This deductive-hypothetico research addressed a literature void on the research problem: Impact of Shifts in Strategic Othodoxy on International Enterprise Performance. This study hypothesised: H11: Strategic orientation correlates with superior international performance; H12: Global strategy contributes to superior performance internationally; and, H13: Skills in strategy execution lead to superiior performance internationally. Three hundred and nine variables in three hypotheses were tested with data collected from a 'small,' but highly relevant sample. Ninety-two variables were positively correlated while 217 were negative. Due to the large number of variables for each hypothesis, no hypothesis was fully supported or rejected. Eleven models for superior international performance have been scientifically developed from data analyses. Models are designed to aid robust international franchising stategy development by strategists at varying continuum of international expertise. Significant serendipitous findings include: nullification of conventional wisdom that the larger the sample size, the higher the reliability the research findings; lateral instead of dedicated strategies can be more effective, in this instance, marketing strategy had no positive correlation with dependent marketing variables but correlated positively with financial variables; and, cost of Australian international franchising operations was determined. A cross sectional research in 2007 will degrade with passage of time. Environmental dynamics will affect its relevance. This study concerns Australian international franchisors, hence generalizability outside this dimension may not be appropriate. Contribution of this research to knowledge is significant: outcomes filled a literature void in relation to the research problem; findings of positively correlated variables help franchising strategists develop strategies that achieve superior performance, whereas negatively correlated variables help avoid costly mistakes; and, the research refuted previous postulations that fundamentals of western management were flawed. Culminating from this research, a window of opportunities has been created for further research in various areas such as varying types or research; methodologies; sectoral and geographical variations; and changes in research scope and width.

This deductive-hypothetico research addressed a literature void on the research problem: Impact of Shifts in Strategic Othodoxy on International Enterprise Performance. This study hypothesised: H11: Strategic orientation correlates with superior international performance; H12: Global strategy contributes to superior performance internationally; and, H13: Skills in strategy execution lead to superiior performance internationally. Three hundred and nine variables in three hypotheses were tested with data collected from a 'small,' but highly relevant sample. Ninety-two variables were positively correlated while 217 were negative. Due to the large number of variables for each hypothesis, no hypothesis was fully supported or rejected. Eleven models for superior international performance have been scientifically developed from data analyses. Models are designed to aid robust international franchising stategy development by strategists at varying continuum of international expertise. Significant serendipitous findings include: nullification of conventional wisdom that the larger the sample size, the higher the reliability the research findings; lateral instead of dedicated strategies can be more effective, in this instance, marketing strategy had no positive correlation with dependent marketing variables but correlated positively with financial variables; and, cost of Australian international franchising operations was determined. A cross sectional research in 2007 will degrade with passage of time. Environmental dynamics will affect its relevance. This study concerns Australian international franchisors, hence generalizability outside this dimension may not be appropriate. Contribution of this research to knowledge is significant: outcomes filled a literature void in relation to the research problem; findings of positively correlated variables help franchising strategists develop strategies that achieve superior performance, whereas negatively correlated variables help avoid costly mistakes; and, the research refuted previous postulations that fundamentals of western management were flawed. Culminating from this research, a window of opportunities has been created for further research in various areas such as varying types or research; methodologies; sectoral and geographical variations; and changes in research scope and width.