Performance in franchising: the effects of different management styles

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). <italic>Foundations of organizational strategy</italic>. Cambridge, MA: Harvard University Press], the cost of governing transactions [Williamson, O.E. (1985). <italic>The economics institutions of capitalism: Firms, markets, relational contracting</italic>. 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. <italic>Organization Science</italic>, <italic>2</italic>(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.