ABSTRACT
This conclusion presents some closing thoughts on key concepts covered in the preceding chapters of this book. The book was prompted by the insight that within multi-unit enterprises there is a key cohort of employee's multi-unit leaders whose core activities, practices and personal characteristics are under-researched and, as a consequence, are not well understood. It has made a bold attempt to present an integrated model of MUL. The book does not make the claim that effective MULs are the sole contingent factor upon multi-unit enterprise success. It is the strong contention of this book that it is the effective MUL's understanding and, consequently, their application of social exchange in pursuance of portfolio optimisation that is their main differentiating factor from their peers. Hence this book advances an integrated conceptual model of MUL based upon extensive research amongst a range of respondents situated within retail, leisure and hospitality organisations.
