Please use this identifier to cite or link to this item:
|Title:||體制理論下的創業家精神 - 以台灣麥當勞為例|
Entrepreneurship in the Franchise Institution - the Case of Taiwan McDoanld's
Franchise system is widely used and some franchises are very well-known in the market. Some franchise stores are under strict regulations of the headquarters to operate exactly the same way as the direct-management stores. However, since the franchise stores are run by the franchisees who are business owners that may possess a higher degree of entrepreneurship than managers of the direct-management stores, it is interesting to explore how these franchisees behave under an institutionalized franchise environment. This research adopted the qualitative approach to explore the issue of entrepreneurship in the franchise institution. Literatures on institutional theories, franchise systems, and entrepreneurship were reviewed. Then, the researcher conducted interviews with the franchisees of McDonald’s in Taiwan to gather information on their operation. The analysis of qualitative data focused on finding differences between the franchise stores and the McDonald’s institution, how these differences came from, and how the franchisees thought about these differences. The research found many differences between franchise stores and the McDonald’s institution, and concluded with 5 propositions. The research showed that although these franchisees did follow the regulations of the headquarter, they treated employees more like family members, placed heavy emphasis on profit, valued local community relationship, and had higher autonomy on business plans and store management. That is, these store owners acted more like “frantrepreneures” when operating under the franchise institution.
|Appears in Collections:||學位論文|
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.