Abstract
Due to its unpredictability, the novel coronavirus (COVID-19) pandemic has changed the global business climate and commercial management practices in unprecedented ways. As a direct result of the pandemic, the hospitality and tourism sectors have shut down, and business failure rates have occurred exponentially. The franchise hospitality industry has experienced significant impact and challenged a basic understanding of knowledge management (KM) implementation in the face of the COVID-19 outbreak. A strategic KM implementation practice can not only guide a large-scale operation, but also adjust an organization’s performance and competitiveness. The purpose of this study is to examine the influential criteria of success through effective KM implementation and to predict the probability of successful KM in a post-pandemic era. The conceptual framework for KM applies an analytic hierarchical prediction model reliant upon consistent fuzzy preference relations to assist the franchise hospitality sector’s consciousness of the influential criteria. An empirical case study is used to apply pairwise comparisons used to determine the priority weights and two possible outcomes. The case study will assist franchise organizations to analyze whether or not to implement KM, interdict application, or adopt revised actions. This assistance will enhance the success possibility of KM implementation within such a crisis environment. This study uses a case setting by assessing 15 franchises hospitality experts’ opinions in Taiwan relevant to KM implementation.
Highlights
Franchise systems are a major commercial feature of the service distribution structure worldwide; as such, more than 143 industries are presently engaged in franchising, prevailed over by 50,000 companies, and surpassed by 800,000 retail involvements [1] Bretas and Alon [2] stated that Taiwan is among one of the top four countries worldwide with a number of franchise brands, using franchising as a tool to develop economy growth, job creation, and global dynamic market competition
A significant research aspect of this study focuses on franchise hospitality during the COVID-19 outbreak as it relates to the widespread policy of social distancing [15,16]
This study indicated the values for success in seven influential criteria, summarized as C1 headquarters system (0.7131), C2 human resources (0.6149), C3 corporate imagination (0.6616), C4 location advantage (0.6727), C5 innovation and transformation (0.5595), C6 marketing strategy (0.6317), and C7 crisis management (0.6937)
Summary
Franchise systems are a major commercial feature of the service distribution structure worldwide; as such, more than 143 industries are presently engaged in franchising, prevailed over by 50,000 companies, and surpassed by 800,000 retail involvements [1] Bretas and Alon [2] stated that Taiwan is among one of the top four countries worldwide with a number of franchise brands, using franchising as a tool to develop economy growth, job creation, and global dynamic market competition. As the largest franchise industry, hospitality and tourism must choose among competing contracts, knowledge management transfer, opportunities to provide a high probability of success, and good brand value and reputation [3]. One of the greatest immediate existential challenges that the tourism and hospitality industry has faced is that the COVID-9 outbreak involves complicated commercial and social challenges among franchises, resulting in numerous adverse economic and social effects [4]. A number of unforeseen global crises have struck in the 21st century, none have had a more formidable impact on the franchise hospitality industry than the COVID-19 pandemic [7]. The challenges of coping with COVID-19 involve many issues for industrial authorities when adapting their KM implementation to overcome the diverse problems impacting the franchise hospitality industry. Franchise organizations should establish effective and accurate KM that will encourage the development and transformational acceleration necessary in the post-pandemic stabilization phase [9]
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