The impact of control mechanisms of franchisee and employee-manager satisfaction: does one type of control fit all?
研究加盟系统中，特许人对加盟商和雇员经理采用不同控制机制（行为控制、社会控制、结果控制）如何影响他们的满意度，发现效果因角色和经验而异。
Satisfaction of franchisees and employee-managers largely affects the overall performance of a franchise system. How does the franchisor’s choice of control mechanisms affect satisfaction of these types of actors in plural form-franchise systems? We argue that different types of actors in the same franchise arrangement need to be treated in different ways. Franchisees who act as entrepreneurs and hired outlet managers who are salaried employees differ in terms of need for achievement, preference for innovation and learning and propensity to take risks. Therefore, the franchisor’s choice of control mechanisms for monitoring those actors’ efforts within a single franchise system should result in different satisfaction levels (and therefore differential effects on performance). Drawing on data from the largest German franchise system, we show that the effectiveness of different control mechanisms depends on the type and experience of an actor. Behavior control leads to higher satisfaction among inexperienced employee-managers, while social control enhances the satisfaction of experienced employee-managers. In contrast, our results show that outcome control leads to higher satisfaction of more experienced franchisees. In addition, our results illustrate that we do not know yet how to effectively monitor inexperienced franchisees.