themes in the repeated questions.
Using a repetitive member-checking approach, I assessed the interview sessions for
consistency, enhancing trust in the information gathered (Hammerton & Munafò, 2021;
Puspita et al., 2023; Schafer & Phillippi, 2025). Member-checking and document
examination were essential for information clarity, reliability, and validity, considering
the sources’ worthiness and credibility (Hammerton & Munafò, 2021; Siddiqui & Sharp,
2021; Zairul, 2021). A thematic method was applied to analyze the data, identifying
codes and themes to determine common phrases and encrypting each participant’s coded
information and transcripts. I used NVivo10 software for accurate theme categorization
during data analysis. The data was encrypted and securely stored for 5 years, with plans
to destroy all confidential information afterward.
Data Organization Technique
As a researcher, I gathered the relevant data using a proper catalog technique to
keep records, logs, electronic data, related research documents, and material generated
from this field interaction with participants in this qualitative inquiry. The electronic
platform for records and documentation formed a basis for integrating the evidence for
correctness (Ancker et al., 2021; Blanco-Encomienda & Rosillo-Díaz, 2021; Jakes &
Burrus, 2022; Yamamoto et al., 2024; Zellner et al., 2021). I used semistructured
interviews as the primary data-gathering sources of documented discussion records,
write-ups, and auxiliary information from the field engagement before synthesizing the
collected data for research purposes.
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I compiled a list of restaurant managers who have agreed to participate in the
interview with authorization from the restaurant managers. The list included names,
contact phone numbers, email addresses, and the roles and responsibilities of each
manager or sole proprietor. Social media and modern communication technology were
crucial in enhancing interview data processing for the research study (Blanco-
Encomienda & Rosillo-Díaz, 2021; Yamamoto et al., 2024; Yin, 2023).
For this study, I sent 10 meeting invitations to restaurant managers and scheduled
interviews with six respondents. If the response rate were insufficient, I would send out
five more invitations to reach the target number of participants and achieve data
saturation. Identification numbers, codes, and abbreviations were assigned to differentiate
among the restaurants, positions, departments, interviewees, and interview times.
I organized and archived coded and themed data using NVivo software for
efficient analysis and synthesis. NVivo10 facilitated the synthesis of themes and codes in
qualitative research (Alam, 2021; Paulus, 2023; Silver, 2023; Tonin et al., 2023)
alongside Microsoft Suite spreadsheets. Files and backup data were stored in a cloud
storage service like Google Drive, providing an unlimited repository safeguarded against
data loss (Hasan et al., 2023; LaDonna et al., 2021; Yin, 2023). Using encryption and
management software, I collected data, including names and research logs, for
classification and data tracking.
I encrypted each participant’s coded information and transcripts according to
Walden University’s guidelines. Researchers utilize NVivo software to code and digitize
themes in qualitative research (Alam, 2021; Paulus, 2023; Tonin et al., 2023). This
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process adhered to confidentiality requirements and followed ethical protocols stipulated
by the IRB for interviewing participants.
The data encryption was not permanent but was set for destruction (organizational
documents) and other confidential information after a secured post-5-year storage
timeline. Researchers ensure the privacy of the participants’ information in all the
interviewing and data-gathering protocols (Hem et al., 2023; Kvale et al., 2023; López-
Zerón et al., 2021; Sadeghi Moghadam et al., 2021). I ensured confidentiality and trust
and secured the data in a safe vault storage facility that retained the data for 5 years,
burned the repository’s hard copy documents, and permanently deleted the organizational
documents (in the cloud storage) immediately after 5 years.
Data Analysis
As the researcher, I analyzed the data from interviews, observed cues, and
documentation using thematic analysis. Braun and Clarke (2022) explained that thematic
analysis was a cognitive, analytical, and theme-identification process with synonymic
phrasing. Researchers identify the key phrase or word from the data that indicate the
researchers’ competence in inferring the repetitive, generalized construct (Clarke et al.,
2024; Edwards et al., 2024; LaDonna et al., 2021). I conducted detailed data analysis of
extensive thematic analytical processes that could create an inclusive data replication for
a dependable description of research findings. I divided the data groupings into succinct
sentences as responses to each research question. I revisited the information collected
from the participants to organize the data and carry out data analysis.
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I started with data familiarization and sense-making, then assigned codes to
different groupings of the data concerning the research question. By classifying the words
into groups and representations, I based the data analysis and code development on
objective, not subjective, criteria (using NVivo software for extensive data management).
I zoned the codes into subthemes, identified patterns, and classified the clearly defined
and succinct main themes. I employed thematic analysis to examine the qualitative
research data. Braun and Clarke (2022) emphasized that thematic analysis is a systematic
approach to identifying, analyzing, and interpreting patterns within data using cognitive
and analytical processes of the research questions, data collection approaches, participant
and data selection methods and criteria, ethical guidelines, quality standards, and best
practices culminating in recommendations for reporting standards in reflexive thematic
analysis. I assigned codes to emerging themes and recognized patterns that directly align
with the research question, ensuring a structured and meaningful analysis. I began with
data familiarization and sense-making, then systematically assigned codes to different
groupings of data relevant to the research question. The data analysis and code
development were based on objective rather than subjective criteria, utilizing NVivo
software where necessary for efficient data management. Words and phrases were
classified into groups and representations, ensuring structured categorization.
I organized broader subcodes under subcodes to enhance clarity, aligning them
with the primary research questions. Subcodes were grouped under broader codes,
identifying subthemes, which I categorized under main themes. I articulated each theme
carefully to capture its descriptive essence while avoiding thematic duplication or
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repetitive patterns. I assessed the final themes to ensure they comprehensively addressed
the research questions, allowing for a well-structured conclusion.
The coding process involved zoning data into themes, identifying patterns, and
classifying the main themes clearly and concisely. I subdivided the subcoded themes to
address each primary research question and created subthemes under each central theme.
I documented the themes and descriptions to provide a comprehensive analysis, as
supported by reflexive journal citations.
I documented the descriptions and themes in the result section. I used data
triangulation techniques to analyze the reliability and validity of the research findings.
Donkoh and Mensah (2023) identified a content-related triangulation method that
comprised methodical inquiry and data examination. I combined the semistructured
interview documentation, data extracted from the participating restaurant’s records, and
the documentary analysis to satisfy the desired triangulation method.
I conducted a thorough thematic analysis and employed the triangulation
technique to ensure the validity and reliability of the research findings. Triangulation
involved cross-verifying data collected from interviews, records from participating
restaurants, and documentary analysis to ensure coherence (Alam, 2021; Celes, 2025;
Morgan, 2024). Qualitative researchers use triangulation to explore similarities and
comparisons between primary and secondary information, providing credible evidence
substantiating the research (Friesen et al., 2021; LaDonna et al., 2021; Squire et al., 2024;
Wong et al., 2023; Zairul, 2021). This approach ensures completeness and reduces
inconsistencies in the data (Celes, 2025; Corley et al., 2022; López-Zerón et al., 2021).
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Yin (2023) described a content-related triangulation technique that includes
methodological inquiry and data triangulation. I employed data triangulation techniques
to ensure the reliability and validity of the findings. Morgan (2024) emphasized content-
related triangulation, which includes methodical inquiry and data examination. To
achieve this, I integrated the semistructured interview documentation, data retrieved from
participating restaurant records, and document analysis to establish a robust triangulation
approach.
I systematically collected and developed the interview transcripts, conducted
member-checking, asked follow-up questions, and evaluated data saturation through
repeated questioning. I developed codes to represent conversation segments, capturing
commonly used terms. I also utilized documents from the participating restaurants to
enhance the data obtained from the semistructured interviews. Documentary analysis, a
qualitative research method involving analytical extrapolation, further supported this
research (Denny & Weckesser, 2022). The study met the triangulation requirements by
combining the semistructured interviews, data from restaurant records, and documentary
analysis.
Additionally, I utilized member checking to validate findings by allowing
participants to review preliminary results and confirm the accuracy of their perspectives.
I conducted follow-up interviews, asking the same questions again to ensure the
reliability of responses. I observed notable changes in tone between previous and current
interactions to assess dependability during data analysis. An approved verification
approach was applied to confirm participant responses and maintain the quality of the
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interview process. Member checking and document analysis were critical in enhancing
information clarity, reliability, and validity by assessing the credibility and worthiness of
sources (Hammerton & Munafò, 2021; Siddiqui & Sharp, 2021; Zairul, 2021).
Additionally, thematic redundancy and detailed descriptions played a key role in
confirming data saturation. When recurring themes consistently emerged without
introducing new insights, it signified that I had collected sufficient data. A rich,
descriptive detail further strengthened the research by capturing contextual depth and
enhancing the study’s credibility (Nowell et al., 2017; Su et al., 2024).
Field data, member-checking, and triangulation could help identify and highlight
themes from conversations and records, focusing on recurring words and phrases (Hasan
et al., 2023; Kvale et al., 2023; Tonin et al., 2023) as applied in this study. I used NVivo
computer-assisted qualitative data analysis software (CAQDAS) for effective data
management and analysis (see Bakla, 2024; LaDonna et al., 2021; Paulus, 2023; Silver,
2023; Tonin et al., 2023). The software facilitated the identification of major themes
within the large dataset. Dependability and truthfulness are essential ethics for
researchers (S. K. Ahmed, 2024; Mushtaq et al., 2022; Silver, 2023). I used tools such as
Microsoft Excel spreadsheets and research logs to cross-check the theme codes, ensuring
that the findings were documented accurately and without bias.
Reliability and Validity
I used reliability and validity injunctions to bolster the quality of the research and
reflect the acceptable research alignment. The self-examination and review preceded the
presentation of research on quality achieved, reliability and validity measurements
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adopted, instrumentation, and analytical methods (Donkoh & Mensah, 2023; McKibbin
et al., 2021; Ramadhan et al., 2024). Reliability and validity constructs depended on trust
and quality cross-checking with member-checking and triangulation. The use of
reliability and validity criteria confirmed the quality of the data in the qualitative research
method.
Reliability
A high level of confidence and credibility in data serves as a benchmark for
reliability, particularly in qualitative research. Researchers use metrics and digitization to
affirm the dependability and clarity of the outcomes (S. K. Ahmed, 2024; Fang et al.,
2023; Siddiqui & Sharp, 2021). Careful documentation of field information using a
standardized data collection approach, characterized by a systematic filing process,
enhanced the reliability of the research (Celes, 2025; Kvale et al., 2023; Sadeghi
Moghadam et al., 2021). I meticulously recorded the methodologies, key observations,
and all decisions made during the interview. I adhered to a cross-checking approach,
combining field and desk studies, to ensure the reliability of the data supporting the
research findings.
I employed a rigorous data collection method to ensure dependability,
transferability, and robust credibility. I ensured that the dependability of reliability
supported the consistent data collection protocols such as standardizing interview guides,
observation checklists, and document review criteria. Also, the audit trail included
documenting research steps, methodological decisions, and data analysis procedures. The
audit trail approach strengthened reliability and validity by facilitating data triangulation,
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enabling cross-referencing with interviews, observations, and audit trails. Dependability
referred to the consistency and reliability of the research methods and approach. The
member-checking process reinforced trust in the research when discussed with
participants (Buys et al., 2022; Lloyd et al., 2024; Schafer & Phillippi, 2025). The
triangulation technique supported dependability, allowing me to thoroughly review the
collected data (see Ancker et al., 2021; Donkoh & Mensah, 2023; McKibbin et al., 2021).
I continually verified the application of triangulation by observing variations in each
setting and conversation and considering how these changes might impact the research
approach. Dependability refers to the consistency of the data (S. K. Ahmed, 2024; Janis,
2022; López-Zerón et al., 2021). Others are peer review and reflexivity that involves the
application of journals to capture reasoning, scholastic link that addressed the research
question (Braun & Clarke, 2022). Maintaining document sources ensured transparency
and provided a basis for external verification. Member-checking involved revisiting the
sources of information to confirm the accuracy of the data collected (Barth-Cohen et al.,
2023; Erdmann & Potthoff, 2023; Schafer & Phillippi, 2025), ensuring participants’
agreement with the findings. I carefully scrutinized records and field information,
conducting a comprehensive quality review to confirm the reliability of the data in
support of the qualitative research findings. Through member-checking, any differences
between past data and current observations were examined, with participants engaged to
confirm the accuracy of the collected information.
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Validity
The accuracy of field data collection indicated the validity of the information. The
findings’ dependability, credibility, transferability, and confirmability affirmed the data’s
validity (Pandey & Snigdh, 2022; Ramadhan et al., 2024; Vivek et al., 2023). Audio
recordings contributed to the data’s quality and clarity (Erdmann & Potthoff, 2023; Fang
et al., 2023; LaDonna et al., 2021) and helped identify data saturation when information
became repetitive (Erdmann & Potthoff, 2023; Janis, 2022; Naeem et al., 2024; Su et al.,
2024). Repeated visits for member-checking and record reconfirmation with triangulation
further validated the clarity of the data. I used various dialog methods to establish
accurate, high-quality, information-enhanced data validity.
I applied member checking for data interpretation that could enhance
transferability by ensuring that the study’s interpretations accurately reflect participants’
experiences, allowing restaurant owners and managers to review preliminary findings,
confirming the credibility and relevance of the data. The process strengthens the study’s
applicability, helping future researchers and practitioners determine if the findings are
adaptable to other settings. These verification step enhances data reliability, making it a
valuable resource for future research on strategic planning and sustainability in small
restaurant businesses. Also, in the absence of pilot testing, I followed the advice from the
academic advisor (Chair), who reviewed the interview questions for clarity, relevance,
and alignment with the research question and sought feedback on question-wording,
sequence, and potential biases to refine the interview structure and ensure data quality.
Also, I used a think-aloud protocol by reviewing with a research colleague and research
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assistant to go through the interview questions while verbalizing their thoughts, which
helped identify confusing, ambiguous, or leading questions before engaging actual study
participants.
Transferability depends on the reader’s interpretation of the work within the
context provided by the research. The applicability of the research findings could link the
reader’s perspective and the relevance of the findings to their specific context (Drisko,
2025; Morokhovych & Morokhovych, 2023; Pandey & Snigdh, 2022). I employed
triangulation to assess the transferability of the results, aligning the study with existing
research to ensure consistency and validation (Ancker et al., 2021; Donkoh & Mensah,
2023; Friesen et al., 2021). I enhanced the concept of transferability by using data
saturation and triangulation techniques, suggesting potential future extensions of the
research. Data saturation was vital in demonstrating the study’s thoroughness, reliability,
and rigor (Drisko, 2025; Janis, 2022; Naeem et al., 2024; Sadeghi Moghadam et al.,
2021; Su et al., 2024). A comprehensive description of the research study and its key
assumptions could provide support transferability, aligning with the reasoning of those
seeking to apply the findings in other contexts.
I conducted an audit trail and triangulation and reflected on the striking journal
references in engaging the participants. I conducted repeated peer reviews of the study’s
progress, ensuring feedback aligned with established vital concepts discussed during
interviews. The triangulation, audit trail, and reflexivity indicated that the research
achieved confirmability (S. K. Ahmed, 2024; Kvale et al., 2023; Siddiqui & Sharp,
2021). Rich detailed documentation included reflections made during and after the
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interviews, recorded in a diary for future reference; at the same time, the audio recordings
provided a chronological record to support future verification and detailed research
implementation.
Ensuring data saturation in qualitative case study research is critical for
maintaining findings’ reliability, depth, and validity. I achieved data saturation when
additional data collection no longer revealed new themes, insights, or variations,
signaling thorough coverage of the research question. Purposeful sampling methods, such
as maximum variation and criterion-based sampling, help ensure a diverse, meaningful
dataset, while an optimal sample size prevents both limited theme development and
redundancy. I reached data saturation with six participants in this study through an
iterative process that included semi-structured interviews, real-time analysis, and
repetitive member-checking cycles. I verified data through participant follow-ups,
triangulation, and NVivo coding, which revealed no new codes or divergent insights.
Repeated patterns, cross-case consistency, and alignment with existing literature
confirmed data saturation and demonstrated the study’s rigor and contribution to
scholarly knowledge.
Transition and Summary
From the preceding, I explored qualitative multiple-case study research on the
strategies a successful Canadian small restaurant business employed in fostering
sustainable, profitable returns. In Section 2, I included the purpose statement, the role of
the researcher, participants, research methodology and design, data collection, and
analysis. I engaged with the restaurant’s managers to gather data, meticulously
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scrutinizing and documenting the information using the triangulation technique to ensure
its reliability and validity during the fieldwork. Section 3 includes a detailed analysis of
the data received, a summary and deduction of findings, a presentation of the result, and
recommendations.
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Section 3: Application for Professional Practice and Implications for Social Change
Introduction
The purpose of this qualitative multiple-case study was to explore the strategic
planning processes used by small restaurant business managers to achieve profitability
and sustainability beyond 5 years. I collected data from six experienced restaurant
managers through semistructured interviews, direct observations, and document reviews.
The research question guiding the study was: What strategic planning processes do small
restaurant business managers use to achieve profitability and sustainability beyond 5
years? I recorded interviews, transcribed using Microsoft Co-Pilot, and analyzed using
NVivo software to code responses systematically. I employed thematic analysis
following Braun and Clarke’s (2022) method, organizing broader codes into subthemes
and refining them into five main themes: operational efficiency, inventory management,
management and supervision, staffing and training, and financial planning.
To deepen insights and ensure credibility, I conducted site visits to observe
strategic practices such as workflow efficiency, chefs’ and servers’ management of
kitchen workflow data, kitchen operations, inventory control, and employee interactions.
I reviewed business documents, including training manuals, inventory logs, and financial
records. I supplemented primary data with secondary sources like social media feedback
and the local Business Chamber of Commerce’s recognition. These triangulated data
sources reinforced the core findings and highlighted the consistent application of strategic
planning across diverse settings. An audit trail, repeated member-checking, and
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document analysis confirmed data saturation and ensured the study’s trustworthiness,
validating that the findings reliably addressed the research question.
The main themes were operational efficiency, management and supervision,
inventory management, staffing and training, and financial planning. The findings of this
study provide insight into successful planning strategies for sustained profitability in
small restaurant businesses.
Presentation of the Findings
The research question was: What strategic planning processes did small restaurant
business managers use to achieve profitability and sustainability beyond 5 years? The six
business managers for the semistructured, private interview were identified (labeled) as
P1, P2, P3, P4, P5, and P6, respectively for confidentiality. The six participants were
asked the same questions for the thematic analysis, and the themes aligned with the
research questions.
Prior experience could enhance the entrepreneur’s understanding of the
restaurant’s market opportunities and planning processes, increasing the likelihood of
perseverance and sustainability in the restaurant business. Restaurant managers require
capacity and capability assessments, such as human capital that consists of knowledge
and skills entrepreneurs gain through education, training, and experience, that could
enhance cognitive functions, resulting in more perseverance, performance, and sustained
market competition (Kucharčíková et al., 2023). The years of experience of the restaurant
managers (participants) that were more than 5 years have contributed to the quality of
responses that could support performance efficiency and reliability of the data. The five
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thematic outcomes showed the frequency (percentages) of the themes identified in the
study are in Table 1, whereas Table 2 shows the participants’ years of experience.
Table 1
Frequency of Themes in Strategic Planning Processes of Small Restaurants
Themes
Frequency of themes in participants’ phrases
Operational efficiency [OE]
30%
Inventory management [IM]
20%
Management and supervision [MS]
20%
Staffing and training [ST]
15%
Financial planning [FP]
15%
Table 2
Years of Experience of Participants
Participants
Years of experience
P1
25
P2
9
P3
8
P4
12
P5
10
P6
15
Theme 1: Operational Efficiency
All participants directly or indirectly mentioned all of the emergent themes of
operational efficiency, with P1 and P6 stressing the use of continual manipulation of
operational strategies with forecasts to achieve performance. The evaluation tool of the
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constructs of the conceptual framework identified operational efficiency as a strategy for
resource and capability maximization for performance and profitability (Bagna et al.,
2024; Benchener & Li, 2021; Sumantri et al., 2023). The restaurant’s success could be
attributed to the planned, continual, and efficient application of the conceptual RBV-
DC’s operationally efficient practices to maintain a competitive edge.
The responses of all six restaurants, particularly P1 and P6, demonstrated the
benefit of efficiencies in their planning and operations to attain performance
differentiation. P1 stated, “I monitor sales daily, the staff and even yourself, being there
always to make sure that you take your stock, you take your inventory and then check
how much sales you make, comparing to records,” and P6 mentioned,
We are tracking the performance of the equipment during use and repair intervals
to determine the service life and sales. When we use the gas we are tracking, what
value does this thing give us? We also have some specialized people that we
engage once every 6 months that come around to look at our specialized
equipment; we hire them. They are maintenance people; we hire them, and they
come, and they go over our equipment to check. So, with this, we do not suffer
any breakdown.
Other participants similarly stressed the importance of routine continuous maintenance of
all equipment. The highlights that supported the identified themes as broadly expressed
by P1 and P6 emphasized the advantage of regular sales reviews versus costs to ensure
profitability, equipment maintenance to avoid breakdowns, as the business operated
almost every day, and the use of technology and updated equipment to streamline
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operations. The contribution of these resources significantly improved a firm’s
performance by optimizing operations and reducing costs (see Bhole, 2025).
From the findings, the data indicated that P1 emphasized sourcing food from
multiple vendors to manage costs and the need for planning due to COVID-related
delays. Participants maintained consistent quality by keeping products the same despite
supplier suggestions. Planning processes involved a strategic proactive survival strategy
on socio-environmental stewardship during pandemic times (Elshaer, 2022; Zapata-
Cuervo et al., 2023), employee cognitive knowledge, planned emergency response
approach (Ibrahim & Al‐Tabbaa, 2024), and stress control (H. Chen & Qi, 2022) that
could retain market differentiation, survival, and performance. Consequently, these
successful restaurants experienced sustained market dominance, performance, and profit
responsibilities during the pandemic. P2 focused on using technology, such as Clover, to
monitor sales and inventory more efficiently, highlighting the role of technology in
achieving operational efficiency. Implementing online technology to innovative software
could demonstrate resource alignment, capability edge, and performance resource and
service capability forecasts to reflect a sustained market performance (Dong et al., 2023;
Goralski & Tan, 2022; Kafoe, 2024). The restaurants achieved a competitive edge,
creative orientation on service planning and processes for outstanding customer retention,
sustained profitability, sustainability, and market dominance. The outcome supported the
applicability of RBV-DC theoretical basis, differentiating performance and competitive
edge. P3 stressed the importance of having equipment in good condition to avoid
operational disruptions, reinforcing the role of maintenance in operational efficiency. P4
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pointed out that maintaining standards was crucial for operational efficiency, which
involved regular checks and adherence to quality. Maintenance of capital equipment was
an essential resource for performance matrices (Iyer et al., 2023; Manoharan et al., 2021)
that reflected operational control, cost-effectiveness on gains, and performance. P5
underlined the significance of having a streamlined process to handle peak times
effectively, whereas P6 highlighted the importance of customer preferences and quality
control in maintaining operational efficiency. Quality service and timely delivery were
crucial planning elements for effective service performance, necessitating efficient
worker communication (Afifi et al., 2023). Regular performance evaluations and
adjustments, recognizing market opportunities, and mastering intangible organizational
assets were applied to enhance sustainability, profitability, and differentiation in the small
restaurant industry. The restaurant’s business managers used effective coordination,
integrated skills, and employee communication to address data gaps and uphold
performance metrics tied to the research construct’s intangible asset or technological
manipulation and efficient operational performance monitoring. Operational efficiency
was critical for optimizing workflows, refine chefs’ and servers’ management strategies
by leveraging insights from kitchen workflow data, reducing costs, and improving service
delivery, making it a significant part of strategic planning for small restaurants.
Documentation during the primary data collection indicated just-in-time (JIT) and
efficient service delivery, as supported in this theme (operational efficiency). The
secondary data that supported this theme was the public comments and reviews on stand-
by employees during peak periods that ensured consistent quality services for take-out
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and sit-in meal orders’ customer satisfaction from the social media platform and online
reviews on JIT services (from Tripadvisor and so on).
Theme 2: Management and Supervision
The second emergent theme was management and supervision, highlighted by all
participants regarding the participation of the restaurant owner in daily operations and
monitoring to prevent theft and waste, strategic planning and scheduling to ensure
smooth operations and resource allocation, and the emphasis on being an excellent boss
to retain reliable and hardworking staff. The efficient management of the resources and
capabilities relied on efficient RBV-DC controls that depended on resource deployment
and performance (Do et al., 2022; Sheng et al., 2024; Zakrzewska-Bielawska & Lewicka,
2021). Participatory or hands-on supervision was essential for successfully managing the
planned restaurant activities. P1 stressed the importance of the owner’s active
involvement in daily operations to prevent theft and ensure smooth functioning. P2
highlighted the need for strategic planning and scheduling to ensure smooth operations
and resource allocation. P3 emphasized the role of active supervision and regular checks
on inventory and sales. P4 pointed out the need for effective resource allocation and
managing vendor relationships. P5 discussed the importance of being a good boss and
having a strategic plan. P6 added the need for hands-on management and active
supervision to maintain business continuity. All the participants confirmed the need for
active participation in daily operations, regular inventory and sales monitoring to detect
discrepancies, continuous revision of operational plans in response to digital forecasts,
strategic planning for resources, and managing vendor relationships to maintain business
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continuity aligned with the research constructs’ resource allocation and performance.
Management and supervision were fundamental to successfully implementing strategic
initiatives and ensuring smooth daily operations, making this a crucial component of
overall strategic planning. During the primary data collection, the restaurants kept a
report of customers’ feedback that I reviewed, as well as best practices’ processes and
procedures that emphasized the significance of management and supervision. Also, the
primary data indicated that restaurant managers used continual data analytics and
forecasts to emphasize the importance of active operational involvement, regular
inventory and sales monitoring to identify discrepancies and continuous revision of
operational plans based on digital forecasts. These data highlighted the role of strategic
resource planning and vendor relationship management as essential for maintaining
business continuity. These practices align with the research constructs of resource
allocation and performance optimization in small restaurant businesses. The secondary
data, such as the online JIT service comments from the customers on commendable
quality and agile services from online reviews (Tripadvisor), prompt chefs/servers’
management strategies using the data from kitchen workflow, and comments on adequate
staffing demonstrated the quality of customer services during peak hours, customer
opinion, and continuous performance improvement from these restaurants that supported
this theme.
Theme 3: Inventory Management
The third identified theme was inventory management, which was mainly
common in the dialogue with P1 and P6. The finding aligned with the RBV-DC theory
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from the RBV perspective, which was a suitable framework for resource management in
modeling a small enterprise that combined planning and management activities.
Decision-makers could leverage creative trends to outline the path dependence in
managerial reasoning (Bari et al., 2022). Consequently, small business entrepreneurs
could often utilize the RBV-DC combination to formulate strategies for business
continuity and market positioning. Business leaders could efficiently evaluate resource
and capability metrics by focusing on fundamental aspects such as imitability, value,
irreplaceability, and non-transferability to drive profitability.
Businesses could modify their planning processes to ensure strategic survival
during an epidemic. Reviewing the supply chain and ongoing supply processes, along
with enhancing communication in digital spaces, improved planning for consistent
service and performance, especially during pandemic situations (Arslan et al., 2022; Gani
et al., 2023; Gottardello & Karabag, 2024; J. Li et al., 2021). Collaborative efforts among
business leaders and employees, supply adjustments, adaptation, and digital technologies
helped maintain consistent performance, market presence, and profitability. Participants
ensured an adequate supply of resources and incorporated an adaptive planning process
into their strategic plans to sustain operations and market positioning during pandemic
outbreaks, changing weather, community events, and holidays.
The theme highlights included keeping an accurate and adequate inventory to
prevent stockouts and lost sales, with regular inventory checks and adjustments based on
historical data and projections. The findings showed that P1 kept a close watch on
inventory levels to avoid stockouts, particularly during peak periods. The participants
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adjusted the inventory based on expected demand during different times of the year.
Business leaders consistently conducted a holistic and comprehensive integrated
performance review of planned outcomes and strategic alignment across operations.
Organizations identified inefficiencies in projected performance to enhance resources and
adjust capabilities (Angelini et al., 2022). The small business leaders continually
exhibited performance agility and used performance records to guide adaptive planning
and execution. The restaurant managers tracked progress and daily performance,
documenting deviations from projected results for future adjustments that supported
strategic continual planning. P2 used historical data and projections for inventory checks
and adjustments to ensure accuracy and adequacy. Knowledge-based management skills
were essential for planning and learning from existing businesses with similar resources
and capacities. Small business managers enhanced their foresight for operational
projections, reduced rigidity in managerial thinking, and developed skills that opened
business opportunities, improved strategic planning, and enhanced operational efficiency,
leading to increased profitability (Ahmad et al., 2024). Favorable consideration,
adaptability, confidence, and careful evaluation by small business decision-makers
promoted positive outcomes in strategic operations. The small business maneagers
leveraged relevant, practical, knowledge-based learning to improve performance
outcomes, influencing future intangible assets for business success and profitability. P3
highlighted the use of technology for inventory management and the need for regular
checks. Restaurants emphasizing innovative leadership traits in process planning gained a
competitive edge. Innovative restaurant leaders leveraged inclusive capability resources
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to foster continuous improvement and sustain profitability. Integrating digital
technological innovation with resource planning drove lasting performance and market
dominance (Goralski & Tan, 2022; Lauer et al., 2021). Incorporating ongoing creative
technological collaboration into restaurant planning and service offerings created a
competitive advantage and distinguished performance. Restaurant leaders promoted
innovative thinking in service planning and process projections to enhance customer
satisfaction and loyalty. P4 focused on preventing waste and managing inventory based
on seasonal demand. Businesses that adopted waste minimization, eco-friendly resource
utilization, and efficient energy and supply management supported sustained performance
stewardship. Small business managers who mastered planning tools within a sustainable
business environment created recognition and set environmental performance standards,
attracting health-conscious customers (Alsafar, 2021; Eren et al., 2023; Kim et al., 2023;
Ogunmola & Kumar, 2024). Although it was uncertain whether small business managers
that always pursue sustainable eco-environmental commitments, incorporating
environmentally friendly practices enhanced business patronage and sustainability. P5
emphasized the need for planning and efficient inventory management to avoid losses.
Managers looking for change opportunities transformed resource conservation into
resource exploitation. Leaders who proactively adopted RBV by integrating DCs in
response to evolving internal and external competitive environments achieved continuous
improvement and adjustments (Amiri et al., 2023; Kaur, 2022; Mongkol, 2022). By
optimizing resource-capability management, managers converted resource conservation
into exploitation, enhancing the firm’s competitive edge, asset base, economic standing,
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and strategic momentum, ultimately driving sustainable gains. P6 discussed the
importance of balancing having enough stock and avoiding excess inventory. Small
business managers could optimize resource management and capabilities to guide the
business along a steady path of development and survival. Furthermore, business leaders
aligned strategic planning with efficient and sustainable decision-making, particularly
during challenging economic periods, by leveraging resources and capabilities in a
competitive environment (Ahmad et al., 2024). During low business performance,
business owners could adjust the external influences on strategic plans and processes
(Elkhwesky et al., 2023; Handoyo et al., 2023). Decision-makers adhered to proven
strategic planning methods focused on optimizing resources and capabilities to ensure
continuous growth and profitability in the restaurant business. The future of strategically
aligned restaurant operations reflected effective resource and capability management
despite uncertain competitive and economic conditions that could impact profitability and
sustainability. All participants reported the opportunities to document accurate
inventories, use technology to enhance performance monitoring and make seasonal
adjustments tied to the research constructs of intangible asset manipulation and resource
allocation, respectively. Inventory management was essential for controlling costs,
preventing waste, and ensuring the availability of menu items, representing a substantial
portion of the strategic planning efforts.
During data saturation and repetitive member-checking exercises, the
documentation from the primary (workflow and customer-count sensor) data indicated
supervisory oversight on the stand-by employee onboarding and quality of the services by
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the floor supervisor, as commended by the online customer review on food services while
equipment maintenance inventories, also supported this theme (management and
supervision).
Theme 4: Staffing and Training
Staffing and training were the fourth theme identified in the data analysis,
predominantly noted in the conversation with P1 and P5, and the other participants
mentioned the same theme in the discussion. The finding aligned with the RBV-DC
conceptual theory that modifying DC and the RBV, such as the VRIN resources could
replace redundant strategic ventures and opportunities, provide new insights through
training, and allow for adaptive planning and projection adjustments in corporate firms
(see E. Ahmed et al., 2022; Kafoe, 2024). A company’s competitive advantage hinges on
mastery, knowledge, and adaptation of planning processes (Dossena et al., 2021;
Kucharčíková et al., 2023). Leaders employed DC mechanisms in planning activities to
foster business renewal, re-enactment, and add value to corporate offerings, thereby
increasing the firm’s resource base at minimal management cost. Small business leaders
integrated training with development strategies and adhered to managerial guidelines for
resource and DC strategic improvement plans.
The theme highlights were hiring experienced staff and providing training tailored
to the restaurant’s specific needs, maintaining a pool of part-time or casual staff to cover
for regular staff on vacation or during peak times, and regular staff meetings and open
communication to incorporate staff feedback and improve operations. The data indicated
that P1 trained staff to handle multiple roles to cover absences and busy periods. All
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participants emphasized regular training to ensure an understanding of portion control
and quality standards. Workers needed knowledge-based orientation and training to
enhance their sensitivity to projections that would improve effectiveness and performance
by integrating resources and capabilities. Managers who acquired new skills, methods,
and process modifications ensured the strategic value of adaptive projection, which was
the responsibility of business managers or associates (Zakrzewska-Bielawska & Lewicka,
2021). This knowledge transfer and training required corporate employees and leadership
engagement aligned with business plans, justification, and trackable executions.
However, small business managers needed some enlightenment to adopt performance
empowerment and rewarding employee development projections, ensuring long-term
resource commitment. P2 expressed a flexible workforce by hiring experienced staff and
providing tailored training. Business managers utilized information sharing among
departmental planners to implement strategic training and development resources,
addressing capability gaps. Strategic planners integrated educational models, planning
interdependence, and planning evaluation to enhance capabilities (A. Singh, 2024). H.-M.
D. Wang and Sengupta (2016) emphasized that business leaders could continuously
adjust resource and capability planning to alter strategic projections, initiate game-
changing strategies, and recalculate performance for better market positioning. Small
business managers leveraged modern technology to support educational models needed
for proactive internal adjustments, projected business expectations and gains,
performance tracking, enhancement, and monitoring of acquired software to foster a
competitive strategic edge. P3 focused on the importance of staff meetings and open
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communication to improve operations. Business managers utilized information sharing
among departmental planners to implement strategic training and development resources,
addressing capability gaps. Strategic planners integrated educational models, planning
interdependence, and planning evaluation that enhanced capabilities (see A. Singh, 2024).
Business strategic retreats required redesigning possible approaches incorporating
the short-range adjustment for quick realignment that translated to prosperity, futuristic
consideration, skill enhancement, and adjustable projections and operations (Lauer et al.,
2021). Small business managers leveraged modern technology to support educational
models needed for proactive internal adjustments, projected business expectations and
gains, performance tracking, enhancement, and monitoring of acquired software to foster
a competitive strategic edge. P4 highlighted the significance of having a pool of part-time
or casual staff to cover for regular staff during vacations or peak times. Miao et al. (2023)
highlighted the competitive opportunities of strategic social networks and collaborative
planning, which led to more effective resource-capability targets and projections.
Additionally, the benefits of an organizational system enhanced by social network-driven
strategic planning strengthened capability dynamics and value for competitiveness
(Fabrizio et al., 2022; Jibril & Adzovie, 2022; X. Liu & Zhang, 2024; Palacios-Marqués
et al., 2021; S. Singh et al., 2022; Thiel, 2021). Digital resources optimized capabilities
and facilitated back-calculations for timely responses and progress, improving restaurant
outcomes. Furthermore, the emergence of digital technology that tracked employees’
active time at their workstations, customer- count sensor data, duration of scheduled
meetings, and individual contributions provided measurable insights with financial
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implications that benefited small business managers. P5 stressed the need for good
management and supervision to retain reliable staff and ensure smooth operations.
Incorporating employee resource and capability management skills into the
organizational structure, including frontline supervisors, and using key performance
indicators and scorecards ensured sustained business performance. Tracking
sustainability progress highlighted sustainability metrics and enabled prompt mitigation
by corporate decision-makers (Sharma et al., 2021). Continuously reviewing
sustainability drivers facilitated forecasting change adaptation and learning from
decision-makers and change agents (Biswas & Verma, 2023). Implementing genuine
sustainability or thrive-ability stewardship extended to frontline leaders, resulting in
progress through monitoring metrics, corporate managerial responsibility, and patronage
that supported sustainability. P6 discussed the need for ongoing training and the
importance of being an excellent boss to retain staff.
Managers developed and enhanced DC to achieve continuous performance,
avoiding over-reliance on existing DC that might diminish over time in a competitive
environment. Optimization of learnings and risk planning mitigation of performance
fluctuation and activity overlaps, skills, know-how, cross-departmental functions, and
product variety posted a competitive edge (Fabrizio et al., 2022; Kristinae et al., 2023).
Efficient planning for RBV and DC optimization depended on the organizational
lifecycle of DC, RBV, and strategic management aligned with the business plan and
operations. Small business leaders closely coordinated available resources and
capabilities, fostering loyalty and good employee relationships to ensure sustainable
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performance and competitive advantage in the business sector. All the participants
emphasized multi-tasking, staffing adjustments based on demand, and continual training
on standard practices tied with research constructs of resource allocation and
performance enhancement. Staffing and training were 15%, which could indicate that
proper staffing and continuous training were vital for maintaining service quality,
reducing turnover, and ensuring employees are well-equipped to meet customer demands,
which was a key focus in strategic planning. Documents provided during the primary data
collection such as employee training manuals, customer-count sensor and floor staffing
hourly data results, and current and projected staffing schedules, computer-based training
modules for new hire and refresher indicator for existing staff, highlighting structured
training and workforce management validated this theme (staffing and training).
Theme 5: Financial Planning
Financial planning was the fifth theme identified and confirmed by all
participants, involving regular tracking of sales and costs to adjust pricing and menu
items accordingly and using financial data to make informed decisions about resource
procurement and inventory management. Finance was a tangible asset for assessing
financial health, resources, capability planning, and strengthening the capital base
through digital finance bases to secure valuable and sustainable financial planning advice.
All the participants reiterated that financial planning was critical for procuring resources,
capability, and other profiting assets that affected the business performance and bottom
line. The participants identified cost management that included regular reviews of sales
versus costs to ensure profitability and manage cash flow, insurance (for incidents
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coverage or flood events), break-even, and profit margins alongside quality service. P1
expressed a regular review of sales versus costs to ensure profitability and manage cash
flow, and P2 emphasized using financial data to make informed decisions about resource
procurement and inventory management. P3 stated the importance of tracking sales and
costs to adjust pricing and menu items; accordingly, P4 highlighted the need for financial
planning to cover unexpected events like floods. P5 focused on breaking even food costs
and fixed expenses while maintaining quality, while P6 stressed the importance of having
comprehensive insurance and making data-driven decisions. Planning constraints of
business owners included limited financial and operating resources that could create
unaffordable resource challenges (Della Corte et al., 2021). P1, P4, and P6 particularly
highlighted the need for comprehensive planning to handle unexpected events and
maintain business continuity. The participants mentioned the imperative to review the
financial status, resources, and business projections to improve financial capability and
strengthen the worth and financial potential of the business to ensure profitability and
sustainability, which aligned with the research constructs’ resource allocation and
performance. Financial planning indicated that strategic financial planning, including
budgeting, cash flow management, and contingency planning, was vital for sustaining
profitability and managing financial risks, making it a significant part of the strategic
planning process. Records of cashflow and suppliers’ credibility from the primary data
collection on the financial records demonstrated a sound financial management and
suppliers’ credit worthiness that emphasized this theme (financial planning).
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Overall, the percentages for the themes indicated that operational efficiency was
the most crucial aspect expressed by the participants that would improve performance
and sustainability and could vary depending on individual small restaurant businesses’
specific context and priorities. The financial planning, staffing, and training were the
least critical, based on the ability of these restaurant managers to effectively manage the
resources and grow the restaurant business, contributing to sustained profitability. The
distribution reflected the relative importance of each theme in contributing to profitability
and sustainability.
The consistent alignment between the findings, RBV-DC, contemporary
literatures on planning strategies for sustained profitability and competitive advantages
from these successful small business restaurants underscores the significance of efficient
operations, inventory control, employee training, managerial oversight, and financial
planning in ensuring business longevity. By applying these strategic insights, small
restaurant owners can make informed decisions, enhance profitability, and build
resilience in an increasingly competitive industry.
Correlation to the Existing Literature
Relating the themes of operational efficiency, inventory management, staffing and
training, management and supervision, and financial planning to the existing literature on
strategic planning processes for the profitability and sustainability of small restaurants,
examining how each theme confirms, disconfirms, or extends existing knowledge:
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Operational Efficiency
Operational efficiency is a fundamental driver of profitability in the restaurant
industry and ensures effective utilization of resources while minimizing waste.
Streamlined processes enable faster service delivery, enhancing customer satisfaction and
fostering repeat business. Nedzvedskyi et al. (2024) highlighted the role of financial
planning, including budgeting and cash flow monitoring, in maintaining operational
efficiency, allowing restaurants to navigate economic fluctuations while sustaining
profitability. Additionally, the integration of technology significantly enhances
operational processes. The RBV-DC theory reflected adaptable inventory practices based
on demand fluctuations (Do et al., 2022; Kafoe, 2024). Also, the contribution of valuable
technological resources could significantly improve a firm’s performance by optimizing
operations and reducing costs (Raksudjarit et al., 2024). Automated inventory systems
and digital ordering platforms have reduced costs, optimized workflows, and improved
service speed, contributing to increased profitability (Wei & Simay, 2023), and the
practices were noticeable in the planning and services dispensed at these six restaurants.
Inventory Management
Efficient inventory management is crucial in minimizing food waste, controlling
costs, and improving profit margins. Regular inventory audits and the implementation of
JIT inventory systems help restaurants maintain optimal stock levels. Tracking
sustainability progress highlighted sustainability metrics and enabled prompt mitigation
by corporate decision-makers (Kucharčíková et al., 2023; Sharma et al., 2021).
Combining robust inventory management resources and the capability to adapt to
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changing demands provided a significant competitive advantage (Amiri et al., 2023; Sule
& Oshi, 2022). Inventory management software provides real-time tracking, enabling
accurate forecasting and data-driven decision-making. Nedzvedskyi et al. (2024)
emphasized that vigilant inventory management is critical to controlling food costs and
ensuring financial stability. Furthermore, advanced automated inventory systems now
offer predictive analytics based on historical data, preventing overstocking and reducing
waste, further enhancing operational efficiency (Agrawal et al., 2023).
Staffing and Training
Well-trained staff are essential for delivering high-quality service and ensuring
smooth restaurant operations. Cross-training employees allow flexible staffing,
optimizing labor costs while maintaining service quality. Optimization of learnings and
risk planning mitigation of performance fluctuation and activity overlaps, skills, know-
how, cross-departmental functions, and product variety posted a competitive edge (Kero
& Bogale, 2023). Managers provided computer-based training that refreshed and
reminded the workforce of the expected performance, extending the team’s focus beyond
initial training.
Also, the dual approach of employee engagement and retention could ensure that
firms possess valuable human resources and continuously enhance their skills and
capabilities. Nedzvedskyi et al. (2024) asserted that effective labor cost management
through strategic employee training contributes to restaurant profitability. Moreover,
investing in comprehensive training programs improves customer satisfaction and
operational performance. Employees who receive regular training are more
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knowledgeable, efficient, and customer-oriented, leading to better service and increased
customer retention (Bhole, 2025; Gupta et al., 2024).
Management and Supervision
Strong management and supervision are vital for strategic initiatives that drive
profitability and long-term sustainability. Managers who prioritize cost control, quality
assurance, and employee motivation create an environment conducive to achieving
business objectives. Nedzvedskyi et al. (2024) underscored the importance of financial
planning in managerial decision-making, allocating resources effectively to support long-
term goals. Additionally, managerial roles have expanded to include the adoption of new
technologies and workflow optimization. Leaders who foster a culture of continuous
improvement could significantly impact the successful execution of strategies that
enhance business growth and sustainability (Wei & Simay, 2023). Also, unique
management practices and strong relationships developed over time and were embedded
in the firm’s culture, making practice and relationship difficult for competitors to
replicate (Chatterjee et al., 2024). Strong management practices and leadership were
valuable resources that could guide strategic direction and operational effectiveness
(Lijuan et al., 2023).
Financial Planning
A well-defined financial planning strategy, encompassing budgeting, forecasting,
and cash flow management, is crucial for restaurant sustainability. Adjusting financial
strategies in response to market trends is vital for a firm’s DC (Hitt et al., 2021). Also,
combining strategic financial planning with DCs enabled firms to stay financially
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resilient and capitalize on new opportunities (Raksudjarit et al., 2024). Nedzvedskyi et al.
(2024) identified financial planning as a cornerstone of success in restaurant
management, allowing business owners to maintain stability and drive growth. Digital
tools assist in tracking expenses, monitoring cash flow, and identifying financial trends,
all of which are critical to long-term business health (Wei & Simay, 2023). Setting
realistic financial goals and continuously reviewing performance metrics enable
restaurants to adapt to market trends and remain profitable. Modern accounting platforms
provide real-time financial insights, facilitating better decision-making.
Integrating operational efficiency, inventory management, staffing and training,
management and supervision, and financial planning into strategic planning processes is
crucial for small restaurant businesses seeking profitability and sustainability. Recent
research underscores the significance of these factors, offering valuable insights for
restaurant owners aiming to optimize operations. Furthermore, adopting technology and
data-driven strategies within these domains presents significant opportunities for business
improvement, aligning with contemporary best practices and ensuring long-term success
in the competitive restaurant industry.
Correlation to the Conceptual Framework
Strategic planning is essential for small restaurant businesses to achieve long-term
profitability and sustainability. The RBV-DC theories offer theoretical frameworks that
explain how businesses develop and utilize internal resources while adapting to
environmental changes. The themes of operational efficiency, inventory management,
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staffing and training, management and supervision, and financial planning align with
these theories, illustrating their impact on business performance and competitiveness.
RBV and Strategic Planning in Small Restaurants
The RBV posits that firms achieve competitive advantage by effectively
managing VRIN resources ( see Lubis, 2022; Malhotra et al., 2024). Within small
restaurant businesses, strategic planning aligns with RBV by ensuring that human capital,
financial resources, and operational processes are leveraged efficiently to enhance
profitability and competitiveness.
Operational Efficiency as a VRIN Resource. Operational efficiency enhances a
restaurant’s ability to deliver high-quality service while minimizing costs. Streamlined
workflows and optimized kitchen operations contribute to sustainable competitive
advantage (Zemlina et al., 2023). The restaurant managers enhanced valuable resources
such as digital technology (customer-count sensor results and sales forecast data), refined
chefs’ and servers’ management strategies by leveraging insights from kitchen workflow
data, and reliable equipment to achieve operational efficiency. The contribution of
modern and valuable resources significantly improved a firm’s performance by
optimizing operations and reducing costs (Saunkeah et al., 2021). The restaurant
managers used rarity and inimitability, which were unique operational practices, and
proprietary technologies that were rare and hard to imitate, providing a competitive edge.
Businesses with superior operational processes could differentiate themselves and sustain
profitability in competitive markets (Larbi et al., 2024). Such resources were difficult to
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replicate due to the complexity or firm-specific nature of offerings on sustained
competitive advantage (see Bari et al., 2022; Mendez-Vega et al., 2021).
Inventory Management as an Internal Capability. Effective inventory
management ensures cost efficiency, waste reduction, and supply chain reliability,
aligning with RBV’s emphasis on leveraging unique internal assets (see Lijuan et al.,
2023). The restaurant managers considered valuable resources such as accurate inventory
management systems and historical sales data, which were crucial for maintaining
adequate stock levels and preventing losses. Resources allowed firms to anticipate
demand and avoid stockouts, which was essential for operational continuity (Hitt et al.,
2021). The use of JIT inventory tracking allows small restaurants to minimize overhead
expenses while maintaining product quality (Sharma et al., 2021). The restaurant
managers used rarity and inimitability by adopting customized inventory management
practices and systems tailored to the restaurant’s specific needs, which demonstrated
prompt service responses.
Staffing and Training as a Human Capital Resource. The restaurant manager
considered valuable resources such as skilled and well-trained staff as valuable assets that
contributed to the quality of service and overall efficiency. Human capital was a vital
resource in the RBV framework due to its impact on productivity and service quality
(Hitt et al., 2021). Well-trained employees improve customer service and restaurant
performance, making human capital a valuable resource (Edwards et al., 2024). RBV
highlights employee expertise, engagement, and adaptability as essential for business
sustainability (Vardan, 2024). Also, the restaurant managers used rarity and inimitability,
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such as adequate training programs and a positive organizational culture that attracted
and retained talented staff, which were rare and challenging for competitors to duplicate.
The managers created a strong culture and comprehensive training programs were
complex and embedded in the firm’s operations, making these training programs
inimitable.
Management and Supervision as a Strategic Resource. Strong management
practices, clear role delegation, and structured supervision provide a framework for
growth and efficiency (see Wellton & Lainpelto, 2021). Effective leadership fosters
innovation and problem-solving, reinforcing RBV’s emphasis on managerial capabilities
as a source of competitive advantage (Malhotra et al., 2024). The restaurant managers
had valuable resources such as strong leadership and active involvement in daily
operations to ensure smooth operations and prevent issues. Effective management
practices were critical resources influencing a firm’s strategic direction and operational
effectiveness (Barante, 2023). Also, the restaurant managers explored rarity and
inimitability as unique managerial practices and strong relationships with employees and
suppliers that demonstrated a distinctive advantage. Also, the relationships and practices
could have developed over time or embedded in the firm’s culture, making the
relationships and practices difficult for competitors to replicate (Chatterjee et al., 2024).
Financial Planning as a Strategic Asset. Financial planning enables restaurants
to allocate funds efficiently, mitigate risks, and enhance profitability (see Mehta, 2024).
Also, businesses with superior financial management practices maintain economic
resilience and investment capacity, supporting long-term growth (Lijuan et al., 2023).
115
The restaurant manager considered valuable resources such as comprehensive financial
planning and regular financial performance reviews essential for maintaining profitability
and managing resources. Financial resources practices could help businesses allocate
resources efficiently and make informed strategic decisions (Kucharčíková et al., 2023).
Also, the restaurant managers explored rarity and inimitability, such as sophisticated
innovative financial management systems and expertise, which were rare and difficult for
competitors to replicate. Advanced financial planning capabilities, built on experience
and firm-specific knowledge, could offer a competitive advantage (Barante, 2023).
Dynamic Capability Theory and Small Restaurant Adaptability
The DC extends RBV by emphasizing an organization’s ability to reconfigure,
adapt, and integrate resources in response to dynamic market conditions (Teece et al.,
1997). Strategic planning under DC ensures that small restaurant businesses remain agile
and responsive to changing consumer preferences, economic shifts, and industry trends.
DC refers to the organization’s ability to integrate, build, and reconfigure internal and
external competencies to address rapidly changing environments (Issa, 2022).
Operational Efficiency as a Dynamic Capability. Restaurants that continuously
refine service processes, kitchen workflows, and menu offerings demonstrate agility and
adaptability (see Girod et al., 2023). The restaurant managers sensed opportunities and
threats by continuously monitoring and adapting to technological changes and market
demands to enhance operational efficiency. Issa (2022) emphasized the importance of
sensing environmental changes to adapt and innovate. Also, technology adoption,
workflow redesign, and automation enable restaurants to maintain a competitive edge
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(Zemlina et al., 2023), and the restaurant manager seized emerging opportunities to
implement new technologies and processes to improve efficiency and responsiveness.
The capitalization of identified opportunities enhanced operational capabilities (da Silva
et al., 2023).
Inventory Management as an Adaptive Strategy. Market fluctuations and
supply chain disruptions necessitate dynamic inventory management approaches (Larbi et
al., 2024). The restaurant managers sensed opportunities and threats to identify trends and
fluctuations in demand and adjust inventory levels accordingly. The restaurant manager
understood market signals and customer needs (Sule & Oshi, 2022). In addition, the
integration of predictive analytics and supplier collaboration demonstrates sensing and
responding capabilities, key elements of DC (Lijuan et al., 2023). The ability of the
restaurant managers to seize emerging opportunities by adopting advanced inventory
management systems and practices to optimize stock levels and reduce costs. Firms had
to be agile in integrating new systems to stay ahead of demand changes (da Silva et al.,
2023).
Staffing and Training as an Adaptive Resource. The high turnover rate in the
restaurant industry makes continuous workforce development a crucial DC (see Pandyan,
2024). The restaurant managers were efficient in sensing opportunities and threats by
recognizing the need for new skills and capabilities among staff that met the changing
customer expectations and market conditions, which involved continuous learning and
development (Mohamed, 2021). Moreover, training, cross-skilling, and retention
strategies ensure service quality despite workforce changes (Vardan, 2024). The
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restaurant managers seized emerging opportunities to develop and implement training
programs to build the necessary skills and capabilities within the workforce. Effective
training programs helped develop DCs (Sheng et al., 2024).
Management and Supervision as a Leadership Capability. Effective
leadership requires adjusting management structures, implementing feedback systems,
and fostering innovation (see Wellton & Lainpelto, 2021). The restaurant managers were
aware of internal and external changes that might impact operations and made proactive
adjustments. Effective management could require anticipating and responding to changes
(Mohamed, 2021). Also, managers who act as strategic change agents align operations
with consumer preferences and industry standards (Girod et al., 2023). The restaurant
managers seize the opportunities to reconfigure the organizational structures and
processes to improve management effectiveness and adaptability. The business
adjustments could make strategic changes better aligned with market demands (Sule &
Oshi, 2022).
Financial Planning as a Resilient Strategy. Economic uncertainties require
adaptive financial strategies, such as budget restructuring, pricing optimization, and
contingency planning (see Agrawal et al., 2023). The restaurant managers applied
continuous financial performance and market conditions monitoring to address potential
risks and opportunities. Monitoring could require a strategic approach to financial
management (Mohamed, 2021). Additionally, small restaurants that regularly reassess
financial plans demonstrate financial agility, a core principle of DC (Lijuan et al., 2023).
The restaurant managers seized emerging opportunities, including adjusting the financial
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strategies and resource allocations to capitalize on new opportunities and mitigate risks.
Effective financial planning enables firms to adapt to changes and sustain growth (Sheng
et al., 2024).
Integrating operational efficiency, inventory management, staffing and training,
management and supervision, and financial planning within the RBV and DC
frameworks highlighted how small restaurant businesses leverage their internal resources
and adaptive capabilities to achieve profitability and sustainability. RBV underscores the
role of unique and inimitable resources, while DC stresses the importance of innovation,
flexibility, and strategic adaptation. By aligning strategic planning with these theories,
small restaurants can enhance competitive advantages, improve operational resilience,
and successfully navigate market challenges.
Comparison and Contrast of Strategic Planning Themes in Small Restaurant
Businesses
The strategic planning components of Operational Efficiency, Inventory
Management, Staffing and Training, Management and Supervision, and Financial
Planning play a significant role in the profitability and sustainability of small restaurant
businesses. Reviewing existing literature highlights commonalities and distinctions in
how these factors impact business success. While some findings reinforce established
strategies, others introduce new opportunities for operational enhancements and
competitive adaptation in the evolving restaurant industry.
Operational Efficiency – The Role of Technology in Enhancing Processes.
Operational efficiency is crucial in restaurant profitability, as it facilitates optimized
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workflows, cost reduction, and improved customer service. Traditionally, businesses
have prioritized streamlining processes and effective labor management to improve
efficiency (Zemlina et al., 2023). However, more recent research highlights the growing
role of technology integration, including automated kitchen systems, AI-driven
scheduling, customer- count sensor data results, and digital ordering platforms, in
enhancing accuracy, speed, planning revision, and overall efficiency (Mehta, 2024). This
shift allows restaurants to move from manual operations to cost-effective, tech-driven
solutions and continuous planning adjustment that optimize service delivery.
In comparison with the literature, there is a similarity in workflow optimization
and service quality. Optimized operations remain a fundamental driver of operational
efficiency (D’Oria et al., 2021), while the difference lies in the adoption of automation
and AI-based technologies, which represents a shift away from labor-intensive models,
improving restaurant efficiency and scalability (Gupta et al., 2024).
Inventory Management – Adoption of Data-Driven Forecasting for Cost
Control. Inventory management remains essential for controlling costs and minimizing
waste, which directly impacts profitability. The traditional methods focus on manual
stock tracking and supplier coordination (Vardan, 2024). However, newer studies
emphasize adopting automated inventory tracking systems and predictive analytics,
enabling real-time inventory monitoring, demand forecasting, and improved waste
reduction. Digital augmentation of the inventory could provide accuracy in inventory
efficiency (Wellton & Lainpelto, 2021).
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Compared with the literature, there is a commonality in waste minimization, and
maintaining accurate inventory levels remain key concerns for restaurant sustainability
(Wellton & Lainpelto, 2021), while the change occurs in the shift from manual inventory
logs to AI-driven inventory management systems. Digital inventory tracking could allow
more precise stock tracking, reducing losses and enhancing cost efficiency (Mehta,
2024).
Staffing and Training – Increasing Workforce Adaptability Through AI and
Digital Learning. Employee training is essential for maintaining service quality and
operational efficiency. Traditional research emphasizes structured training programs,
leadership development, and cross-training as key workforce strategies (Pandyan, 2024).
However, recent trends highlight the growing importance of adaptive workforce models,
including remote training modules, AI-driven performance tracking, and flexible
scheduling. Restaurant managers’ alignment with the current digital orientation could
monitor and adjust during high employee turnover in the restaurant industry (Gupta et al.,
2024).
In comparison with the literature, there is a similarity in the consistency of
essential training programs for maintaining service quality. Training is a strategic
workers’ development exercise for performance and improved customer experience
(Vardan, 2024), while the change is in the introduction of AI-powered training
simulations and e-learning platforms that provide cost-effective and scalable workforce
development solutions (D’Oria et al., 2021).
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Management and Supervision – The Shift Toward Data-Driven Leadership.
Effective management and supervision are crucial in ensuring business stability and
profitability. Traditionally, managers have relied on experience and direct observations to
oversee restaurant operations (Wellton & Lainpelto, 2021). However, new research
emphasizes using data analytics, performance dashboards, and AI-driven intelligence
tools enhance real-time decision-making, labor optimization, and strategic planning
(Gupta et al., 2024).
Compared with the literature, the managers demonstrated proper coordination of
the floor workforce and servers, a common thematic observation in these six successful
restaurants. A commonality of decisive leadership and structured management practices
are critical for maintaining high performance and customer satisfaction (Pandyan, 2024),
while there is a difference in integrating data-driven insights and business intelligence
tools. Data analysis helps managers track performance metrics more accurately and
implement predictive solutions (Agrawal et al., 2023)
Financial Planning – The Digitalization of Budgeting and Financial
Management. Financial planning continues to be a fundamental aspect of business
sustainability, allowing restaurants to manage cash flow, forecast expenses, and ensure
profitability. Traditionally, financial planning relied on manual budgeting and periodic
financial reviews (Larbi et al., 2024). However, modern research highlights using AI-
driven financial management platforms, automated expense tracking, and real-time cash
flow monitoring, allowing restaurant owners to make more data-driven financial
decisions and mitigate risks (Wei & Simay, 2023).
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Compared with the literature, there is a similarity in budgeting, forecasting, and
expense control. Financial planning is a core component of financial stability (Larbi et
al., 2024), while there is a difference in the widespread adoption of cloud-based financial
management tools. Digital technology could provide improved accuracy, real-time
monitoring, and enhanced financial decision-making (Payili, 2025; Svancár et al., 2024).
From a view lens of emerging opportunities for business growth and
sustainability, findings from operational efficiency, inventory management, staffing and
training, management and supervision, and financial planning demonstrate that while
foundational business strategies remain relevant, technology-driven advancements
present new opportunities for restaurant owners. Integrating automation, AI-driven
analytics, and digital financial management allows businesses to enhance efficiency,
lower costs, and improve decision-making.
By combining established best practices with modern innovations, small
restaurant businesses can increase competitiveness, strengthen financial resilience, and
adapt to changing industry trends, ensuring long-term sustainability.
Application to Professional Practice
The findings of this study apply to small restaurant managers who have
successfully implemented planning processes to maintain profitability and sustainability
over 5 years in Alberta, Canada. These insights are also valuable for potential restaurant
managers seeking long-term financial stability. Key themes such as operational
efficiency, inventory management, staffing and training, management and supervision,
and financial planning influenced business success. By integrating these strategies,
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restaurant businesses can improve operational performance, enhance service quality, and
ensure consistent profitability.
Operational efficiency was essential for reducing costs and improving delivery
service. Restaurants benefited from standardized workflows, technology-driven inventory
tracking, and regular operational audits to identify inefficiencies. Effective inventory
management ensured menu availability while controlling costs through automated
tracking systems, refined chefs’ and servers’ management strategies by leveraging
insights from kitchen workflow data, JIT inventory practices, and optimized supplier
negotiations. Additionally, staffing and training were vital in enhancing customer service
and employee retention. Cross-training, structured training programs, and performance-
based incentives contributed to a well-trained workforce that improved overall efficiency.
Strong management and supervision reinforced operational consistency, with clear role
assignments, performance monitoring through KPIs, and leadership development
initiatives fostering a stable and motivated workforce.
Financial planning supported long-term profitability by ensuring proper
budgeting, cash flow management, and risk mitigation. Restaurants benefited from
financial forecasting models, contingency funds for unforeseen expenses, and continuous
monitoring of financial metrics to adjust business strategies proactively. By adopting
these strategic planning processes, small restaurant businesses can navigate industry
challenges, capitalize on growth opportunities, and sustain profitability in a competitive
market. These recommendations allow restaurant managers to enhance resilience,
optimize resource allocation, and drive long-term success.
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Implications for Social Change
The successful implementation of strategic planning processes in small restaurant
businesses had far-reaching social implications, influencing individuals, communities,
organizations, and society. By improving operational efficiency, financial planning, and
workforce development, these businesses created stable employment opportunities,
enhanced job satisfaction, and supported career advancement. Adequate staffing and
training initiatives lead to a more motivated and skilled workforce, improving service
quality and overall well-being. Small restaurants contributed to local economic growth at
the community level by creating jobs and supporting other businesses. They also promote
cultural diversity and inclusion, serving as gathering spaces celebrating different cuisines
and traditions while fostering inclusive work environments.
Beyond individual and community benefits, strategic planning in small restaurants
promotes sustainability and long-term business viability. Efficient inventory management
and financial planning could help reduce waste, optimize resources, and align business
operations with environmental goals. These practices could enhance the reputation of
restaurant businesses while contributing to broader sustainability efforts. Organizations
prioritizing innovation and operational efficiency set industry benchmarks, influencing
best practices and fostering competitiveness. On a societal level, supporting small,
minority- and family-owned restaurants ensures social equity by providing economic
opportunities to underrepresented groups. In conclusion, strategic planning in small
restaurant businesses could extend beyond financial success, driving positive social
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change by creating inclusive economic opportunities, fostering sustainability, and
strengthening communities.
Recommendations for Action
The strategic planning recommendations outlined in this research provide
valuable insights for small restaurant owners, managers, and consultants seeking to
enhance efficiency, profitability, and sustainability. Key focus areas include operational
efficiency, inventory management, staffing and training, management and supervision,
and financial planning. By streamlining workflows, leveraging technology, and
optimizing resource allocation, restaurants can improve service delivery while reducing
costs. Implementing standardized workflow systems, utilizing inventory management
software, and cross-training employees can significantly boost overall business
performance and customer satisfaction.
Strong leadership and financial planning further contribute to long-term success
by ensuring operational stability and mitigating financial risks. Defining clear
management roles, monitoring key performance indicators, and investing in leadership
development helps foster a productive and accountable work environment. Additionally,
effective financial strategies, such as forecasting revenue trends, maintaining emergency
funds, and closely monitoring financial metrics, support sustainable business growth. By
adopting these strategic planning processes, small restaurant businesses can successfully
navigate industry challenges, improve resilience, and secure a competitive advantage in
the marketplace.
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Dissemination of Research Findings
I will ensure that the knowledge reaches individuals and organizations that could
benefit from these findings and apply them to enhance profitability and sustainability in
small restaurant businesses. I will use multiple channels to reach individuals and
organizations that can benefit from these findings, as well as key dissemination methods,
including academic literature, conferences, training programs, and community outreach. I
will publish in peer-reviewed business, hospitality, and sustainability journals, which
would allow the research to reach academics, practitioners, and policymakers. Also, I will
develop case studies that showcase successful implementation strategies in real-world
settings that could provide practical examples for small restaurant owners. These case
studies could be incorporated into academic textbooks or industry reports to extend the
impact of the study further.
I will also disseminate the findings through conferences, workshops, and
professional training programs as interactive platforms to present the research findings to
restaurant owners, managers, and industry consultants. Online courses and webinars
could provide accessible training on strategic planning processes, incorporating
interactive components such as quizzes and case studies. Establishing a certification
program in partnership with hospitality associations or educational institutions could
offer formal recognition of expertise in restaurant management strategies, encouraging
widespread adoption of best practices. I will engage with local business networks,
chambers of commerce, and nonprofit organizations to ensure that small restaurant
owners, particularly those in underserved communities, can access valuable insights and
127
resources. Through these efforts, the research findings could drive profitability and
sustainability in small restaurant businesses while contributing to broader social and
economic improvements.
Recommendations for Further Research
Future research should explore employee engagement and retention, sustainability
practices, and adaptive management to enhance business practices. A key limitation of
this study was its focus on limited-service small restaurants in Alberta, which may not be
generalizable to all restaurants across Canada. The localized context may not fully
capture strategic planning variations influenced by cultural, economic, and regulatory
differences. Expanding the geographic scope would provide broader insights into
effective strategies.
Another limitation was the small employee base (4-10 employees), which may not
fully represent workforce behavior affecting operational efficiency. Future studies could
include small and medium enterprise restaurants with up to 50 employees to capture a
more comprehensive view of staff performance and efficiency. Additionally, the study
focused on restaurants operating for at least 5 years, excluding newer yet successful
establishments. Expanding eligibility criteria based on financial health and customer
satisfaction could enhance data reliability and provide a more inclusive analysis of
strategic planning success factors.
Reflections
During the DBA doctoral study, I initially held biases about strategic planning
effectiveness based on industry norms and professional experience. I underestimated the
128
complexities business managers face in planning for profitability and customer retention.
However, engaging with participants helped correct these biases, with a deeper
understanding of the restaurant operations. Acknowledging these preconceptions was
essential to ensuring objectivity in research design and data interpretation.
Researcher presence can influence participant responses, and some business
managers hesitate to share planning details due to confidentiality concerns. Initial
outreach challenges and a wildfire evacuation further disrupted data collection, requiring
adjustments to the research timeline. To build trust, I emphasized confidentiality during
introductions and consent sessions, striving to minimize bias and maintain objectivity
throughout the study.
I had a reshaped perspective from this research on strategic planning in small
restaurants, highlighting the complexities of operational efficiency, inventory
management, staffing, supervision, and financial planning. The findings reinforced the
importance of tailoring strategies to each restaurant’s unique environment and adapting to
shifting market conditions.
Reflecting on this process underscored the iterative nature of research and the
evolution of knowledge. Recognizing biases, managing researcher influence, and
critically evaluating assumptions enhanced the study’s validity. The introspection
provided transparency, and I gained a deeper understanding of strategic planning’s
impact on small restaurant businesses.
129
Conclusion
Integrating strategic planning processes such as operational efficiency, inventory
management, staffing and training, management and supervision, and financial planning
could be pivotal for enhancing the profitability and sustainability of small restaurant
businesses. By optimizing operational workflows, minimizing waste through efficient
inventory management, investing in comprehensive staff training, fostering strong
management practices, and implementing sound financial strategies, restaurants could
improve their bottom line and ensure long-term viability in a competitive market. These
recommendations underscore the importance of strategic foresight and adaptive
management in navigating challenges and seizing opportunities, ultimately paving the
way for sustained success and growth in the dynamic restaurant industry.
130
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Appendix: Interview Protocol
(a) Self-introduction to the participant
(b) Presentation of the resent consent form, review content together, answer questions
and concern from participant
(c) Get ready with writing stationaries- pen and paper in readiness for the interview.
(d) Put on the recording device.
(e) Follow procedure for interviewing and introduce the participant to the
pseudonym/coded identification.
(f) Documents the date and time of interview commencement with first question and
continue in the same pattern as the last question. Ask any additional question that
comes to mind or noticed in the environment.
(g) End interview sequence and discuss member-checking with participant.
(h) Appreciate the participants for their part in the study. Obtain contact numbers for
follow up questions and for member-checking with participants.
(i) End the dialog and shut off the recordings. The interview must be completed within
60 minutes.
178
Interview Questions
1. What are your operational plans for resources, materials, equipment, and staffing?
2. How do you determine the appropriate resources or resource allocation that are
suitable for future restaurant operations?
3. How do you plan those resources that they meet your planned operational
schedules?
4. How do you determine that your capability (workers) is adequate or how do you
allocate the capability for your upcoming restaurant activities and services?
5. How does strategic projection influence the planning processes of your resources
and capability for restaurant operations?
6. How do you observe, review and monitor resources and capability performances?
7. How do you measure your planned outcome against the performance of resources
and capability?
8. How did you address the obstacles to your strategic planning of restaurant’s
activities?
9. How do you ensure regular planning review and improvement?
10. What additional information can you share regarding your strategic planning
processes to achieve sustainability and profitability in your restaurant?
