Sistemas de Controle Administrativo no Franchising: Aliando Controle e Flexibilidade Estratégica

Abstract

This study aimed to verify how the franchisor combines control and strategic flexibility, identifying control systems it uses to monitor, measure, assess uncertainty, validate strategies, promote change, strategic initiatives to emerge and contribute to the learning network in order continuous improvement of the competitive position of the franchise. The theoretical framework was to support the relationship between franchiser and franchisee proposed in the literature, transaction costs, the agency theory and management control systems defined and categorized by Simons (1994). To fulfill the objective proposed, we used the exploratory research and the strategy of a single case study with unit of analysis in the field of Marketing and Sales of a franchisor. The data collection instrument was a semi-structured interview with four executives, chosen because of the topics. Through the identification of interactive control systems used by the franchisor, it was found that it adds in the strategic management of the franchise, the management approaches to minimize costs and maximize opportunities, combining control and strategic flexibility.