A strategic groups approach to the franchising–performance relationship

Although franchising is a pervasive organizational form, little is known about its performance consequences. Prior studies have not found a direct performance effect, suggesting a need for alternative approaches. Drawing upon agency and resource scarcity theories, we develop the idea that strategic groups exist among franchisors and that performance differs among the groups. Using a sample of 65 restaurant chains, three strategic groups were found. The strategic group most influenced to franchise out of resource scarcity exhibited poorer performance than the other two groups. Results indicate that important, but nonlinear, relationships exist among franchising, its antecedents, and performance.     

Interfirm Arrangements in Different Institutional Environments

Abstract

This paper aims to investigate the effect of the institutional environment variables on the organizational choice by franchise chains that share a business format. Inasmuch as this type of franchising requires strict standardization, a comparative analysis of the same franchise chain operating in different institutional environments allows for the control of several variables, such as product and firm strategies, so that the observed organizational differences may be attributed to institutional variables. Different rules of the game may explain different governance structures in the transaction between franchisor and franchisees and their procurement contracts. In this paper, we did case studies based on semi-structured interviews with procurement and franchising managers of McDonald's in France and Brazil. The main finding is that McDonald's uses in Brazil governance structures that provide more control on transactions, both in the transactions with their outlets and their suppliers. In accordance with our results, institutional environment features explains differences in the organizational choice in each country. Results suggest the need for further research in two directions: a larger sample of countries and the investigation of other franchise chains.     

An organizational capability perspective on multi-unit franchising

Previous research on multi-unit franchising (MUF) has primarily focused on agency and transaction cost perspectives. The present study develops and tests an organizational capability (OC) model of the franchisor’s choice of MUF. According to the OC view, the franchisor gains a competitive advantage by exploration and exploitation of firm-specific resources and capabilities. We hypothesize that, if the franchisor expects to obtain a competitive advantage resulting from higher exploration and exploitation capabilities when using MUF as opposed to single-unit franchising, the franchisor will more likely choose MUF as a governance mode of the franchise system. Based on empirical data from the German and Swiss franchise sectors, the results of the regression analysis support these hypotheses. Our main contribution to the franchise literature is the development of an OC model of the franchisor’s choice of MUF that complements the existing organizational economics ?explanation of MUF.     

Agency and institutional influences on franchising decisions

While the franchising literature has typically relied on agency theory, efficiency considerations may not fully explain decisions to expand through franchising or company ownership. In this study, I re-examine franchising decisions using insights from institutional theory. The key tenet of institutional theory is that decisions are influenced by isomorphic pressures arising from the environment. Economic rationales such as the achievement of efficiency are thought of as less pervasive concerns. I begin by investigating whether institutional theory explains variance in franchising decisions beyond what is explained by agency theory. Then, I explore the extent to which institutional considerations moderate the relationships between agency considerations and franchising decisions. Hypotheses are tested on a unique database of 132 French franchise chains. Empirical results suggest that successful competitors' use of franchising explains variance in the focal chain's use of franchising beyond what is explained by the importance of local managerial inputs and the threat of franchisee opportunism. In addition, the threat of franchise opportunism is less strongly related to the focal chain's use of franchising when successful competitors have a high proportion of franchised outlets. Overall, findings from this study suggest that researchers should supplement agency theory with institutional theory to adequately explain franchising decisions.     

Governance and strategy of entrepreneurial networks: an introduction

This special issue focuses on empirical and theoretical papers that help us to better understand the strategy and governance of entrepreneurial networks, such as franchise chains, alliances, and cooperative networks. The following central themes are covered: (I) Which formal governance mechanisms do entrepreneurial networks use in order to reduce transaction cost/agency cost and to increase strategic value? (II) What is the role of relational governance mechanisms (such as information exchange and social ties) for the performance outcomes in franchise chains and cooperatives? (III) Which alliance strategies do entrepreneurial firms pursue to realize a competitive advantage, and what is the impact of resources and capabilities on performance outcomes of entrepreneurial firms. To address these issues, insights from organizational economics (transaction cost theory, agency theory, signaling theory), strategic management perspectives (resource-based, knowledge-based and organizational capabilities theory), entrepreneurship theory and the relational governance view are used.     

Identity in Franchise Systems: The Role of Franchisee Associations

Utilizing theories of identity this article presents findings from a qualitative study regarding the significant role independent franchisee associations play within franchise systems. The data reveal that successful franchisee associations help manage the inherent tension that exists between cooperation and conflict in franchise relationships. A distinctive adaptive organizational identity provides an association the capability necessary to reframe its relationship with the franchisor as either combative or cooperative in response to changes in a franchisor's identity. Challenging the views of both franchisor stability and the dyadic form that franchisee–franchisor relationships assume, behavioral insight is provided into the actual functioning of franchise systems and new avenues are suggested for theory building in franchising.     

The Use of Franchising by U.S.-Based Retailers

The question of whether to franchise or to own has received much research interest in recent years. Two popular approaches used to explain the proportion of franchising (PF) in the franchisor's system are resource-scarcity and agency theories. This study combines both theories to explain the proportion of franchised outlets in the U.S. retailing sector between 1990 and 1997. The findings show mixed results with regard to both previous studies and hypothesized relationships. The study shows that the proportion of franchising used by retailers is positively related to size (number of outlets) and geographical scope, and negatively related to the rate of growth and the level of investment. Age and royalty rates are not found to be significant to the proportion of franchising.     

Resource Scarcity and Agency Theory Predictions Concerning the Continued Use of Franchising in Multi-outlet Networks

A study of 439 franchisors was conducted to identify factors influencing changes in their propensity to franchise. Consistent with agency theory, franchisors with wide multinational scope were increasing their proportion of franchised outlets whereas franchisors with large outlets were emphasizing firm ownership. As predicted by resource scarcity theory, franchisors were decreasing their proportion franchised as they grew in size, although most of the decrease occurred while firms were relatively small. In contrast to resource scarcity theory, franchisors increased their proportion franchised over time. Key implications are that both agency and resource scarcity theories are needed to explain franchising, but perhaps future research should look beyond resource scarcities toward resource-based capabilities to better explain franchising decisions.     

Owner Commitment and Relational Governance in the Privately-Held Firm: An Empirical Study

This paper examines owner commitment and relational governance in the privately-held firm. The proposed model goes beyond agency theory to include research on organization commitment and organization citizenship behaviors, as well as stewardship theory, organizational social capital theory, social identity theory and social exchange theory. Results support predictions of stewardship theory and organizational social capital theory that owner commitment and firm performance are positively related.      

Structural and strategic dynamics in franchising

In this paper we examine the changes in ownership patterns of franchise systems as they mature. We compare the predictions made by three alternative theories within the context of the fast food industry. Signaling theory predicts that franchise systems will move toward a greater reliance on franchised outlets as systems mature, while resource acquisition theory (or as it is sometimes known, ownership redirection thesis) predicts a tendency in the opposite direction. A third theoretical perspective, tapered integration or plural forms, suggests a tendency toward maintaining a steady state of mixed distribution. Results indicate that although franchisors value the benefits of the mix of ownership types and do maintain that mix over time, there is some evidence of a greater tendency to permanently convert existing franchised outlets to company-owned outlets as fast food systems mature and gain greater access to resources.     

Reframing the Debate Between Agency and Stakeholder Theories of the Firm

The conflict between agency and stakeholder theories of the firm has long been entrenched in organizational and management literature. At the core of this debate are two competing views of the firm in which assumptions and process contrast each other so sharply that agency and stakeholder views of the firm are often described as polar opposites. The purpose of this paper is to show how agency theory can be subsumed within a general stakeholder model of the firm. By analytically deconstructing the assumptions of agency theory, it is argued that agency theory: (1) must include a recognition of stakeholders; (2) requires a moral minimum to be upheld, which places four moral principles above the interests of any stakeholders, including shareholders; (3) consists of contradictory assumptions about human nature and which give rise to the equally valid assumptions of trust, honesty and loyalty to be infused into the agency relationship. In this way, stakeholder theory is argued to be the logical conclusion of agency theory. Empirical hypotheses are presented as a means to substantiate this claim.     

Agency controls and subsidiary strategic initiatives: The mediating role of subsidiary autonomy

Prior studies examining the impact of organizational controls on subsidiaries’ strategic initiatives have to a large extent failed to find a significant direct association between the two. We argue that this lack of direct association may be due to the fact that the control mechanisms used exert their influence on subsidiaries’ strategic initiatives indirectly by suppressing subsidiaries’ decision-making autonomy. Drawing upon agency theory we consider the effects of two types of controls, monitoring and incentive alignment, as mediated by subsidiaries’ decision-making autonomy. We test this effect on data from 115 subsidiaries of foreign multinationals operating in Greece. The results of our analyses empirically validate this assertion for both mechanisms. Our findings further show that, when both mechanisms are present, one may accentuate the effect of the other, highlighting the value of employing a contingency approach to fully capture the effects of organizational controls on the pursuit of subsidiaries’ strategic initiatives.     

Special Issue: “Service-Dominant Logic and Marketing Channels/Supply Chain Management”

Abstract

The sociological perspective of structured ambivalence compels a greater examination of the processes involved in franchise relations as well as the reciprocal links between role players' lives and their franchise system's organization. By refashioning franchise system role conflict as a clash between two social domains, such as work and family, we elucidate a bridging concept between social structures and individual agency, allowing social structures to constrain action and social change initiated by individuals. Structured ambivalence is a possible bridging concept integrating the social processes within franchise systems to the social processes in other realms in the global marketplace.     

论特许经营的收费结构

用资产所有权的观点来分析特许经营关系中加盟费和特许使用费的收费结构,认为加盟费和特许权使用费的收费结构取决于特许者和被特许者之间的无形资产的分配。与行销理论相反,资产所有权观点提出了加盟费和特许权使用费之间的一种正比关系。我们收集了上海地区特许经营部门的有关数据对该假设进行验证。     

Antecedents leading to perceived franchise support

Abstract

Franchising is an important part of the U.S. economy. According to the International Franchise Association (IFA), franchising provides 9.0 million jobs and pays out 351 billion dollars in wages and benefits annually (2016). This study examines franchise relationships in the context of building franchisees’ perceptions of support from the franchisor. The literature was examined to determine if and what support provided by the franchisor has a positive impact on the franchisee. We examine four dimensions of organizational climate (i.e., initiating structure, leadership consideration, autonomy, and reward orientation), brand value/recognition and franchisee’s perception of the quality of the franchisor’s advertising as predictors of perceived franchise support. This study indicates there is a positive and significant impact between three types of organizational climate (i.e., leadership consideration, autonomy, and reward orientation). In addition, a positive impact to brand value recognition on perceived franchise support and a negative effect on initiating structure.     

信息化进程中的组织变革与IT治理

信息技术对组织的技术性嵌入,改变了组织的内部与外部环境,若要使组织的信息化取得预期的效果,组织的变革是必需的。传统的理论认为,这种变革必然导致组织架构的扁平化、分散化及柔性化。但是在实践中发现,事实并非一定如此,由于监管的困难及委托代理问题的存在,信息化有可能因为人为的因素而导致组织的层级结构得到加强。这就需要组织实施有效的IT治理,使组织变革朝有利于组织发展的方向进行。     

Combining Formal Controls to Improve Firm Performance

Formal controls are an essential part of organizational design, and are theorized to positively influence organizational performance. Mello and Hunt ([2009] Transportation Journal, 48:20–39) were the first to suggest using formal controls to influence truck drivers' behavior. Extending the salesperson control literature, they documented an underresearched method of formal control that we term technology control, whereby firms use on‐board and communications technology to influence drivers. We build on their work by investigating the contingent effects of formal controls that influence the behavior of truck drivers and thereby influence the operational performance of firms in the U.S. motor carrier industry. Our work integrates the monitoring aspect of agency theory with the theory of operant conditioning and the theory of psychological reactance to develop a rationale for hypothesized contingent effects of formal controls on motor carriers' operational performance. We collected primary data pertaining to the controls used to influence truck drivers' behavior from a large sample of U.S. motor carrier firms. The results of our analyses using nonlinear structural equation modeling suggest a complex set of relationships between formal controls and operational performance. Our results shed light on scenarios where using technology to monitor driver behavior can result in positive and/or negative organizational outcomes.     

Pioneering Asian Franchise Brands: Pho24 in Vietnam

Pho24 is Vietnam's largest and most rapidly growing franchise system. In this research, a case study approach is used to study the franchising strategy employed by the organization to achieve rapid growth in Vietnam and internationally. Key people in the organization were interviewed, including the founder/franchiser, franchisees, and company employees. Data were collected over a 12-month period from the organization's operations in three countries: Vietnam, Australia, and Singapore. The findings indicate that cultural and legal contexts heavily influence the franchiser's philosophy. Traditional explanations of franchising, such as resource constraints theory and agency theory, only partially explain the motivations for franchising. An alternative hybrid model of franchising—an Asian partnership model of franchise brand management—is adopted to improve control and collaboration between the franchiser and franchisees.     

Franchising in Europe: Exploring the Case of Spain with Self‐organizing Time Maps

Economic crises affect both the organizational side and the brand side of the franchise. Using self‐organizing time maps, this study examines how franchise brand behavior influences decisions by potential franchisees in Spain. The findings confirm that franchising offers an alternative to the business turnaround strategy, which firms apply when faced with adverse changes in the environment such as those caused by the economic crisis in Spain. Results show that all franchise brands within the same sector behaved similarly, except for brands in the catering sector, which displayed varying responses to the economic changes. The authors discuss the implications of these results for future franchisees.     

Uncertainty,organizational form,and x-efficiency

When the firm is uncertain about the efficiency units of labor that it employs, some organizational forms—franchise, owner-operated, and multiplant firms— may be more profitable than others. As a result, particular organizational forms may dominate an industry with uncertain inputs. Conversely, various organizational forms may be selected by a company selecting producing units that will maximize the decision maker's expected utility of profits. This paper offers an alternative view of firm attributes associated with x-efficiency.