• 한국프랜차이즈경영연구
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• 제4권1호
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• pp.55-71
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• 2013

본 연구에서는 프랜차이즈 조직에 있어서 교육훈련 프로그램 운영에 따른 만족/ 불만족이 신협조직의 성과에 어떠한 영향을 미치고 있는가에 대해 분석하고자 하였다. 이를 위해서 교육훈련 프로그램변수에는 동기유발, 역할지각, 고객지향성을 독립변수로 하고, 만족/불만족을 매개변수로 하였으며, 종속변수로 설정한 성과에는 영업능력향상, 직무만족, 장기근무의지를 지정하여 SPSS/PC+ 통계프로그램을 이용하여 통계처리 하였다. 그 결과 교육훈련 프로그램의 만족이 장기근속에 가장 큰 정(+)의 영향을 미치는 것으로 나타났다. 따라서 우리사회에서 생활편의를 제공하는 프랜차이즈의 장기적 성장을 위해서는 알차고 내용이 충실한 교육훈련 프로그램을 개발하고 지속적으로 실행함이 무엇보다 중요하다는 사실을 발견하였다. 이러한 연구의 결과를 얻기 위한 논문의 체계는 I장 서론에서 문제의 제기와 연구의 목적을 들었고, II장 이론적 고찰에서는 교육훈련 프로그램의 내용 및 기대요인 즉, 동기유발, 역할지각, 고객지향성을 살펴보았고, III장에서는 연구의 방법으로 연구의 모형과 가설을 설정하였으며, 또한 실증조사의 설계와 자료분석방법을 제시하였다. IV장에서는 실증분석으로 측정도구의 검증과 상관관계분석, 신뢰성 검증을 실시하였으며, 가설을 검증한 후 V장에서 결론을 맺었다.

• 한국프랜차이즈경영연구
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• 제8권3호
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• pp.7-16
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• 2017

Purpose - Recently, as the franchise market has grown rapidly and competition has intensified, the creation of competitive advantage by companies has become important as a corporate survival strategy. Based on previous studies, this study proposed a theoretical framework for the structural relationship between psychological ownership (organization and job), job performance, and customer orientation. Research design, data, and methodology - This research examines the structural relationship between psychological ownership, job performance, and customer orientation in terms of employees. More specifically, in this model, psychological ownership consists of two sub-dimensions of organization and function. Research models and hypotheses have been developed for this purpose. A total of 409 respondents responded via surveys. 2 out of 409 respondents have been removed and a total of 407 were used for this study. The data were analyzed using frequency analysis, confirmatory factor analysis, correlation analysis, and structural equation modeling with SPSS 21.0 and Amos 21.0 statistical program. Result - The results of the study are as follows. First, psychological ownership (organization and job) has a statistically significant positive effect on job performance. Second, psychological ownership of the job has a statistically significant positive effect on customer orientation. On the other hand, psychological ownership did not have a significant effect on customer orientation. Conclusions - The implications of this study are following as: From the theoretical point of view, this study distinguishes the psychological ownership of employees of a franchise corporate into two dimensions, organization and job, rather than a single dimension. Based on this, we examined the effect of psychological proprieties on job performance and customer orientation. This study also provides several implications. In a fiercely competitive franchise market, it is very important to analyze your employees to gain a competitive advantage over other competitors. It is meaningful to study the employees who work in the franchise. In addition, psychological ownership is an important variable that enhances job performance and leads to customer orientation, so the company needs to pay attention. Therefore, it needs to develop an internal marketing strategy that promotes psychological ownership.

• 한국프랜차이즈경영연구
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• 제1권1호
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• pp.43-63
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• 2010

프랜차이즈는 지속적으로 성장하고, 국내뿐만 세계적으로 급성장할 것으로 예측하고 있다. 국내 프랜차이즈 시장은 외형적으로 무서운 속도로 증가하고 있으며, 2010년의 예상매출액은 114조원에 달할 것으로 보고 있다. 매년 새로운 프랜차이즈 시스템이 생겨나고 있지만 성공하는 경우보다 실패하는 기업이 훨씬 많다고 할 수 있다. 국내 유통시장의 전면 개방으로 외국 프랜차이즈 업체의 국내 진출이 가속화되고 있는 현재 상황에서 국내 프랜차이즈 업체는 신규 가맹점의 확보·기존 가맹점 유지와 내부 인력을 강화하는 것이 중요하지만, 그럼에도 불구하고 지금까지는 프랜차이즈 본부의 내부 인력을 활성화하는 방안이 제시되고 있지 않다. 따라서 본 연구에서는 프랜차이즈 본부의 발전과정에서 나타나는 내부 인력현황과 인력의 활용에 대해 연구하고자 한다. 연구 결과, 기업의 규모와 매출이 성장함에 따라 기업에게 요구되어지는 내부 인력은 기업성장주기에 따라 달라지는 것을 볼 수 있다. 현재 프랜차이즈 산업에서 필요로 하는 내부 인력 현황을 살펴보면, 유통과 재무/회계에 많은 인력을 요구하고 있는 것으로 나타났으며, 이러한 현상을 조직 수명주기로 살펴보면 공식화단계로 성장단계라고 볼 수 있다. 이러한 수명주기로 볼 때, 향후 조직이 필요로 하는 인력 수급을 고려하여야 할 것이다.

• 한국프랜차이즈경영연구
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• 제6권1호
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• pp.42-68
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• 2015

As franchise industry has grown, the role of a supervisor who is a contact point between franchisor and franchisees has become more vital to success of the business. This research, focusing on his/her specific role, explores communication type, leadership type, and followership type of the supervisor in relations with the organization, franchisor, and franchisees, respectively. Furthermore, we compared performance of franchises by the three types above through the franchise contract management leverage (FCML) which reflects business performance both qualitatively and quantitatively. According to the analysis on supervisors of a franchise business, 'Ganiyeok', the majority of supervisors' communication type were either supportive style or directive style. For the leadership type, team-type and impoverished-type leaders were the majority, while effective or passive followership appeared highest in followership type. In addition, supportive supervisors in communication style, team-type supervisors in leadership style, and effective supervisors in followership had highest FCML, while reflective and directive styles, impoverished style, and passive style had lowest FCML. Primary goal of a franchise business is stable profit generation. This study not only examined what characteristics supervisors need and which style is insufficient, but also proposed tailored solutions for each style. Thus, we confirmed that debates on franchise can be approached in perspective of both communication and business, and we further suggest diverse approaches on future franchise business.

• 한국프랜차이즈경영연구
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• 제12권3호
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• pp.7-19
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• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• 한국프랜차이즈경영연구
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• 제12권3호
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• pp.35-46
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• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• 유통과학연구
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• 제12권8호
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• pp.71-82
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• 2014

Purpose - This study is to examine the effect of environmental orientation on innovation, environmental and market performance in Korean franchise firms' context. This study also investigates how environmental orientation, innovation and environmental performance play mediating roles between environmental orientation and market performance. For these purposes, the authors developed a structural model which consists of several constructs. In the model, environmental orientation was proposed to affect innovation and environmental performance, while innovation and environmental performance influence market performance. Specifically, innovation and environmental performance were proposed as core mediators between franchise firms' environmental orientation and market performance. Research design, data, and methodology - The data were collected from 155 franchise firms in Korea during January 2012. The results of factor analysis with reliability test with Cronbach's α warranted unidimensionality of the measures for each construct. In addition, nomological validity of the measures of each construct was warranted from the result of correlation analysis. The data were analyzed with reliability analysis, and structural equation modeling with SPSS Win/PC 18.0 and AMOS 18.0. Results - The results of the overall model analysis appeared as follow: χ²=52.388(df=21), p=.000. GFI=.932, AGFI=.854, NFI=.964, CFI=.978, RMSEA=.099, RMR=.059. Since the result of the overall model analysis demonstrated a good fit, we further analyzed our data. The findings can be summarized as follows: Firstly, the environmental orientation had a positive effect on innovation and environmental performance, but had not a direct effect on market performance. Secondly, innovation had a positive effect on environmental performance, but had not a direct effect on market performance. Thirdly, environmental performance had a positive effect on market performance. Conclusions - The results of this study show that, in order to achieve competitive advantages and environmental and market performance in turbulent market situation, franchise firms should emphasize internal and external environmental orientation, and put through improvements in perspective of technology, organization, and product. Consequently, this research suggests that environmental orientation is a motive for franchise companies' innovation, environmental performance, and market performance. It also suggests theoretical and managerial implications, limitations, and further research directions.

• 한국프랜차이즈경영연구
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• 제7권2호
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• pp.5-14
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• 2016

Purpose - Competitive industry structure and recent economic depression challenge a survival of Korean small- and medium-sized food franchising companies (SMFCs), albeit the explosive growth of the Korean food service industry for last few decades. Against this backdrop, it examines how these SMFCs overcome liabilities of smallness and resource scarcity to strengthen competitive advantage in the market. To tackle this, in this article we focus on corporate entrepreneurship and human resources as a knowledge-based asset for these SMFCs. Furthermore, the ratio of employee turnover is high in SMFCs. We view that such brain-drain may result in poor performance of the Korean SMFCs. As such, we pay attention to the role of organizational commitment to an organization as a solution for enhancing individual-level employees' loyalty toward their organization. Research design, data, and methodology - Our research question is to what extent corporate entrepreneurship (i.e., innovative organizational culture, organizational autonomy, and administrative innovation) affects an individual-level attitude toward the organization and, in turn, employee creativity and satisfaction in the Korean SMFCs context. We collected data from employees in SMFCs for three months. A total of 126 valid questionnaires were collected, and analyzed the data using partial least squares path modeling. Results - The reliable and valid measurement model feed into testing the structural model. Our findings suggest that innovative organizational culture and organizational autonomy positively affect employee commitment. Particularly, organizational autonomy has a greater effect than innovative culture on employee commitment. However, the relationship between administrative innovation and employee commitment is not significant. We also find that employee commitment positively affects both employee creativity and satisfaction. Conclusions - Our contribution to the existing franchising business and management literature is twofold. First, the conceptual model includes three antecedents in the organizational entrepreneurship dimension to organizational commitment. Second, we conceptualize organizational commitment as employee commitment, and validate its impact on employee creativity and job satisfaction at an individual performance level. Overall, this article suggests that it is critically important for the Korean SMFCs to develop corporate entrepreneurship in order to facilitate employees' positive attitudes toward their organizations.

• 유통과학연구
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• 제10권6호
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• pp.39-53
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• 2012

기업에 경쟁우위를 가져다주는 많은 자원들 중에서 특히 지식(knowledge)은 생산 활동을 위해 다른 자원을 변화시키거나 확보할 수 있도록 만드는 중요한 자원으로 알려져 있다. 이러한 조직 내 지식은 다양한 형태로 존재하고, 다양한 장소나 개인에게 산재해 있기 때문에, 이를 통합하고 체계적으로 활용하기 위한 기업의 전사적 관리 활동이 필요하다. 특히 지식관리시스템(KMS: knowledge management systems)은 조직 내 지식을 창조하고, 공유하고, 적절히 사용함으로써 지식관리 프로세스를 지원하고 조직이 가진 지식자원의 가치를 극대화하여 기업의 학습조직화와 성과 증진을 이끌 수 있다. 이에 본 연구는 국내 대표적인 프랜차이즈 기업인 파리바게뜨의 성공적인 지식관리시스템운영 사례를 분석하여 프랜차이즈 기업들의 지식경영을 강화 및 지식관리시스템(KMS) 구축과 개선을 위한 구체적인 시사점을 제안하고자 하였다. 결과적으로 최고경영층의 관심과 지원, 능동적인 지식 공유와 활용을 위한 학습조직 문화, 네트워크 활성화를 통한 지식의 변환, 정보기술, 지식경영의 내재화를 위한 촉진제도와 보상이라는 5가지 주요 요인이 프랜차이즈 기업의 지식관리시스템의 성공적 운영을 위해 반드시 고려되어야 하는 요인임을 밝혀낼 수 있었다.

• 유통과학연구
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• 제13권1호
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• pp.35-46
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• 2015

Purpose - This paper attempted to investigate the relationships among the perception of job insecurity and organizational effectiveness, and it examines these relationships while considering the moderating effect of trust in the manager and self-efficacy. Job insecurity is an independent variable, organizational effectiveness aspects (job satisfaction, organizational commitment, and turnover intention) are dependent variables, and trust and self-efficacy are moderators. Research design, data, and methodology - Regression analysis was used to verify the effects. The measurement items were already deemed as reliable and valid in the previous study, but for this purpose, some modifications were made. To examine the model, this study relied on the samples chosen from Korean employees in the six franchise business firms. The survey was conducted on 288 workers. Each question is based on a 5-point Likert type scale. The data were analyzed using SPSS 18.0. Results - The results of the study are summarized as follows. First, job insecurity has an influence on organizational effectiveness aspects (negatively on job satisfaction, negatively on organizational commitment, and positively on turnover intention). Second, analyzing the moderating effect of trust, trust in manager is mediated between job insecurity and organizational effectiveness aspects (on organizational commitment and on turnover intention). However, employees' trust in manager had no significant moderating effect on the job insecurity-job satisfaction relationship. Third, self-efficacy is mediated between job insecurity and organizational effectiveness aspects (on job satisfaction, on organizational commitment, and on turnover intention). Conclusions - First, it is necessary to be aware of the seriousness of employees' job insecurity in franchise firms, which have played a pivotal role in national economic growth, and to create a detailed plan for reducing insecurity and actively implementing it. To this end, the franchise companies should implement efficiency efforts such as obtaining an appropriate capacity of equipped personnel and a training program. Second, there are moderating effects of self-efficacy and trust in the relationship between job insecurity and organizational effectiveness. Depending on business conditions, stability and instability can only be experienced in the organizations of franchise companies. This can give rise to instability in employment. Therefore, it is necessary to develop and utilize a system that can be minimized with a change in the new awareness of employment instability. After all, a good leader (manager) must accumulate personal trust and build up a core competence that is necessary to become competent in the field himself. Even if you lack the material resources to improve performance, if the leader with the core competencies (e.g., technical/management /organization/marketing/design) can gain the trust of the supervisor, you can get a good organizational performance. Therefore, you should foster a healthy organizational culture through education such as leadership training and employee training to be built on trust between the leaders and the employees. In addition, you need to focus on HRD&M training in order to increase the self-efficacy of the supervisor.