FRANCHISING AS ORGANIZATIONAL FORM IN BUSINESS AND POLITICAL ORGANIZATIONS

John Davies

Victoria University of Wellington

ABSTRACT

This study builds on prior work exploring franchising as organizational form using a

systems approach, and extends that work from the domain of business to political organization. In

particular, the study demonstrates how empirical insights about franchising can be reinterpreted

using systems concepts embedded in Beer’s viable systems model. In doing so, the study is able to

examine the systemic nature of franchising; to affect a comparison of franchise organizational form

prevalent in business and political organizations; and to better understand the systemic role of

organizational form in complementing business and market strategy.