From Work Engagement to Intrapreneurial Initiative? A Comparative Look at Supervisory Baristas in a Franchise versus an Independent Coffee Shop
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Abstract
This exploratory qualitative study aims to examine how supervisory or managerial baristas experience work engagement, perceive job resources and organizational conditions, and describe proactive initiatives across two coffee-shop cases in Surabaya, Indonesia: a franchise coffee shop and an independent, non-franchise coffee shop. The Job Demands-Resources (JD-R) model provides the primary theoretical lens. Intrapreneurial initiative is treated as conceptually distinct from work engagement and refers to self-initiated, organization-directed efforts to improve products, services, or business practices within an existing venture. Four supervisory or managerial baristas participated, two from each case. Data were generated through semi-structured interviews and contextual workplace observation and analyzed using a hybrid thematic method that combined JD-R-informed sensitizing concepts with inductive coding of unanticipated patterns. Five themes were developed: learning opportunities and job resources; appreciation and emotional strain; supportive leadership and role expansion; cross-case differences in structure and discretion; and proactive initiative beyond routine role requirements. The results show that the franchise setting provided clearer structure, career pathways, and operational predictability. In contrast, the independent setting enabled closer owner relationships and greater discretion for experimentation. Participants also reported initiatives including promotions, delivery services, and menu development. These findings do not establish a new construct or generalize across franchise and independent coffee shops. Rather, they suggest an exploratory pathway through which job resources and engagement may coincide with intrapreneurial initiative among supervisory frontline employees in small service ventures.
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