An introspective examination of single-unit versus multi-unit franchisees

Dant, Rajiv P.; Weaven, Scott; Baker, Brent L.; Jeon, Hyo Jin

doi:10.1007/s11747-011-0265-2

Cited by 55 publications

(35 citation statements)

References 95 publications

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“…Focuses on selecting the most efficient contract to govern a channel relationship considering the characteristics of both channel members as well as environmental uncertainty and the costs of information that make monitoring of the agent, such as a distributor or retailer, difficult (Jensen and Meckling 1976). Bergen, Dutta, and Walker (1992); Dant et al (2013); Gu, Kim, and Tse (2010); Kashyap, Antia, and Frazier (2012).…”

Section: Agency Theorymentioning

confidence: 99%

The Evolution of Marketing Channels: Trends and Research Directions

Watson

Worm

Palmatier

et al. 2015

Journal of Retailing

143

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Section: Agency Theorymentioning

confidence: 99%

The Evolution of Marketing Channels: Trends and Research Directions

Watson

Worm

Palmatier

et al. 2015

Journal of Retailing

143

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“…Cliquet and Pénard 2012;Sorenson and Sørensen 2001) pointed out that franchisees may be more inclined than company managers to engage in local adaptation, which may imply that franchisees are more inclined than company managers to actively engage in knowledge sharing and networking behaviours. In a similar vein, multi-unit franchisees may behave differently from single-unit franchisees due to different strategic orientations and a larger scale of activities (Grünhagen and Mittelsteadt 2005;Dant et al 2013). Multi-unit franchising is not as common in the Netherlands as in some other countries such as the USA; however, we recommend future studies to look for empirical settings to study this variable in more depth.…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

Entrepreneurial networking: a blessing or a curse? Differential effects for low, medium and high performing franchisees

2017

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Recent studies have called for a better understanding of the link between networking and entrepreneurial performance. We provide such understanding in three ways: by focusing on a specific entrepreneurial context (franchise systems), by developing a multifaceted theoretical framework and by highlighting a contingency that may affect the networkingperformance link. We combine knowledge and learning perspectives with a networking perspective to develop and test a multi-faceted framework on the effects of franchisee networking with peers within a franchise system ('peer networking') on franchisee unit performance. In particular, we argue that the performance benefits that franchisees draw from networking with their peers vary between low, medium and high performing franchisees. We use ordinary least squares (OLS) and Quantile Regression analyses to test our hypotheses with empirical data from a Dutch franchise system. Our results confirm that structural, resource and relational facets of franchisee peer networking affect unit performance, and that they benefit and harm low, medium, and high performing franchisees differently.

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“…Moreover, similar analyses could be extended to compare franchisees involved in different ownership arrangements (e.g. single unit and multi-unit), given that previous research suggests that multi-unit franchisees exhibit markedly different operational approaches to single unit franchisees (Dant, Gundlach 1999;Grace, Weaven 2011;Dant et al 2013a). …”

Section: Future Researchmentioning

confidence: 99%

“…Franchising represents a unique and efficient form of business ownership, with success being reliant upon the ongoing collaboration between independent entrepreneurs Dant et al 2013a). Franchisors utilise franchisee investments to rapidly expand their geographic reach and strengthen their brand image, while franchisees gain access to a proven business concept and established brand, established clientele and ongoing training and support (Castrogiovanni et al 2006).…”

Section: Introductionmentioning

confidence: 99%

Processual Antecedents of Perceived Channel Conflict in Franchising

Weaven

Grace

Frazer

et al. 2014

Journal of Business Economics and Management

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In this study, we develop and examine the network of relationships explaining perceived conflict in franchise relationships from a franchisee perspective. Our research contributes to the current knowledge of asymmetric exchange relationships through demonstrating the importance of a franchisee's expectations confirmation, relational trust and relationship satisfaction in franchisee assessments of network conflict. The goal of this paper is to empirically examine (1) the relationship between franchisee perceptions of information quality (information dissemination and information search) and the confirmation of franchisee performance expectations, (2) franchisee characterizations of their relationships with their franchisors in terms of relational sentiments such as trust and relational satisfaction, communication and conflict management, (3) the relationship between franchisee satisfaction and perceived conflict, and (4) the moderating effect of franchisee experience on the relationship between franchisee satisfaction and franchisee perceptions of conflict. Empirical results, utilizing a sample of 345 franchisees in Australia, present strong evidence for the support of nine of the ten hypotheses drawn from the conceptual model. Specifically, data reveal that in an effort to cultivate a network of cooperative and satisfied franchisees, franchisors should adopt strategies that promote the timely dissemination of relevant and meaningful pre- and post-entry information, open communication exchange, transparent conflict management systems and personalized support in accommodating individual franchisee needs.

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An introspective examination of single-unit versus multi-unit franchisees

Cited by 55 publications

References 95 publications

The Evolution of Marketing Channels: Trends and Research Directions

The Evolution of Marketing Channels: Trends and Research Directions

Entrepreneurial networking: a blessing or a curse? Differential effects for low, medium and high performing franchisees

Processual Antecedents of Perceived Channel Conflict in Franchising

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