{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,9,27]],"date-time":"2025-09-27T08:12:52Z","timestamp":1758960772452,"version":"3.41.2"},"reference-count":36,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2015,1,30]],"date-time":"2015-01-30T00:00:00Z","timestamp":1422576000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2015,1,30]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 The purpose of this paper is to study the level of importance existing among the indicators that were previously defined for a Performance Measurement Systems (PMS) and are relative to franchises in Brazil, using the Analytic Hierarchy Process (AHP) methodology, together with a series of tests, which are responsible by verifying the degree of reliability, robustness and stability of the parameters used and the results obtained. As a result, the author suggests that the diagnosing of the five delimited indicators have different relevance assigned to them. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 This paper reviews extant literatures in Franchise, PMS, Multiple Criteria Decision Making (MCDM), in specific the theory about AHP. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The authors found that it was possible justified, for both the relative and the evaluative method, that the I3 was the main point of the system and, as a consequence, be considered as priority when talking about sectorial development of franchises in Brazil. As for the other indicators, even being located in a level lower than <jats:italic>I3<\/jats:italic>, they must be taken into contemplation in these measurements, however, with a relatively inferior importance degree. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title>\n               <jats:p> \u2013 It was possible to better comprehend which economics and non-economic factors selected have a more predominance in the Brazilian franchise context, according to characteristics of the companies present. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 The absence of scientific papers that describe the relevance level of the main factors that influence in the Brazilian franchise system.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/bpmj-08-2013-0108","type":"journal-article","created":{"date-parts":[[2015,1,6]],"date-time":"2015-01-06T03:23:09Z","timestamp":1420514589000},"page":"190-204","source":"Crossref","is-referenced-by-count":3,"title":["Hierarchy the sectorial performance indicators for Brazilian franchises"],"prefix":"10.1108","volume":"21","author":[{"given":"Alvaro Luiz","family":"Neuenfeldt J\u00fanior","sequence":"first","affiliation":[]},{"given":"Julio Cezar Mairesse","family":"Siluk","sequence":"additional","affiliation":[]},{"given":"Marlon","family":"Soliman","sequence":"additional","affiliation":[]},{"given":"Elp\u00eddio Oscar Benitez","family":"Nara","sequence":"additional","affiliation":[]},{"given":"Liane Mahlmann","family":"Kipper","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020122700001797000_b34","unstructured":"ABF\n                (2012), \u201cAssocia\u00e7\u00e3o Brasileira de Franquias. 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