Market orientation and business performance: Evidence from franchising industry [Summary]

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dc.contributor.authorLee, Yong-Kien
dc.contributor.authorKim, Soon-Hoen
dc.contributor.authorSeo, Min-Kyoen
dc.contributor.authorHight, S. Kyleen
dc.date.accessioned2017-05-15T19:12:59Zen
dc.date.available2017-05-15T19:12:59Zen
dc.date.issued2015-01en
dc.description.abstractThis paper examines the relationships between top management factors, franchisor market orientation, competitive strategy, and business performance within the context of Korean franchisor companies. 156 food-service franchise firms provide the basis for this empirical investigation. Findings show that top management factors such as management emphasis and risk aversion can lead to market orientation. Franchisor market orientation was found to lead differentiation and cost strategies, which, in turn, increase financial and non-financial business performance. Also, market orientation directly increases financial and non-financial business performance. The context of the franchise industry differs from other industries, and this paper discusses the implications of these findings for researchers and managers in the franchise industry.en
dc.description.notesPages 28–37en
dc.format.mimetypeapplication/pdfen
dc.identifier.urihttp://hdl.handle.net/10919/77645en
dc.language.isoen_USen
dc.publisherVirginia Techen
dc.rightsCreative Commons Attribution 4.0 Internationalen
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/en
dc.subjectFranchisor's market orientationen
dc.subjectCompetitive strategyen
dc.subjectBusiness performanceen
dc.subjectTop management factorsen
dc.titleMarket orientation and business performance: Evidence from franchising industry [Summary]en
dc.title.serialInternational Journal of Hospitality Managementen
dc.typeSummaryen
dc.type.dcmitypeTexten

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Summaries of Academic Articles on Research in Hospitality (Feiertag Collection)