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The organization and management of c...

Bradach, Jeffrey Louis.

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The organization and management of chains: Owning, franchising, and the plural form.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The organization and management of chains: Owning, franchising, and the plural form./
作者:	Bradach, Jeffrey Louis.
面頁冊數:	404 p.
附註:	Source: Dissertation Abstracts International, Volume: 53-11, Section: A, page: 3984.
Contained By:	Dissertation Abstracts International53-11A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9307535

The organization and management of chains: Owning, franchising, and the plural form.
Bradach, Jeffrey Louis.

The organization and management of chains: Owning, franchising, and the plural form. - 404 p.

Source: Dissertation Abstracts International, Volume: 53-11, Section: A, page: 3984.

Thesis (Ph.D.)--Harvard University, 1992.

Restaurant chains are organized and managed using two distinct organizational arrangements: company and franchise restaurants. Based on intensive field work in five restaurant chains, this thesis explores how each one meets the four key management challenges faced by chain organizations: unit growth, uniformity, local responsiveness, and system wide adaptation. The central argument of the thesis is that chain organizations composed of both company and franchise arrangements--which I refer to as the plural form (Bradach & Eccles 1989)--perform better than pure form chains composed wholly of company or franchise units.Subjects--Topical Terms:

626628
Business Administration, Management.

The organization and management of chains: Owning, franchising, and the plural form.
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245 1 0 $a The organization and management of chains: Owning, franchising, and the plural form.
300 $a 404 p.
500 $a Source: Dissertation Abstracts International, Volume: 53-11, Section: A, page: 3984.
500 $a Adviser: Robert G. Eccles.
502 $a Thesis (Ph.D.)--Harvard University, 1992.
520 $a Restaurant chains are organized and managed using two distinct organizational arrangements: company and franchise restaurants. Based on intensive field work in five restaurant chains, this thesis explores how each one meets the four key management challenges faced by chain organizations: unit growth, uniformity, local responsiveness, and system wide adaptation. The central argument of the thesis is that chain organizations composed of both company and franchise arrangements--which I refer to as the plural form (Bradach & Eccles 1989)--perform better than pure form chains composed wholly of company or franchise units.
520 $a This argument is developed by examining how company and franchise arrangements meet the four management challenges. Each arrangement has distinctive characteristics that have not been discussed in the literature. Some of the key characteristics that distinguish the two arrangements are the contractual relationship, sources of capital and flow of income, local operator orientation, chain operator source of influence, architecture of information, and structural type. In some cases, these sharp differences are blurred because individual franchisees often own multiple units and display company-like features. Still, the organization and management of each arrangement differ in numerous important ways that affect the accomplishment of the four management challenges.
520 $a The central argument of the thesis is that through the simultaneous operation of company and franchise arrangements (i.e., the plural form) a chain is able to leverage some of the strengths and ameliorate some of the weaknesses of each of the constituent arrangements. Existing theories seeking to explain the governance of transactions like company and franchise arrangements--for example, transaction cost theory (Williamson 1991), agency theory (Brickley & Dark 1978), and capital constraint theory (Oxenfeldt & Kelly 1969)--are wedded to the assumption that single governance structures map on single transactions. This perspective, though, leads existing research to overlook the crucial dynamics of the plural form. I conclude the thesis by arguing that the plural form not only outperforms pure forms, but also outperforms hybrid forms that attempt to capture the benefits of both arrangements in a single form. Finally, I discuss whether "plurality" is a requirement for success in all organizations.
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791 $a Ph.D.
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