Proposing new variables for the identification of strategic groups in franchising

The identification of strategic groups in the Spanish franchising area is the main aim of this study. The authors have added some new strategic variables (not used before) to the study and have classified franchisors between sectors and distribution strategy. The results reveal the existence of four perfectly differentiated strategic groups (types of franchisors). One of the major implications of this study is that the variables that build a strategic group vary depending on the respective sector the network operates in and its distribution strategy. This fact indicates that including sector and distribution strategy is absolutely necessary to achieve good classifications of franchisor type

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). 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.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:10.1080/02642069.2011.594876S250725253216Altinay, L., & Okumus, F. (2010). Franchise partner selection decision making. The Service Industries Journal, 30(6), 929-946. doi:10.1080/02642060802322275Child, J. (1972). Organizational Structure, Environment and Performance: The Role of Strategic Choice. Sociology, 6(1), 1-22. doi:10.1177/003803857200600101Combs, J. G., & Ketchen, D. J. (1999). CAN CAPITAL SCARCITY HELP AGENCY THEORY EXPLAIN FRANCHISING? REVISITING THE CAPITAL SCARCITY HYPOTHESIS. Academy of Management Journal, 42(2), 196-207. doi:10.2307/257092Combs, J. (2003). Why Do Firms Use Franchising as an Entrepreneurial Strategy?: A Meta-Analysis. Journal of Management, 29(3), 443-465. doi:10.1016/s0149-2063(03)00019-9COMBS, J. G., KETCHEN, D. J., & IRELAND, R. D. (2006). Effectively managing service chain organizations. Organizational Dynamics, 35(4), 357-371. doi:10.1016/j.orgdyn.2006.08.006Combs, J. G., Michael, S. C., & Castrogiovanni, G. J. (2009). Institutional Influences on the Choice of Organizational Form: The Case of Franchising. Journal of Management, 35(5), 1268-1290. doi:10.1177/0149206309336883Crook, T. R., Shook, C. L., Madden, T. M., & Morris, M. L. (2009). A review of current construct measurement in entrepreneurship. International Entrepreneurship and Management Journal, 6(4), 387-398. doi:10.1007/s11365-009-0114-7Fama, E. F., & Jensen, M. C. (1983). Agency Problems and Residual Claims. The Journal of Law and Economics, 26(2), 327-349. doi:10.1086/467038Fama, E. F., & Jensen, M. C. (1983). Separation of Ownership and Control. The Journal of Law and Economics, 26(2), 301-325. doi:10.1086/467037Gillis, W. E., & Combs, J. G. (2009). Franchisor strategy and firm performance: Making the most of strategic resource investments. Business Horizons, 52(6), 553-561. doi:10.1016/j.bushor.2009.07.001Gouldner, A. W. (1960). The Norm of Reciprocity: A Preliminary Statement. American Sociological Review, 25(2), 161. doi:10.2307/2092623Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The Interplay Between Exploration and Exploitation. Academy of Management Journal, 49(4), 693-706. doi:10.5465/amj.2006.22083026Hambrick, D. C. (2007). Upper Echelons Theory: An Update. Academy of Management Review, 32(2), 334-343. doi:10.5465/amr.2007.24345254Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2), 193. doi:10.2307/258434Hindle, K., & Moroz, P. (2009). Indigenous entrepreneurship as a research field: developing a definitional framework from the emerging canon. International Entrepreneurship and Management Journal, 6(4), 357-385. doi:10.1007/s11365-009-0111-xJensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360. doi:10.1016/0304-405x(76)90026-xJensen, M. C., & Heckling, W. H. (1995). SPECIFIC AND GENERAL KNOWLEDGE, AND ORGANIZATIONAL STRUCTURE. Journal of Applied Corporate Finance, 8(2), 4-18. doi:10.1111/j.1745-6622.1995.tb00283.xKlein, B., Crawford, R. G., & Alchian, A. A. (1978). Vertical Integration, Appropriable Rents, and the Competitive Contracting Process. The Journal of Law and Economics, 21(2), 297-326. doi:10.1086/466922Liu, W., Lepak, D. P., Takeuchi, R., & Sims, H. P. (2003). Matching leadership styles with employment modes: strategic human resource management perspective. Human Resource Management Review, 13(1), 127-152. doi:10.1016/s1053-4822(02)00102-xMarch, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87. doi:10.1287/orsc.2.1.71Mitsuhashi, H., Shane, S., & Sine, W. D. (2008). Organization governance form in franchising: efficient contracting or organizational momentum? Strategic Management Journal, 29(10), 1127-1136. doi:10.1002/smj.702Orlikowski, W. J. (1992). The Duality of Technology: Rethinking the Concept of Technology in Organizations. Organization Science, 3(3), 398-427. doi:10.1287/orsc.3.3.398Ouchi, W. G. (1980). Markets, Bureaucracies, and Clans. Administrative Science Quarterly, 25(1), 129. doi:10.2307/2392231Gómez, R. S., González, I. S., & Vázquez, L. (2009). Multi-unit versus single-unit franchising: assessing why franchisors use different ownership strategies. The Service Industries Journal, 30(3), 463-476. doi:10.1080/02642060802252027Gómez, R. S., González, I. S., & Suárez, L. V. (2011). Service quality control mechanisms in franchise networks. The Service Industries Journal, 31(5), 713-723. doi:10.1080/02642060902833338Sarkees, M., & Hulland, J. (2009). Innovation and efficiency: It is possible to have it all. Business Horizons, 52(1), 45-55. doi:10.1016/j.bushor.2008.08.002Sebora, T. C., & Theerapatvong, T. (2009). Corporate entrepreneurship: a test of external and internal influences on managers’ idea generation, risk taking, and proactiveness. International Entrepreneurship and Management Journal, 6(3), 331-350. doi:10.1007/s11365-009-0108-5Shane, S., & Foo, M.-D. (1999). New Firm Survival: Institutional Explanations for New Franchisor Mortality. Management Science, 45(2), 142-159. doi:10.1287/mnsc.45.2.142Shane, S., Shankar, V., & Aravindakshan, A. (2006). The Effects of New Franchisor Partnering Strategies on Franchise System Size. Management Science, 52(5), 773-787. doi:10.1287/mnsc.1050.0449Shane, S. A. (1996). HYBRID ORGANIZATIONAL ARRANGEMENTS AND THEIR IMPLICATIONS FOR FIRM GROWTH AND SURVIVAL: A STUDY OF NEW FRANCHISORS. Academy of Management Journal, 39(1), 216-234. doi:10.2307/256637Shane, S. (2001). Organizational Incentives and Organizational Mortality. Organization Science, 12(2), 136-160. doi:10.1287/orsc.12.2.136.10108Tihula, S., & Huovinen, J. (2009). Incidence of teams in the firms owned by serial, portfolio and first-time entrepreneurs. International Entrepreneurship and Management Journal, 6(3), 249-260. doi:10.1007/s11365-008-0101-4TSUI, A. S., PEARCE, J. L., PORTER, L. W., & TRIPOLI, A. M. (1997). ALTERNATIVE APPROACHES TO THE EMPLOYEE-ORGANIZATION RELATIONSHIP: DOES INVESTMENT IN EMPLOYEES PAY OFF? Academy of Management Journal, 40(5), 1089-1121. doi:10.2307/256928Valliere, D. (2008). Reconceptualizing entrepreneurial framework conditions. International Entrepreneurship and Management Journal, 6(1), 97-112. doi:10.1007/s11365-008-0077-0Vázquez, L. (2009). How passive ownership restrictions affect the rate of franchisee failure. The Service Industries Journal, 29(6), 847-859. doi:10.1080/02642060902749419Wakkee, I., Elfring, T., & Monaghan, S. (2008). Creating entrepreneurial employees in traditional service sectors. International Entrepreneurship and Management Journal, 6(1), 1-21. doi:10.1007/s11365-008-0078-zWeick, K. E., & Roberts, K. H. (1993). Collective Mind in Organizations: Heedful Interrelating on Flight Decks. Administrative Science Quarterly, 38(3), 357. doi:10.2307/2393372Williamson, O. E. (1993). Calculativeness, Trust, and Economic Organization. The Journal of Law and Economics, 36(1, Part 2), 453-486. doi:10.1086/467284Winter, S. G. (2000). The Satisficing Principle in Capability Learning. Strategic Management Journal, 21(10-11), 981-996. doi:10.1002/1097-0266(200010/11)21:10/113.0.co;2-4Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. doi:10.1002/smj.318Yin, X., & Zajac, E. J. (2004). The strategy/governance structure fit relationship: theory and evidence in franchising arrangements. Strategic Management Journal, 25(4), 365-383. doi:10.1002/smj.38

Integrability of Differential-Difference Equations with Discrete Kinks

In this article we discuss a series of models introduced by Barashenkov, Oxtoby and Pelinovsky to describe some discrete approximations to the \phi^4 theory which preserve travelling kink solutions. We show, by applying the multiple scale test that they have some integrability properties as they pass the A_1 and A_2 conditions. However they are not integrable as they fail the A_3 conditions.Comment: submitted to the Proceedings of the workshop "Nonlinear Physics: Theory and Experiment.VI" in a special issue di Theoretical and Mathematical Physic

The Majorana experiment: an ultra-low background search for neutrinoless double-beta decay

The observation of neutrinoless double-beta decay would resolve the Majorana nature of the neutrino and could provide information on the absolute scale of the neutrino mass. The initial phase of the Majorana experiment, known as the Demonstrator, will house 40 kg of Ge in an ultra-low background shielded environment at the 4850' level of the Sanford Underground Laboratory in Lead, SD. The objective of the Demonstrator is to determine whether a future 1-tonne experiment can achieve a background goal of one count per tonne-year in a narrow region of interest around the 76Ge neutrinoless double-beta decay peak.Comment: Presentation for the Rutherford Centennial Conference on Nuclear Physic

The MAJORANA DEMONSTRATOR: A Search for Neutrinoless Double-beta Decay of Germanium-76

The {\sc Majorana} collaboration is searching for neutrinoless double beta decay using $^{76}$Ge, which has been shown to have a number of advantages in terms of sensitivities and backgrounds. The observation of neutrinoless double-beta decay would show that lepton number is violated and that neutrinos are Majorana particles and would simultaneously provide information on neutrino mass. Attaining sensitivities for neutrino masses in the inverted hierarchy region, $15 - 50$ meV, will require large, tonne-scale detectors with extremely low backgrounds, at the level of $\sim$1 count/t-y or lower in the region of the signal. The {\sc Majorana} collaboration, with funding support from DOE Office of Nuclear Physics and NSF Particle Astrophysics, is constructing the {\sc Demonstrator}, an array consisting of 40 kg of p-type point-contact high-purity germanium (HPGe) detectors, of which $\sim$30 kg will be enriched to 87% in $^{76}$Ge. The {\sc Demonstrator} is being constructed in a clean room laboratory facility at the 4850' level (4300 m.w.e.) of the Sanford Underground Research Facility (SURF) in Lead, SD. It utilizes a compact graded shield approach with the inner portion consisting of ultra-clean Cu that is being electroformed and machined underground. The primary aim of the {\sc Demonstrator} is to show the feasibility of a future tonne-scale measurement in terms of backgrounds and scalability.Comment: Proceedings for the MEDEX 2013 Conferenc

Creative reminiscence as an early intervention for depression: results of a pilot project.

Reminiscence may help in resolving conflicts from the past and making up the balance of one’s life. Life-review may be further enhanced by the creative expression of memories in stories, poems or drawings. In this way people are encouraged to create and discover metaphors, images and stories that symbolically represent the subjective and inner meaning of their lives. In this article, a new intervention, which combines reminiscence and creative expression aimed at early treatment of depression, is described. A pilot project showed that the intervention Searching for the meaning in life may generate small-sized effects in reducing depression. Additionally, it appears to generate effects of medium size in enhancing mastery. Several possible ways to improve the effectiveness of the intervention are described

The MAJORANA DEMONSTRATOR: A Search for Neutrinoless Double-beta Decay of Germanium-76

The observation of neutrinoless double-beta decay would determine whether the neutrino is a Majorana particle and provide information on the absolute scale of neutrino mass. The MAJORANA Collaboration is constructing the DEMONSTRATOR, an array of germanium detectors, to search for neutrinoless double-beta decay of 76-Ge. The DEMONSTRATOR will contain 40 kg of germanium; up to 30 kg will be enriched to 86% in 76-Ge. The DEMONSTRATOR will be deployed deep underground in an ultra-low-background shielded environment. Operation of the DEMONSTRATOR aims to determine whether a future tonne-scale germanium experiment can achieve a background goal of one count per tonne-year in a 4-keV region of interest around the 76-Ge neutrinoless double-beta decay Q-value of 2039 keV.Comment: Submitted to AIP Conference Proceedings, 19th Particles & Nuclei International Conference (PANIC 2011), Massachusetts Institute of Technology, Cambridge, MA, USA, July 24-29, 2011; 3 pages, 1 figur

Status of the MAJORANA DEMONSTRATOR experiment

The MAJORANA DEMONSTRATOR neutrinoless double beta-decay experiment is currently under construction at the Sanford Underground Research Facility in South Dakota, USA. An overview and status of the experiment are given.Comment: 8 pages, proceeding from VII International Conference on Interconnections between Particle Physics and Cosmology (PPC 2013), submitted to AIP proceeding