Human resource management practices affecting unit managers in franchise networks

Castrogiovanni, Gary J.; Kidwell, Roland E.

doi:10.1002/hrm.20345

Cited by 27 publications

(37 citation statements)

References 84 publications

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“…Bürkle and Posselt 2008;Castrogiovanni and Kidwell 2010;Yin and Zajac 2004). The same applies to the differences between SUFs and MUFs (e.g.…”

Section: Types Of Unit Ownership and Their Consequences For Hrm Systemsmentioning

confidence: 99%

“…It has been identified in prior studies as a critical success factor in the service and retail industries (McLean 2006;Miller 2006) in which business format franchising is a widely used business model (Combs and Ketchen 2003;Welsh et al 2006). Recent research Castrogiovanni and Kidwell 2010;Grünhagen et al 2013) has noted the critical contributions of HRM policies in a franchising context, both at the unit and the system level.…”

Section: Introductionmentioning

confidence: 99%

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Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

2015

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Franchising is an important form of entrepreneurial wealth creation in many retailing and service industries. Since Human Resource Management (HRM) is a critical factor in such industries, it is important to understand how franchisees-as semi-autonomous entrepreneurs-deal with HRM in their units and how this ultimately affects performance at the unit level. However, the very few studies linking franchisee HRM behaviors to performance have not included multi-unit franchising (MUF) as a type of unit ownership. Given the ever-increasing popularity of MUF and the unique characteristics of MUFs, this represents an important knowledge gap. We aim to fill this gap by building a theoretical framework on how the type of unit ownership affects unit HR performance within franchise systems. Building on agency, resource and entrepreneurship perspectives, we propose that units owned by single-unit franchisees (SUFs) and small MUFs (i.e., franchisees with a very small number of units) adopt a 'best fit' system regarding HRM, whereas company-owned units (COs) and units owned by larger MUFs (i.e., franchisees with a large number of units) typically adopt a 'best practice' system. Each system has its own advantages and disadvantages, which results in two contrasting propositions regarding their effects on unit performance. Moreover, we expect the units owned by medium-size MUFs to have the lowest performance since they are 'stuck in the middle' regarding their HRM system.

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“…Bürkle and Posselt 2008;Castrogiovanni and Kidwell 2010;Yin and Zajac 2004). The same applies to the differences between SUFs and MUFs (e.g.…”

Section: Types Of Unit Ownership and Their Consequences For Hrm Systemsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

2015

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“…Among the different types of franchising , business format franchising is prevalent in the restaurant industry (Hoffman and Preble, 2003). Thus, this study focuses on business format franchising in the restaurant industry, in which a relatively complete business system is replicated across local units in a franchising system (Castrogiovanni and Kidwell, 2010). …”

Section: List Of Tablesmentioning

confidence: 99%

“…According to Castrogiovanni and Kidwell (2010), there is a difference between a "training" program and a "development" program. While a training program focuses on the skills and abilities of an employee in a current job, a development program has a more long-term approach to prepare an employee for a future job.…”

Section: Trainingmentioning

confidence: 99%

Performance in Franchise Systems : The Franchisee Perspective

Bourkheili¹

2016

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“…As Castrogiovanni and Kidwell (2010) point out, franchisees are key human resources for franchisors, and an HRM perspective-of course translated to a franchising context-can thus provide a valuable contribution to understanding franchisee management. As Castrogiovanni and Kidwell (2010) point out, franchisees are key human resources for franchisors, and an HRM perspective-of course translated to a franchising context-can thus provide a valuable contribution to understanding franchisee management.…”

Section: Franchisee Managementmentioning

confidence: 99%

Antecedents of Franchisee Trust

Croonen

Brand

2013

Journal of Marketing Channels

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Very little is known about how franchisors can maintain and/or create trust among their franchisees. This article develops a theoretical framework on antecedents of franchisees' trust in their franchisors and franchise systems. We integrate franchising literature with literature on trust in other organizational contexts to develop propositions and an overall framework. We argue that a franchisee's general propensity to trust combined with its perception of trustworthiness of its franchisor and franchise system determine this franchisee's level of organizational trust. We also distinguish three franchise system components consisting of several determinants that influence a franchisee's perception of its franchisor's and franchise system's trustworthiness.

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Human resource management practices affecting unit managers in franchise networks

Abstract: Franchising is an important context in studying entrepreneurship

Cited by 27 publications

References 84 publications

Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

Performance in Franchise Systems : The Franchisee Perspective

Antecedents of Franchisee Trust

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