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Retail network organizational design and financial performance

Abstract : Building on the exploration–exploitation–ambidexterity perspective as a broad theoretical framework, the overall objective of this chapter is to contribute to a better understanding of the impact that different mixes of organizational forms have on performance in a retail setting. Four organizational forms are considered: (1) the plural form; (2) the dual form associating company-owned stores and shop-in-shops; (3) the dual form associating franchised stores and shop-in-shops; and, finally, (4) the combined form associating company-owned stores, franchised stores and shop-in-shops. These organizational design–performance relationships are tested on a sample of 170 French fashion retail networks. The results show that (1) none of the pure or dual forms tended to generate better financial performance than any other; (2) combining company-owned units, franchised units and shop-in-shops tends to generate better financial performance compared to dual and pure forms, up to a certain point.
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Submitted on : Sunday, January 14, 2018 - 10:23:35 AM
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Karine Picot-Coupey, Jean-Laurent Viviani, Paul Amadieu. Retail network organizational design and financial performance. Frank Hoy, Rozenn Perrigot, Andrew Terry. Handbook of Research on Franchising. Research Handbooks in Business and Management series , Edward Elgar, pp.415-448, 2017, 9781785364174. ⟨10.4337/9781785364181.00033⟩. ⟨halshs-01683579⟩



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