Conflict management capabilities in franchising |
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| Affiliation: | 1. Huddersfield Business School, University of Huddersfield, Huddersfield, United Kingdom;2. Sheffield Business School, Sheffield Hallam University, Sheffield, United Kingdom;3. School of Business & Economics, Freie Universität Berlin, Germany;1. Department of Business Administration, University of Vienna, Oskar-Morgenstern-Platz 1, A-1090 Vienna, Austria;2. Department of Strategy & Marketing, ESC Rennes School of Business, 2, rue Robert d''Arbrissel, 35065 Rennes, France |
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| Abstract: | Conflicts are common in franchising, however, they become dysfunctional above a certain threshold. Our aim is to understand how conflict management processes and, in particular, problem solving, persuasion, bargaining and politics, are developed and implemented within franchise chains and how they contribute to franchisors’ organizational capabilities. We do so through a qualitative study based on 44 in-depth interviews with franchisors and franchisees operating in France. Our main findings show that the implementation of these conflict management processes over time and with various franchisees nurture conflict management capabilities of franchisors. |
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| Keywords: | Franchising Conflict management Organizational capability Know-how Qualitative study |
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