In the research on franchising firms, several assumptions are generally made. One such assumption is that the role of the entrepreneur is predominantly associated with franchisors, and that franchisees operate under a uniformly regimented system of contractual obligations. Given the restrictions and rules, franchisees have few opportunities for entrepreneurial creativity, serving as owner-managers of a single outlet in a prescribed role of managerial convenience. This study reveals a much more complex and dynamic pattern of relationships between the franchisors and franchisees. Evidence of entrepreneurial teamwork is found, where creativity and adaptation is not always confined to franchisors, and several forms of nested teams within franchising firms are examined. Using both quantitative analysis of secondary data from 1201 North American franchises and in-depth interviews, evidence of entrepreneurial teamwork within the context of franchising firms is presented. The study reveals that restrictive franchise agreements were not always rigorously enforced unless problems occurred, allowing room for entrepreneurial activity by franchisees.

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Once viewed at opposite ends of a spectrum, financial investment and philanthropy are becoming partners in social enterprise development. Impact investing (II) is one of the most innovative ways to bring the resources of the world’s financial markets to the world’s seemingly intractable problems. Since its emergence from the socially responsible investment field, interest in II has grown substantially among a wide variety of practitioners and service providers throughout the world, although scholarly work in the field is scarce. To stimulate interest in this topic, this paper provides a primer and review of the current knowledge base in II. Our wide search of resources on the topic revealed potential contributions from the legal, financial, social entrepreneurship, and project management literature. We found several themes in our synthesis of the reports, articles and surveys included in our study, and several areas where gaps were evident. In general, practitioners focused on the opportunities of II and its potential, while few studies addressed the challenges associated with its implementation. Because II is not a panacea and is inappropriate for many social enterprises, opportunities exist for studies that rigorously examine the applicability and efficacy of II initiatives. This review of the literature provides scholars with an overview of II and a large number of potential resources to aid in their efforts to advance the knowledge base in the field.

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