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dc.contributor.authorDev, Chekitan
dc.contributor.authorBrown, James R.
dc.date.accessioned2020-09-12T21:11:44Z
dc.date.available2020-09-12T21:11:44Z
dc.date.issued1991-08-01
dc.identifier.other10112993
dc.identifier.urihttps://hdl.handle.net/1813/72324
dc.description.abstractThe objective of this paper is to compare, along three strategic dimensions, franchising with other types of operating arrangements in the lodging industry. The operating arrangements studied are, in addition to franchising, chain-managed and independent hotels. The three strategic dimensions include: (1) the variability or volatility of the task environment facing a hotel; (2) the business strategy chosen by a hotel's general manager; and (3) the level of sales revenue and profit margin achieved by a hotel.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © SAGE. Final version published as: Dev, C. S., & Brown, J. R. (1991). Franchising and other operating arrangements in the lodging industry: A strategic comparison. Hospitality Research Journal, 14(3), 23-41. Reprinted with permission. All rights reserved.
dc.subjectoperating arrangements
dc.subjectstrategic management
dc.subjectchains
dc.subjectindependent hotels
dc.subjectfranchising
dc.titleFranchising and Other Operating Arrangements in the Lodging Industry: A Strategic Comparison
dc.typearticle
dc.relation.doihttps://doi.org/10.1177/109634809101400304
dc.description.legacydownloadsDev95_Franchising.pdf: 145 downloads, before Aug. 1, 2020.
local.authorAffiliationDev, Chekitan: csd5@cornell.edu Cornell University
local.authorAffiliationBrown, James R.: Virginia Polytechnic Institute and State University


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