The following case study aims to explore the knowledge transfer and its implications in the context of a soft service firm. The complexity of knowledge itself and the knowledge transfer process in service firms brings new challenges. The phenomenon was investigated by the application of grounded theory. Interviews were conducted with employees at a company present in the Quick Service Restaurant segment. It resulted in several findings that were not reported by previous literature. Firstly, within the case company there was multiple formal networks that circulate separately, except for interconnections through the restaurant managers. Within the organization personal relationships proved to be the most important factor for knowledge sharing. Secondly, within a large franchise network, an actor might take the role of knowledge creator due to its size and influence the other franchises in the network. Thirdly, knowledge transfer, implementation and innovation are hindered when work environment is characterized by stress and high pressure to perform. Fourthly, communication improves operation efficiency and employee motivation. This study provides navigations to future research and can be used as guidance in regard to knowledge transfer for practitioners, managers or other interested.

Information management systems give an opportunity for business to optimize there processes, minimize costs and save resources. In nowadays these systems help to stay on the market and be competitive with other participants. The objective of this job is to analyze and project(design) orders management system for the network of retail stores associated by franchise and has a central administrative unit which holds all the franchise rights and managing all activities. System has such general abilities: 1. Generate an order using prognosis algorithm. 2. Edit an order. 3. Coordinate order with receiver (member of the franchise network). 4. Prepare order for execution (goods picking, gathering, loading, shipment). Full system was installed at the administrative unit allowing all other members to use order coordination ability.

Notre recherche doctorale a pour objet d’apporter un éclairage novateur sur la chaîne logistique dans le contexte des réseaux de franchise en s’appuyant sur la théorie des ressources et la théorie des parties prenantes. S’inscrivant dans une logique d’exploration, la recherche participe à enrichir les travaux sur les réseaux de franchise sous l’angle de la chaîne logistique. Une telle approche, jusqu’à présent peu explorée, permet de mieux saisir l’avantage compétitif que représente de la maîtrise de la chaîne logistique pour le réseau de franchise, ainsi que le rôle du prestataire de services logistiques (PSL) dans le contexte français. En effet, son rôle de conseil, voire de prescripteur d’évolution des processus,s’appuie sur sa connaissance des métiers de la chaîne logistique, imprégnée de la culture du client, et sur sa capacité à imposer les évolutions nécessaires vis-à-vis des 3PL auprès desquels il aura sous-traité une partie de ses activités. Il ressort de la recherche que la maîtrise de la chaîne logistique est un enjeu stratégique pour le réseau de franchise. Au travers d’études de cas, la relation de longue durée, la confiance et l’appropriation de la culture du réseau par le PSL sont des critères incontournables de l’avantage compétitif que procure la maîtrise de la chaîne logistique au profit du réseau de franchise. / Our doctoral research aims to bring innovative light on the supply chain in the context offranchise networks based on resource theory and stakeholder theory. As part of an explorationstrategy, research contributes to enriching the work on franchise networks in terms of the supplychain. Such an approach, hitherto little explored, makes it possible to better understand thecompetitive advantage of supply chain control for the franchise network and the role of thelogistics service provider (LSP) in the French context. Indeed, its advisory role, and even theprescriber of the evolution of processes, relies on its knowledge of the supply chain businesses,imbued with the customer's culture, and its ability to impose the necessary changes vis-à-vis3PLs from which it will have subcontracted part of its activities. Research shows that supplychain management is a strategic challenge for the franchise network. Through case studies, thelong-term relationship, trust and ownership of the network culture by the PSL are essentialcriteria for the competitive advantage of supply chain control in favor of the network franchise.

Marketing, franchising, franchisor, franchisee, marketing tools, risk