體制理論下的創業家精神 - 以台灣麥當勞為例

Abstract

加盟系統在全世界被廣泛使用，並且有些加盟系統在市場上是非常知名的。在加盟總部嚴格的規定下，加盟店的營運方式跟直營店相同。然而，既然加盟店店主較直營店店經理有較高的創業家精神，探索加盟店店主如何在體制化的加盟環境下表現，就是一件有趣的事。 本研究採取質化研究方法去探索加盟體制下的創業家精神。本研究將體制理論、加盟系統以及創業家精神的相關文獻作為理論基礎。研究者訪談台灣麥當勞的加盟者，以獲取他們的營運資訊。質化資料的分析致力於發現加盟店與麥當勞制度的不同處、不同從何而來、以及加盟者如何看待這些不同。 本研究發覺許多加盟店與麥當勞制度的不同處，並提出5個論點。研究顯示加盟者確實遵守加盟總部規定、對待員工有如家人、追求利潤、重視社區關係以及擁有較高之自主性。也就是說，在加盟體制下，加盟者們表現得更像個『加盟創業家』。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.