Retail franchising: an intellectual capital perspective

Watson, Anna; Stanworth, John; Healeas, Simon; Purdy, David; Stanworth, Celia

doi:10.1016/j.jretconser.2004.02.001

Cited by 89 publications

(85 citation statements)

References 50 publications

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“…Franchise systems by their very nature are principally concerned with intangible assets (Watson, Stanworth, Healeas, Purdy, & Stanworth, 2005), and thus the IC framework may be able to help us better understand what motivates some entrepreneurs 1 to join franchise systems. The following section, therefore, considers the intellectual capital value that franchise systems can offer potential franchisees, providing new perspectives on franchisee motivations.…”

Section: Intellectual Capital (Ic)mentioning

confidence: 99%

“…Equally, they may have their own business concepts, which are perceived to be sufficiently innovative for independent success, or able to attract other means of support. They may also have developed relational capital through their business experiences; indeed many franchisors rely on their franchisees' local market knowledge to develop their own relational capital (Watson et al, 2005). Hence;…”

Section: Proposition 2 Franchisees Value Independence Less Than Indementioning

confidence: 99%

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Franchising and intellectual capital: A franchisee’s perspective

Watson

Stanworth

2006

Entrepreneurship Mgt.

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Various studies have focused on the reasons for franchising. Most studies have concentrated principally on the franchisors' motivations for franchising, with only a few exploring franchising as a route to self-employment. This paper seeks to provide a conceptual framework which examines the value of franchising to franchisees, employing an intellectual capital perspective. It is suggested that the (perceived) value of the franchise system is unlikely to remain static over time, and that the perceived benefits of franchise systems will vary according to both system and franchisee attributes.

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Section: Intellectual Capital (Ic)mentioning

confidence: 99%

Section: Proposition 2 Franchisees Value Independence Less Than Indementioning

confidence: 99%

Franchising and intellectual capital: A franchisee’s perspective

Watson

Stanworth

2006

Entrepreneurship Mgt.

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“…Many franchising studies have focused on the motivation for franchising (Anderson, 1984;Alon, 2001;Carney and Gedajlovic, 1991;Combs and Ketchen, 1999;Hunt, 1973;Kaufmann and Dant, 1996;Martin and Justis, 1993;Shane, 1998). However, despite the importance of franchising in individual businesses, little investigation has occurred on whether franchising actually contributes to a firm's financial performance, specifically profitability and intangible value (Combs et al, 2004;Watson et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Effects of restaurant franchising: Does an optimal franchise proportion exist?

Hsu

Jang

2009

International Journal of Hospitality Management

108

136

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“…From a learning organization perspective, the franchisor learns from the franchisee's local knowledge (Watson, A., Stanworth, J., Healeas, S., Purdy, D., & Stanworth, C., 2005), and the franchisees learn from the franchisor's operational and business practice knowledge (Knott & McKelvey, 1999). Studies explored the development of knowledge within the franchise network and migration of that knowledge throughout the network both among the franchisees and between a franchisee and franchisor (Darr, Argote, & Epple, 1995;Hoy, 2008;Kalnin & Mayer, 2004;Knot & McKelvey, 1999;Lindblom & Tikkanen, 2010;Sorenson & Sorensen, 2001;Watson et al, 2005).…”

Section: Notementioning

confidence: 99%

“…Studies explored the development of knowledge within the franchise network and migration of that knowledge throughout the network both among the franchisees and between a franchisee and franchisor (Darr, Argote, & Epple, 1995;Hoy, 2008;Kalnin & Mayer, 2004;Knot & McKelvey, 1999;Lindblom & Tikkanen, 2010;Sorenson & Sorensen, 2001;Watson et al, 2005). These studies showed how information originates and flows throughout the network; however, the perception of a presence of the dimension of a learning organization across the franchise network is underexplored.…”

Section: Notementioning

confidence: 99%

Examining the Relationship between Organizational Identification and Learning Organization Dimensions: A Study of a U.S. Franchise

Reese¹

2014

MOS

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Organizational identification and learning organization dimensions both have been shown to create positive organizational impacts. Although both concepts are closely related in their origins from social context, limited studies exist to uncover if these concepts are interrelated and none appear in the context of a franchise organization.This study explored the relationship between the perception of organizational identification and perceptions of learning organization dimensions in a medium-sized, U.S.-based franchise organization with 81 franchisees. A total of 51 respondents completed the survey instrument. Descriptive statistics and correlations using Pearson product-moment correlation coefficients were analyzed.The findings suggested that the descriptive statistics from a franchise network were no different from those from previous studies in numerous different business formats, which indicated that the relationships within the franchise being studied were similar to those within an integrated organization. Furthermore, the study concluded that within this franchise there was a correlation between organizational identification and learning organization dimension, which leads to new areas for further theoretical exploration and practical application. Implications include new methods to manage a franchise network and further considerations in utilizing both organizational identification and learning organization mechanisms simultaneously to create the greatest positive impact of both.

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Retail franchising: an intellectual capital perspective

Cited by 89 publications

References 50 publications

Franchising and intellectual capital: A franchisee’s perspective

Franchising and intellectual capital: A franchisee’s perspective

Effects of restaurant franchising: Does an optimal franchise proportion exist?

Examining the Relationship between Organizational Identification and Learning Organization Dimensions: A Study of a U.S. Franchise

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