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Performance in franchising: the effects of different management styles

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Performance in franchising: the effects of different management styles

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dc.contributor.author Peris-Ortiz, Marta es_ES
dc.contributor.author Willoughby, Michael Charles es_ES
dc.contributor.author Rueda Armengot, Carlos es_ES
dc.date.accessioned 2016-01-13T13:00:06Z
dc.date.available 2016-01-13T13:00:06Z
dc.date.issued 2012-01-01
dc.identifier.issn 0264-2069
dc.identifier.uri http://hdl.handle.net/10251/59845
dc.description.abstract Various theoretical approaches uphold the relevance of the relationship between the form of management and performance. Different management styles influence the relationships of agencies [Jensen, M.C. (1998). Foundations of organizational strategy. Cambridge, MA: Harvard University Press], the cost of governing transactions [Williamson, O.E. (1985). The economics institutions of capitalism: Firms, markets, relational contracting. New York, NY: Free Press], and the allocation of resources between the exploitation and exploration of activities [March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87], and this is manifested in firm performance. In light of these assumptions, this article presents an empirical verification of the relationship between the management of franchises and their performance, examining how different styles of management on the part of franchisers over their franchisees have significant effects on the growth and profits of franchiser firms. es_ES
dc.language Inglés es_ES
dc.publisher Taylor & Francis (Routledge): SSH Titles es_ES
dc.relation.ispartof Service Industries Journal es_ES
dc.rights Reserva de todos los derechos es_ES
dc.subject Franchising es_ES
dc.subject Management style es_ES
dc.subject Performance es_ES
dc.subject Industrial enterprise es_ES
dc.subject Management practice es_ES
dc.subject Marketing es_ES
dc.subject Performance assessment es_ES
dc.subject Retailing es_ES
dc.subject.classification ORGANIZACION DE EMPRESAS es_ES
dc.title Performance in franchising: the effects of different management styles es_ES
dc.type Artículo es_ES
dc.identifier.doi 10.1080/02642069.2011.594876
dc.rights.accessRights Abierto es_ES
dc.contributor.affiliation Universitat Politècnica de València. Departamento de Organización de Empresas - Departament d'Organització d'Empreses es_ES
dc.description.bibliographicCitation Peris-Ortiz, M.; Willoughby, MC.; Rueda Armengot, C. (2012). Performance in franchising: the effects of different management styles. Service Industries Journal. 32(16):2507-2525. doi:10.1080/02642069.2011.594876 es_ES
dc.description.accrualMethod S es_ES
dc.relation.publisherversion http://dx.doi.org/10.1080/02642069.2011.594876 es_ES
dc.description.upvformatpinicio 2507 es_ES
dc.description.upvformatpfin 2525 es_ES
dc.type.version info:eu-repo/semantics/publishedVersion es_ES
dc.description.volume 32 es_ES
dc.description.issue 16 es_ES
dc.relation.senia 214990 es_ES
dc.identifier.eissn 1743-9507
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