A strategic groups approach to the franchising–performance relationship
A strategic groups approach to the franchising–performance relationship
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处理特许经营与绩效关系的战略集团方法
DOI：
10.1016/j.jbusvent.2003.10.001
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发表时间：
2004
影响因子：
8.7
通讯作者：
Vera L. Hoover
中科院分区：
文献类型：
--
作者：
James G. Combs;D. Ketchen;Vera L. Hoover
虽然特许经营是一种无处不在的组织形式，但人们对其绩效后果知之甚少。之前的研究还没有发现直接的绩效影响，这表明有必要采取替代方法。借鉴代理理论和资源稀缺性理论，我们提出了战略集团存在于特许经营商之间，并且不同集团的绩效存在差异的观点。通过对65家连锁餐厅的抽样调查，我们发现了三个战略群体。受资源稀缺性影响最大的特许经营战略集团的绩效低于其他两个集团。结果表明，特许经营、特许经营前因和特许经营绩效之间存在着重要的、但又是非线性的关系。
Although franchising is a pervasive organizational form, little is known about its performance consequences. Prior studies have not found a direct performance effect, suggesting a need for alternative approaches. Drawing upon agency and resource scarcity theories, we develop the idea that strategic groups exist among franchisors and that performance differs among the groups. Using a sample of 65 restaurant chains, three strategic groups were found. The strategic group most influenced to franchise out of resource scarcity exhibited poorer performance than the other two groups. Results indicate that important, but nonlinear, relationships exist among franchising, its antecedents, and performance.