Managing the Franchisor–Franchisee Relationship: A Relationship Marketing Perspective

Watson, Anna; Johnson, Roger T.

doi:10.1080/10466690903436305

Cited by 63 publications

(91 citation statements)

References 40 publications

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“…The satisfactory relationship between franchisor and franchisees has long been recognized as critical to the success of a franchise system, where satisfactory relationships specifically mean that franchising provides benefits for the entire network (Watson & Johnson, 2010). Initial research into franchises focuses on the choice of franchising as an organizational form, grounding its assumptions predominantly on either resource scarcity or agency theory.…”

Section: Literature Review and Proposed Hypotheses Franchising And Rementioning

confidence: 99%

“…Initial research into franchises focuses on the choice of franchising as an organizational form, grounding its assumptions predominantly on either resource scarcity or agency theory. However, over time, the focus of research has moved toward understanding the relationship between franchisors and franchisees (Watson & Johnson, 2010).…”

Section: Literature Review and Proposed Hypotheses Franchising And Rementioning

confidence: 99%

“…Franchisors are expected to provide services for their franchisees, such as training, research and development, advertising and marketing support, management assistance, and supply provision (Watson & Johnson, 2010), which are relevant for system promotion and uniformity (Monroy & Alzola, 2005). Positive or negative franchisee evaluation of these services over time affects both their satisfaction and dissatisfaction, leading to greater trust or ensuing conflict in the relationship, with affects the perception of the franchisee's relationship quality (Chiou, Hsieh, & Yang, 2004).…”

Section: Literature Review and Proposed Hypotheses Franchising And Rementioning

confidence: 99%

“…Indeed, satisfactory relationships between franchisor and franchisees have long been recognized as critical to the success of the franchise system (Watson & Johnson, 2010).…”

Section: Introductionmentioning

confidence: 99%

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Franchisor-Franchisee Relationship Quality: Time of Relationship and Performance

Varotto

Parente

2016

Rev. adm. empres.

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Franchise literature disputes how the relationship between franchisors and franchisees develops over time. Traditional lifecycle theory views relationships following an ascendant curve, in which relationship quality and performance strengthen over time. Another perspective better reflects the peculiarities of the franchisor-franchisee relationship, indicating that relationship quality in franchise systems follows a U-shaped curve. There is also limited research on the moderating effect of time on the relationship between relational variables and outcomes. This study sheds light on the influence of relationship duration on relationship quality and financial performance in the franchisee-franchisor relationship. Using a self-report survey from a sample of 342 franchisees, mean and regression analyses are conducted to test relationships. Results confirm the time effect on franchisor-franchisee relationship quality and performance, but the hypothesized shape of relationship phases is only partially confirmed. Moreover, time has a positive moderating effect on the impact of relationship quality on financial performance.

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Section: Literature Review and Proposed Hypotheses Franchising And Rementioning

confidence: 99%

Section: Literature Review and Proposed Hypotheses Franchising And Rementioning

confidence: 99%

Section: Literature Review and Proposed Hypotheses Franchising And Rementioning

confidence: 99%

“…Indeed, satisfactory relationships between franchisor and franchisees have long been recognized as critical to the success of the franchise system (Watson & Johnson, 2010).…”

Section: Introductionmentioning

confidence: 99%

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Franchisor-Franchisee Relationship Quality: Time of Relationship and Performance

Varotto

Parente

2016

Rev. adm. empres.

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“…These various theoretical frameworks have focused on control and autonomy as the rationale for franchising business forms. More recent academic interest, however, has tapped into the relational aspect of franchising, which offers additional understanding for franchisor and franchisee motivations (Watson & Johnson, 2010). Using these theoretical frameworks to understand why firms and individuals pursue this business format provides insight into how each party values and judges the relationship.…”

Section: Introductionmentioning

confidence: 99%

Exploring franchise boards : a stakeholder perspective.

Cumberland¹

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DEDICATIONThis dissertation is dedicated my father. Although his formal education ceased after 8 th grade, his love for learning lasted a lifetime.In memory of Joseph C. Cumberland, 1913Cumberland, -1975 iii ACKNOWLEDGMENTS I want to acknowledge my best friend and life partner, Dennis P. Whittington, whose support over the last three years has allowed me to have laser focus on achieving my dream of earning a Ph.D. I want to thank Megan and Ryan, my children, who helped me laugh along the way, especially at the absurdity of having index cards taped to my bathroom mirror as I studied for comprehensive exams.My heartfelt thanks to my program committee, whose coaching and advice helped me travel the yellow brick road on the journey to the land of Ph.D. Dr. Sharon A.

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The Psychology of Co‐Branding Alliances: The Business‐to‐Business Relationship Outcomes of Role Stress

Dahlstrøm

Nygaard²

2016

Psychology and Marketing

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The study investigates the performance effects of postalliance role stress among retail managers. Co-branded alliances produce dynamic and complex role structures subject to psychological conflict and ambiguity. These co-branded outlets enable firms to enter markets efficiently, lower relative operating costs, and raise performance. Despite the seemingly ubiquitous use of this strategy, many co-branded locations yield less than desirable results. The paper employs role theory to investigate whether ambiguity and conflict become more acute in co-branded outlets. In addition, it investigates whether competence and communication modality constrain role stress. Data gathered with 416 franchisees indicate that co-branding alliance influences role stress and interorganizational performance.

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Managing the Franchisor–Franchisee Relationship: A Relationship Marketing Perspective

Cited by 63 publications

References 40 publications

Franchisor-Franchisee Relationship Quality: Time of Relationship and Performance

Franchisor-Franchisee Relationship Quality: Time of Relationship and Performance

Exploring franchise boards : a stakeholder perspective.

The Psychology of Co‐Branding Alliances: The Business‐to‐Business Relationship Outcomes of Role Stress

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