Finding the right mix: franchising, organizational learning, and chain performance

By Olav Sorenson, Jesper B. Sørensen. 2001

498 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9c786a7cc15aaf1b61434e6188e40bb33febd518

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Citations in the corpus

Standardisation versus Adaptation: Geographical Pressures to Deviate from Franchise Formats (2007, background): “But adaptation of a format conflicts with the franchise’s competitive advantages of brand name and consistency [Sorenson and Sørensen, 2001].”
The Operational Consequences of Private Equity Buyouts: Evidence from the Restaurant Industry (2016, background): “…chain, PE buyers inherit an existing structure of franchisees as well as pre-existing contracts, which typically last 10 to 20 years.15 Such contracts are hard to modify and are often written loosely to allow adaptation of franchisees to local markets (Bradach 1997; Sorenson and Sørensen 2001).”
Relationships, the role of individuals and knowledge flows in the internationalisation of service firms (2003, background): “Interactions among constituent units underpin organisational learning (Sorenson and Sorensen, 2001).”
From Questions to Answers: Reviewing Organizational Learning Research (2004, background): “ent’s experience and exploited that learning whereas franchisees explored new behaviour (Sorenson and Sorensen, 2001).”
Capitalizing on Franchisee Autonomy: Relational Forms of Governance as Controls in Idiosyncratic Franchise Dyads* (2008, background): “The costs accruing to the franchisor from franchisee cheating imperil the value, which can be derived from granting autonomy to store-owners in terms of leveraging the agents’ specific knowledge (Yin and Zajac 2004; Sorenson and Sørensen 2001; Bradach 1997) and enhancing their satisfaction (Schul, L”
Plural forms versus franchise and company-owned systems: A DEA approach of hotel chain performance (2009, background): “For instance, Sorenson and SZrensen [8] argue that chains benefit from balancing the “exploitation” provided by company-owned units with the “exploration” emanating from franchised units.”