As the differentiation through service quality became difficult due to economic stagnation and intensifying competition worldwide, service companies are looking for means to win competitive advantage in perspective of sustainability management. This p... As the differentiation through service quality became difficult due to economic stagnation and intensifying competition worldwide, service companies are looking for means to win competitive advantage in perspective of sustainability management. This phenomenon also applies to the franchise industry where qualitative growth needs to be more focused than the quantitative growth. Franchises, therefore, endeavor to secure their competitiveness in terms of corporate social responsibility (CSR) activities and positive relationship building with employees through internal marketing. It has been 40 years since the franchise system was introduced to Korea, and the exporting of franchise brands is now an emerging industry. This has led the franchise to become a separate industry, and the franchise is earning recognition for the most dynamic distribution channel in the future. However, despite the quantitative growth and efficiency of the franchise industry, the franchise headquarters’ financial difficulty and lack of business management cause low quality of employment and management, thereby decreasing credibility of the franchise industry. In this perspective, this study recognized the needs for researching authentic leadership and job crafting, which were insufficient in the previous studies, and aimed to find out how these factors have an impact on duty, organization, brand attachment, and service orientation. The findings of the study are meaningful as it proposed the direction for authenticity of the leaders to invigorate franchise organization and improve performance of franchise headquarters and system. Therefore, this study conducted practical verification through the impact on how the factors including authentic leadership and job crafting affect job attachment, organization attachment, brand attachment, and customer orientation. The findings from the practical analysis are as below. First, the research model fits well according to the structural model analysis of research model among authentic leadership, job crafting, and three sub-dimensions of attachment: job attachment, organization attachment, and brand attachment. Second, authentic leadership has a significant impact on job crafting. This indicates that a leader’s high morality and employee recognition of transparency in relationship building and information treatment process influence employees’ active behavior in organization and job. Third, authentic leadership has significant impact on organization attachment, job attachment, and brand attachment. This shows that a leader’s authenticity is an important predictor that improves organizational trust and causes positive organizational behavior through relational transparency. Fourth, job crafting, which promotes employees to put more meaning in their jobs by actively changing job scope and relationship, has a significant impact on organization attachment, job attachment, and brand attachment. Similar to authentic leadership, this shows that job crafting behavior is an important variable as it has a significant impact on brand attachmemt along with organization attachment, job attachment. Fifth, organization attachment, job attachment, and brand attachment all have significant effect on customer orientation. This infers that the attitudes toward job, organization, and brand that are directly related to organization performance have influence on customer orientation which enhances customer satisfaction as employees become satisfied with their work. The implications of this study are as follows: First, the finding that authentic leadership is efficient in increasing employees’ job crafting activities and enhancing job attachment and intimate relationship indicates that authenticity of a leader, who aims for balanced job process and transparent relationship, brings out active job crafting of the employees. Furthermore, it provided a guideline for managing employees in perspective of internal marketing. In other words, these findings suggest that sustainable management is possible despite the negative factors caused by excessive quantitative growth in the franchise industry, if the franchise CEO creates an organizational culture based on authentic leadership. In addition, this study has theoretical and practical implications as it proposed a model that integrates leadership theory and attachment theory and analyzed the differences in impacts of the three sub-dimensions of employee attachment: job attachment, organization attachment, and brand attachment, thereby offering a guideline for internal branding and marketing systems of the domestic franchise headquarters. ，韩语论文，韩语毕业论文 |
