Dennis Campbell
There are 3 articles for this faculty member.
About Faculty in this Article:
Dennis Campbell is an associate professor in the Accounting and Management unit at Harvard Business School.
Making the Decision to Franchise (or not)
| Published: | July 28, 2008 |
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| Feature: | Research & Ideas |
Owners operating outlets across multiple markets have a variety of organizational models to choose from, including franchising. The decision is one of the most important they will make. A new Harvard Business School study looks at how 420 convenience store chains organized to serve diverse customers.
Testing Strategy with Multiple Performance Measures Evidence from a Balanced Scorecard at Store24
| Authors: | Dennis Campbell, Srikant M. Datar, Susan L. Kulp, and V.G. Narayanan |
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| Published: | May 22, 2008 |
| Paper Release Date: | February 2008 |
| Feature: | Working Papers |
To what extent do balanced scorecards provide useful information for testing and validating an organization's strategy? Numerous case studies of balanced scorecard implementations document their use in translating organizational strategies to objectives and measures, communicating strategic objectives to employees, evaluating the performance of business units, and aligning the incentives of employees across business units and functions. There has been comparatively little research, however, on the potential learning and feedback role of balanced scorecards. Analyzing balanced scorecard data from Store24—a privately held convenience store retailer in New England—during the implementation of an innovative but ultimately unsuccessful strategy, this study investigates whether, when, and how information about problems with the firm's strategy was captured in the multiple performance measures of its balanced scorecard.
Organizational Design and Control across Multiple Markets: The Case of Franchising in the Convenience Store Industry
| Authors: | Dennis Campbell, Srikant M. Datar, and Tatiana Sandino |
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| Published: | May 8, 2008 |
| Paper Release Date: | April 2008 |
| Feature: | Working Papers |
Chain organizations operate units that are typically dispersed across different types of markets, and thus serve significantly different customer bases. Such "market-type dispersion" is likely to compromise the headquarters' ability to control its stores for two reasons: Relative differences in local conditions make it difficult to monitor a store manager's behavior, and a chain with wide-ranging customer bases will have a harder time serving its customers and will need to rely more heavily on store managers' ability to adapt to local needs. This study identifies market-type dispersion as a factor that is systematically related to firms' organizational design choices. The results may help managers and consultants who deal with control challenges related to a chain's geographic expansion into different markets.
