GENERATION Z VALUE CONFLICTS AND TEAM COLLABORATION IN THE F&B INDUSTRY
Keywords:
Generation Z; Value Conflict; Team Collaboration; Work Culture; F&B Industry; Narrative ApproachAbstract
The presence of Generation Z in the workplace is reshaping value configurations and expectations of work culture, particularly in the food and beverage (F&B) industry, which demands a fast pace and intensive coordination. This study aims to narratively investigate how the value conflicts experienced by Generation Z are interpreted, negotiated, and managed within cross-generational team collaboration in two restaurants in Denpasar, namely Resto Cak Asmo and Warung Malabar. The research employs a qualitative approach with a narrative inquiry strategy. Data were collected through in-depth interviews, observation, and documentation involving owners, managers, and Generation Z and millennial employees. Data were analysed interactively using the Miles and Huberman model and the Gioia approach, supported by NVivo 14 software. The findings show that value conflicts mainly arise from tensions between flexibility and discipline, personal ambition and organizational loyalty demands, and direct communication styles versus more subtle hierarchical communication. These conflicts affect the work climate, team cohesion, and the continuity of collaboration, but can be managed through inclusive leadership, adjusted work rules, and cross-generational dialogue spaces. This study contributes to the understanding of generational value conflicts and team collaboration management in highly interactive service sectors.
References
Bruner, J. (1990). Acts of Meaning. Harvard University Press.
Bukhari, S., & Nadeem, M. (2024). Generational differences in work values and organizational culture. International Journal of Human Resource Studies, 14(1), 112–128.
De Jesus, A. (2020). Generational diversity in the workplace and its management. Journal of Applied Management, 18(3), 45–59.
Gabrielova, K., & Buchko, A. A. (2021). Here comes Generation Z: Millennials as managers. Journal of Business Diversity, 21(3), 89–97.
Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business School Press.
Hill, M. (2023). Reassessing generational value conflicts in contemporary organizations. Journal of Organizational Psychology, 23(2), 15–29.
Mannheim, K. (1952). Essays on the Sociology of Knowledge. Routledge & Kegan Paul.
Ozolina, A., Jansone, I., & Sloka, B. (2024). Intergenerational value conflicts and team performance in organizations. Baltic Journal of Management, 19(1), 65–84.
Riessman, C. K. (2008). Narrative Methods for the Human Sciences. Sage Publications.Sakdiyakorn, M., Golubovskaya, M., & Solnet, D. (2021). Understanding Generation Z in hospitality workplaces. Journal of Hospitality and Tourism Management, 48, 22–31.
Schwartz, S. H. (1992). Universals in the content and structure of values. In M. P. Zanna (Ed.), Advances in Experimental Social Psychology (Vol. 25). Academic Press.
Shinta, N., Kusumawati, D., & Arifin, Z. (2025). Organizational responses to generational conflict in work patterns. Journal of Organizational Behavior Research, 12(1), 101–115.
Singh, P., Kaur, H., & Kamboj, S. (2024). Value conflict and workplace learning among younger employees. Journal of Workplace Learning, 36(2), 123–139.
Smith, J. (2023). Organizational rigidity and Generation Z talent retention. Human Resource Management Review, 33(4), 100–115.
Sprouse, D. (2021). Generational diversity as a driver of organizational change. Journal of Leadership Studies, 15(2), 56–71.
Strauss, W., & Howe, N. (1991). Generations: The History of America’s Future, 1584 to 2069. William Morrow and Company.
Sugiyono. (2019). Metode Penelitian Kuantitatif, Kualitatif, dan R&D. Alfabeta.
Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small-group development revisited. Group and Organization Studies, 2(4), 419–427.
Widodo, A., & Maghfuriyah, S. (2024). Generational shift and leadership style in Indonesian organizations. Jurnal Manajemen Indonesia, 24(2), 77–89.
