The learning outcomes provide insights into how organisations have emerged out of such changes in the external environment, additional complexities that female entrepreneurs have to navigate in patriarchal societies and complexities of handing over control of a family business by the founding generation takes.
This case is about Rita Zwane’s dilemma as she was about to hand over the management and leadership of Imbizo Shisanyama Restaurant to her son. As founder and Chairperson of the enterprise, Zwane founded the business over 20 years ago and had seen it grow from being housed in a customised shipping container to annually turning over millions of rands per year. Her dilemma was borne out of the belief that many family businesses collapsed after being taken over by the second generation. While Zwane grudgingly admitted that Senzo’s involvement in the business had increased turnover and efficiencies, she was reluctant to let go. This raises a question of whether her dilemma was not only her concern on Senzo’s management abilities but also her difficulty in letting go. The case is suitable for management and change leadership courses on a post graduate level where theories such as attachment theory could be taught to demonstrate that the problem is not always the new leadership in transitioning businesses from the founding generation to second generation of leaders. This is particularly for small and medium-sized enterprises where Imbizo Shisanyama Restaurant is situated. Imbizo Shisanyama Restaurant was founded in 1997 during a period when the abolition of many apartheid laws saw an unprecedented urbanisation process leading to the mushrooming of informal settlements. It is this mushrooming of informal settlements that enabled the establishment of Imbizo Shisanyama Restaurant. The case will provide some insights into opportunities that opened up for Zwane in this pivotal period.
Complexity academic level
Post Graduate Level
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CSS 3: Entrepreneurship.
Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names, financial and other recognisable information to protect confidentiality.
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