1

INTRODUCTION

For the past years, since the COVID-19 pandemic dominated the globe, it has

become the primary factor in the temporary disclosure of businesses. According to Dube

et al. (2020), the restaurant industry is potentially affected and vulnerable to a natural

crisis similar to the pandemic. The pandemic situated restaurants, especially family-

owned restaurants, in a difficult situation wherein it requires adapting and transforming

abruptly, creating organizational transformation and innovation. Concerning that

statement, the study by Koronis and Panis (2006) shows the organizational resilience of

family-owned restaurants to recover from adversity and adapt normal organizational

strength to cope with the pandemic. In addition, the family-owned restaurant drives to

convert from traditional practices to new practices, create measures and policies and

resiliency depending on how complex the impact of COVID-19 is on

the organization.

Several works and research are aiming to re-examine the existing scenario in

order to assist society in overcoming the disaster caused by the COVID-19 outbreak.

Practical and theoretical perspectives are defined in order to build a knowledge

foundation of practical and imaginative activities in the building of a new normal in the

near future (Ratten, 2020). Restaurant businesses as one example among the sectors

afflicted by the virus as a result of social distancing and other preventive measures

implemented by governments worldwide (Gossling et al. 2020). Family restaurant

businesses experience sudden changes in accordance with policies and restrictions in the

new normal. According to (Ozili & Arun, 2020), the pandemic crisis tested the business’
 2

organizational resiliency and crisis management plan. The study by ( Barasa et al., 2018)

showed that organizational resilience is both for planning and preparing for future crises.

The study aims to assess the organizational resiliency of family-owned restaurant

businesses in San Jose City, Nueva Ecija in the new normal. The issue that the

researchers will be focusing on is the ongoing systematic handling of changes that

family-owned restaurants are having to deal with as a result of Covid-19. The respondents

are the owners and the management of restaurant businesses. The gathering of data will

be via interview. Researchers will gather information about new rules implemented by

family-owned restaurants in the new normal to determine whether these rules are more

beneficial and dependable. The data acquired will aid researchers in understanding how

organizational resilience in business is put to the test.

Moreover, the result of this study will benefit Family Business Owners, Future

Business Owners, Future Researchers, and Local Government Units. The investigation

will highlight potential issues and worries for those identified organizations and offer

them the appropriate answers to those potential situations.

Statement of the problem

The pandemic has been a great challenge for businesses in the Hospitality

Industry worldwide, primarily family-owned restaurants. Some had to close down, and

some fought their way to survive–and family restaurants in San Jose City, Nueva Ecija,

were no exception to that. This study aims to assess the new-normal organizational

resiliency of family restaurant businesses in San Jose City, Nueva Ecija, specifically to

answer the following questions:

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1. What are the effects of the new normal on the Family Restaurant Business in San

Jose City?

a) Monthly Sales Income

b) Employment

c) Number of customers

2. What are the policies implemented in the new normal? In terms of

a) Employees

b) Business Operations

3. How effective are the family restaurant business policies implemented?

4. What are the innovations and trends created in the new normal? In terms of

a) Technologies

b) Restaurant facility themes

5. How effective are the family restaurant business innovations and trends created?

Objectives of the Study

The primary goal of this study is to learn about the organizational resilience of San Jose

City restaurant enterprises during the emergence of the new normal. The study's

objectives are as follows:

1. Determine the effects of the new normal on Family Restaurant Businesses in San

Jose City,

Nueva Ecija.

2. Discern what policies Family Restaurant Businesses implemented in the new normal

for employees and business operations.

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3. Assess the effectiveness of policies created for Family Restaurants’ employees and

operations.

4. Discern what innovations and trends in terms of technologies and facilities Family

Restaurant Business created in the new normal.

5. Assess the effectiveness of innovations and trends in terms of technologies and

facilities.

Significance of the Study

San Jose City LGU

Local officials play a critical role in adapting and supporting food systems to conform to

COVID-19 health directives while ensuring food security for the local population and the

food providers in its area. The study will assist LGU San Jose in understanding the state

of the family restaurant businesses in their city during the new normal.

Family Restaurants located in San Jose City, Nueva Ecija.

The study will benefit family restaurant owners by providing more information

about organizational resiliency and assisting them in running their businesses during the

new normal. This will also benefit future restaurant owners as a guide to what they should

focus on and what to and not to consider.

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Future Researcher

The research will assist future researchers by providing ideas, references, and a

foundation for the related topic. Furthermore, the study's background will provide them

with an overview and prediction for future purposes.

Scope and Limitations

This study will focus on the organizational resilience of family restaurant businesses in

San Jose City in the new normal. Researchers will utilize data collection through an

interview with family-owned restaurants willing to participate. In addition, the study will

focus on the organization/business' response to the new normal.

THEORETICAL FRAMEWORK

The study will be based on Ludwig von Bertalanffy's (1901-1972) theory of the

system approach. Although this theory is primarily concerned with biology and has little

to do with the business when it is used it helps people understand that business is a

system that is subject to the same rules and behaviors that control every other biological

organization. Experts refer to this theory as general system theory or system theory in

short. The system theory introduces (3) concepts which are entropy, synergy, and

subsystem. Entropy or the lack of order and

predictability (things to be avoided in businesses), Synergistic produces a

combined effect that is greater than the sum of its individual effects, and lastly,

Subsystem is the entirety that is constructed upon a subsystem, which is itself supported
 6

by additional subsystems. The three main concepts will help the researchers in analyzing

and assessing the organizational resilience of the business in San Jose City Nueva Ecija.

The researchers will also be using Peter Drucker's theory of management, which contends

that outdated business theories are inapplicable today since management evolves

frequently and new ideas are always emerging. Drucker believes that the underlying

presumptions that direct an organization's conduct, guide its choices of what to do and

what to avoid, and specify what the organization views as important outcomes. Both of

these ideas aim to explain rapid shifts brought on by the new normal and to help

organizations quickly adapt to new changes in order to preserve resilience. But both

theories also indicate concepts that are very dissimilar from one another; system theories

concentrate on comprehending the idea of change, whilst management theories

emphasize employing fresh approaches to management. The researchers see both

similarities and differences as a guide in other discern certain situations they examined

when it may arise in their study. As both compel an immense concept that will help the

researchers understand the changes and processes made by the business to pursue

organizational resilience in the midst of the new normal.

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CONCENPTUAL FRAMEWORK

Table 1. illustrates the gatheredvariables that are and will be displayed as a body that is

impacted by changes to the new normal. Table 2. outlines all the ideas, possibilities, and

solutions that could have a variety of effectson the results and changes.Table 3. displays

the adjustmentsand variables discoveredfrom data collection.This idea will aid academics

in determining whetherand why family-ownedrestaurants'organizational structureshave

changed, this will also comprehendtheir method for running their company successfully

despite the epidemic. And will offer solutions to the new techniquesemployedin the new

normal.

Figure 1

Figure 1. illustrates the gathered variables that are and will be displayed as a body that is

impacted by changes to the new normal. Table 2. outlines all the ideas, possibilities, and

solutions that could have a variety of effects on the results and changes. Table 3. displays

the adjustments and variables discovered from data collection. This idea will aid

academics in determining whether and why family-owned restaurants' organizational

structures have changed, this will also comprehend their method for running their

company successfully despite the epidemic. And will offer solutions to the new

techniques employed in the new normal.

 8

OPERATIONAL DEFINITION OF TERMS

COVID-19 – this affects many people which leads to the closure of businesses for a

period of time.

Pandemic – this situated the restaurant businesses in a difficult situation such as from

traditional practices to new adaptation

New Normal – as the food service industry begins to recover by implementing new

policies and adopting innovations.

Organizational Resilience – is the initiative to proactively respond to sudden natural

crisis like a pandemic.

Family Restaurant Businesses – one of the most affected businesses particularly in San

Jose City, Nueva Ecija.

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REVIEW OF RELATED LITERATURE

New Normal

The 'new normal' has established itself, and the 'next normal' is expected. As the

food service industry begins to recover, the Board of Innovation (2020) proposed the Low

Touch Economy business model. Low Touch Economy derives from COVID-19

pandemic restrictions and is evolving due to profound societal transformations.

According to De Mey & De Ridder's (2020) interpretation of the Low Touch Economy,

the pandemic significantly impacts eating patterns in the food service industry due to

fewer restaurant visits. This issue prompted food service companies to adopt delivery

services and increase e-commerce. Nkengasong (2020), the globe has been shocked by

the start of the decade 2020. With a new disease added to the list of more than 30 novel

infections the world has encountered over the past 30 years, it has alarmed the world.

The Covid-19 incident has demonstrated that all businesses, regardless of industry,

need to improve the way they conduct themselves. A significant crisis has been suffered

by the hospitality sector, which includes hotels, restaurants, and bars. Customers are

avoiding them owing to lockdowns that caused the majority of businesses to close. The

severity of the COVID-19 pandemic negatively affects the liquidity and operational risks

of restaurant enterprises as a result of the sharp drop in customer demand (Ozili & Arun,

2020). Many family businesses have been challenged by the recent coronavirus outbreak,

which has resulted in a variety of responses, including organizational transformation and

innovation. Restaurant owners and employees were forced to implement safe practices

that they had previously thought were impossible to implement. One strategy used by
 10

restaurants to cope with the pandemic's effects and the ensuing social isolation was the

introduction of a delivery system. The adoption of this new system required many

restaurant owners, cooks, and staff members to rethink their jobs

because many of them lacked the necessary skills prior to the pandemic.

Although the post-pandemic continuously threatens the industry’s capability of

survival and sustainability, innovation of measures such as policies and strategies are

necessary, contrastingly, may allow those restaurant businesses to thrive. In the study of

Rogers (2010), during the COVID-19 pandemic, China's restaurant industry demonstrated

tremendous innovation ability; new forms and models of business have emphasized

innovation in this sector.

Food delivery service as contactless service became more relevant during the post-

pandemic (Chloe et al., 2021) that innovative visually appealing online menu attributes as

an effective approach to improve restaurants’ customers' purchase intention (Brewer and

Sebby, 2021). The development of live-streaming e-commerce, food supply chain

integration, the growth of the health food industry, and the emergence of fresh food e-

commerce have all been identified as new opportunities for China's restaurant industry.

(China briefing, 2020).

Restaurant Business in the New Normal

Bingham & Hariharan (2020) stated that consumer and worker safety are critical to any

pandemic-resilience plan. Firms should prioritize strategic, operational, and financial

resilience for a better response and recovery in the new normal after the surge of COVID-

19 and prepare for unpredicted circumstances. Similarly, Bautista et al. (2022) conducted
 11

a study evaluating the (3Ps) Plan, Preparedness, and Prevention of 315 quick food

services in Batangas City. A substantial correlation was found between risk management

and adjusting to the new normal.

This conclusion revealed that a quick-service restaurant is likely to effectively adapt to

the new normal with a more thorough review of its 3Ps. Moreover, services categorized

under Small

Enterprises have a more excellent analysis of the 3Ps of Quick Service Restaurants.

A study by Samonte Jr. et al. (2022) explored and described the business strategies of

food service sectors in Cabanatuan City, Nueva Ecija in the New Normal. The results

revealed that most of the respondents are greatly affected by the pandemic in terms of

finances and cash flow, raw materials shortage, labor shortage, demand reduction, and

policy disturbance. Despite these challenges, businesses have regained their standing by

boosting their marketing efforts to reach more customers through social media and

strengthening their health and safety practices for consumer safety. In addition, findings

revealed that respondents had experienced a 10% increase in revenues after implementing

effective strategies.

Organizational Resilience

A recent study by (Ramo et al., 2021) showed how organizational resilience

impacted businesses' recovery during the pandemic. Rudolph and Repenning (2020)

define organizational resilience as the ability to develop and maintain positive adaptations

in the face of unanticipated obstacles. (Ramo et al., 2021) study analyzed the asymmetric

link between organizational resilience and costs, revenue, and the number of employees
 12

in Filipino businesses by employing a mixed-method analysis with Fuzzy set Qualitative

Comparative (FsQC). The indicators of resilience have been categorized into three groups

based on their primary characteristics: leadership and culture, networks, and adaptability.

The findings demonstrated that a high level of experience in change-ready qualities is

essential to lowering the total number of employees.

An organization's capacity for resilience is the ability to foresee significant future

events based on trends that emerge gradually, adjust to change consistently, and recover

quickly from setbacks. The business environment is quickly becoming more

interconnected, unpredictably turbulent, and with more significant effects from outside

events. Anyanwu, S. A., Best, E. C. and Williams, A.,(2017). In another study

organizational resilience is one of the key competencies of the business. McManus et al.

(2007), defined organizational resilience is defined as the capacity to appropriately

appraise circumstances and comprehend potentially serious risks and to abruptly adopt in

accordance. It can also mean the ability to respond proactively by implementing and

innovating efficient and effective quality measures to easily adapt to unexpected

circumstances in building long-term resilience (Close et. al., 2020). Asia Pacific of

Management and

Sustainable Development on the study of Risk Management of Quick Service Restaurants

in the New Normal, the following risk management that should be applied in a restaurant

should be alcohol sanitation and disinfectant with the practice of social distancing and

vigilant in monitoring employees temperature and incoming guests. and article about

Platon Martinez law with regards to the COVID-19 public health crisis, a comprehensive

guideline on the minimal safety procedures and labor rights required by law, with regards
 13

to employee protocols. Employees are being asked to check their history of

travel/exposure to salmonella and other potentially harmful chemicals. Employers must

look for the following exposures in particular two (2) days before or within 14 days of the

beginning of symptoms in a suspected or probable case. On the other hand, cutting the

number of employees is one option for a short-term strategy for recovery, as an

association is primarily responsible for a business that implements

organizational resilience.

Nonetheless, it is evident that not all businesses are negatively affected by the

pandemic. While some have seen tremendous demand, others have experienced a

significant decline in demand. In addition, low-cost small firms may struggle to adapt to

the new model. Therefore, tiny firms must adapt to survive. particularly for enterprises

that have been hit particularly hard by the crisis. A single organizational resilience

practiced to a high level was most related to higher costs and sales declines during the

pandemic. Family Restaurant companies and employees must establish and implement

any processes, policies, strategies, and initiatives that may help in organizational

resilience in the aftermath of a pandemic. According to Linkov and Trump (2019),

"without clear, open, and rational policy suggestions, even the best-laid resilience

strategies will fall into disrepair

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METHODOLOGY

Research Design

To learn more about the current situation, the researcher will use a case study to

fully gather information that focuses on one particular group. Additionally, this will assist

us in gathering quality data that can help support our arguments. In order to examine and

explain the data they have acquired; the researchers will concentrate on adopting a

descriptive style of a case study. Descriptive case study research briefly describes a real-

world issue and critical information about it. Include information about the leading

individuals and groups involved in the problem and what they did. Ideas and

perspectives. A case will typically focus on a small number of individuals, groups, or

both who act as focal points.

Research Instruments and Materials

To assess the organizational resiliency of family restaurant businesses, the

researcher will use interviews and questionnaires to gather data. The research instrument

consists of three parts: Part I questions will consist of questions regarding the

respondent's information - the head of the family's name, the name of the restaurant, and

the year it is established; Part II questions will consist of no more than a given number of

questions about their sales and will discuss how their management endured, their

experiences during the pandemic and; Part III questions will be about their findings and

their new type of policies made to keep up with the new normal and on how these
 15

policies have made their organization more resilient. The interview will last for one to

two hours.

The researchers will use interview questionnaires with recordings to collect valid and

reliable data. Additionally, employing this technique will give the researcher more

control over the interview's flow and the ability to clarify any essential or minor facts that

are skipped.

Interview

The researchers will prepare a list of twelve questions for the participants, which are the

owners of family restaurant businesses in San Jose City. The questionnaires are adopted

from the recent study conducted by Avelino et. al (2022) entitled, “Pre-pandemic and

Pandemic: The Comparative Study of Family-Owned Restaurant Businesses in San Jose

City on Utilizing Crisis Management Featuring “The Resiliency of the Restaurant

Owners”. The questions will be open-ended, as it will be the most effective way to gather

the necessary data. Open-ended questions will enable participants to elaborate answers in

their own words.

Sampling Technique

The study will employ a non-probability sampling method, with the researchers

preferring the convenience sampling technique for the analysis. Respondents will be the

family restaurant business in San Jose City, Nueva Ecija, because they are the study's

target respondents and the most accessible. Furthermore, it can help the researcher save

time while conducting the interview

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Data Gathering Procedure

In order to collect data, the researcher will conduct interviews with respondents. And

they will use their personal cell phone to record the data required for the study. The

researcher will begin by looking for a family restaurant in San Jose, Nueva Ecija.

Following that, the researcher will request the owner's permission to participate in

the study. If the owner agrees to be interviewed, the researcher will begin questioning

him or her about the family business. The researcher will organize the data from the

respondents after gathering the data from the respondents. Finally, the researcher will

evaluate the information gathered from the respondents.

Ethical Considerations

Since this study needs the participants' personal experiences, rapport had to be

built first for them to be able to share their experiences. Thus, prior to participating in the

study, each participant received a letter containing informed consent, an overview of the

study, and an explanation of these to understand fully. The letter contained the written

overview of the study’s nature, purpose, and procedure; the potential risks, discomfort,

and benefits might participants encounter; their right to refuse or withdraw, the

anonymity and disclosure, as well as the research representative's phone number and

email address to be contacted if the participants have any questions or concerns. Along

with these, their consent to voluntarily participate in the study was also gathered. The
 17

interview would not happen if the participant denied or refused to become one. Also, if

the participant happened to withdraw during the interview, their recorded data would be

automatically disregarded and not included in the study.

As for the anonymity and confidentiality of the participants, their identity was not

revealed in the entire study; only the information they had provided or permitted the

researchers was inputted into the paper. The researchers ensured that all data gathered

from the participants was not used for personal interests nor disseminated without their

consent.

Data Analysis

In analyzing the gathered data, the researcher will utilize Thematic Analysis.

Thematic analysis is a popular method for discovering themes and qualitative data

research. It is a technique that categorizes information derived from individuals'

experiences, points of view, and opinions, following similarities and patterns (Braun &

Clarke, 2006). In addition, the thematic analysis process also includes interpreting

patterns that have been identified and constructing themes. Hence, this method is

essential for the researchers to conduct in-depth transcript analysis.

Questionnaire

I. Business Profile of the Restaurant Owners

Business Name: _____________________

Owner’s Name: _____________________

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Year established: ____________________

Monthly Sales Income:

Php 9,000 - below

Php 10,000 - Php 20,000

Php 21,000 - Php 30,000

Php 31,000 - Php 40,000

Php 41,000 - Php 50,000

Php 52,000 and above

II. Effects of the new normal on the family restaurant business.

1. How did the new normal affect your business’ monthly sales income?

2. How many employees does your business have?

3. Did you experience any labor shortage or did you reduce the number of your

employees? Why?

4. How do you practice those health and safety protocols in the restaurant?

III. New policies created in the new normal

1. What are the new policies created for the employees?

2. What are the new policies created for the business operation?

3. How did the implemented policies impact the number of employees?

4. How can your organization maintain the policies created in the long run?

IV. Innovation and Trends created

1. What are changes and trends made to adapt to the new normal?

2. What are changes made in terms of upgrading the restaurant's facilities?

3. What kind of technology did your restaurant adopt to abide by the new normal?
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4. How did the changes made affect the number of your customers?
 20

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Family Owned Restaurant in San Jose Nueva Ecija

Name : Rocco's Kitchen

Location : Maharlika High way Brgy Malasin, San Jose, Nueva Ecija.

Fb Page: https://www.facebook.com/search/top?q=rocco%27s%20kitchen

Name: Marquez Restaurant

Location: Ramar Village, Maharlika Highway, San Jose City, Nueva Ecija.

Fb Page: https://www.facebook.com/marquezresort28

Name: Dacoco's Restaurant

Location: Curamen Subd,. Brgy. Sibut, San Jose City, Nueva Ecija

FB Page: https://www.facebook.com/groups/1212297589127476/user/100057294023326/
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Name: Joseph"s Fine Foods

Location: Corner Rufina 2 Maharlika Highway Brgy malasin , San Jose, Philippines

FB Page: https://www.facebook.com/profile.php?id=100064071493995

Name: Bogart's FarmBill

Location: Tumana, Palestina, San Jose City, Nueva Ecija

FB Page : https://www.facebook.com/profile.php?id=100063884122679

Name: REJIRIENSU

Location: Cadhit Street corner Rizal Street, Barangay Crisanto Sanchez, San Jose,
Philippines.

Fb Page: https://www.facebook.com/RejiriensuFoodhouse

Name: Theolo's Cafe

Location: Abar 1st, San Jose City, Nueva Ecija

FB Page: https://www.facebook.com/theoloscafe
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Name: Jjang Authentic Korean Restaurant

Location: zone 11 A brgy abar 1st, san jose city, nueva ecija, San Jose, Philippines

Fb Page: https://www.facebook.com/jjangauthentickoreanrestaurant