Selecting franchise partners: Tourism franchisee approaches, processes and criteria

Altınay, Levent; Brookes, Maureen; Aktas, Gurhan

doi:10.1016/j.tourman.2013.01.016

Cited by 24 publications

(38 citation statements)

References 30 publications

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“…In fact, destinations with a high degree of seasonality, such as Opatija and Portorož, could ensure year-round tourism through joint tourism products. In line with Buhalis (2000), our results confirmed that both destinations are aware of collaboration outcomes derived from the competitive and complementary nature of their destination product. Unfortunately, the expected outcomes of inter-destination collaboration related to sustainability issues were not identified in the study, revealing that this area is underestimated by tourism organisations.…”

Section: Discussionsupporting

confidence: 86%

“…Wang (2008) drew attention to collaborative arrangements in tourism, collaborative relationships and collective action undertaking by stakeholders. Buhalis (2000) stated that the most successful and competitive destinations cooperate with competing and complementary destinations. D'Angella and Go (2009: 429) went further still and highlighted that "destinations are involved in a race that demands understanding of the art of finding the right balance between sharing and hoarding resources and knowledge".…”

Section: Motives Enhancing Factors Inhibiting Factors and Expected mentioning

confidence: 99%

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Possibilities for Inter-Destination Collaboration in Tourism in the Case of Opatija and Portorož: A Managerial Perspective

Vodeb

Rudež

2016

revsoc

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Intense competition among tourist destinations raises interest in inter-destination collaboration as a tool for developing innovative inter-destination products. The study presented in this paper examined the motives, barriers and expected outcomes of inter-destination collaboration in two Mediterranean tourist destinations-Opatija and Portorož-that are recognised as good mutual substitutes for tourists. Twenty management-level representatives of tourism or tourism-related organisations in Opatija and Portorož were interviewed to evaluate how they perceived inter-destination collaboration. The study revealed that inter-destination collaboration is recognised as an important tool for bridging the tourism destination products that are designed internally in order to develop inter-destination products. The study also revealed the motives for inter-destination collaboration based on the destinations' complementarity, collaboration barriers based on the destinations' similarities as well as differences and outcomes that are expected from inter-destination collaboration that bridges the tourism products developed separately in each destination. Participants expressed positive attitudes towards an innovative tourist offer and arrangements for the new and distant markets aiming to overcome the seasonality and upgrade the quality of destination products. Furthermore, the findings indicated that inter-destination collaboration might be successfully employed between destinations with poor intra-destination collaboration that are close substitutes. Practical implications of the results are discussed and further research is considered.

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Section: Discussionsupporting

confidence: 86%

Section: Motives Enhancing Factors Inhibiting Factors and Expected mentioning

confidence: 99%

Possibilities for Inter-Destination Collaboration in Tourism in the Case of Opatija and Portorož: A Managerial Perspective

Vodeb

Rudež

2016

revsoc

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“…Second, the influence of the franchisee‐drivers on franchisee entrepreneurial autonomy was reported in 20 studies (Altinay et al . ; Blut et al . ; Dada et al .…”

Section: Results: a Model Of Factors Associated With Franchisee Entrementioning

confidence: 99%

“…In a study by Altinay et al . (), it was found that, when franchisees select franchisors that cannot meet the required task‐related and partner‐related criteria (used by franchisees to select their franchisor partners), it could result in franchisees’ need or desire to work autonomously, acting more like independent entrepreneurs or mavericks, rather than conforming to the guidelines of the franchise system. These results are consistent with those of Davies et al .…”

Section: Results: a Model Of Factors Associated With Franchisee Entrementioning

confidence: 99%

A Model of Entrepreneurial Autonomy in Franchised Outlets: A Systematic Review of the Empirical Evidence

Dada

2016

Int J Management Reviews

101

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Entrepreneurial autonomy among franchisees is a persistent management challenge.There is a lack of empirical synthesis of its drivers, its consequences, and how it can be integrated with the standardization requirements in franchise systems. Various theoretical and empirical studies have stressed that merging franchisee autonomy with the franchisor's desire for uniformity is extremely difficult. This paper aims to provide a systematic review of the relevant empirical studies in order to identify a range of influences, controls, outcomes and associated moderating and mediating factors that offer a better representation of what contributes to the understanding of franchisee entrepreneurial autonomy. By drawing together findings from a broad range of theoretical perspectives, the evidence was used to develop a comprehensive model of entrepreneurial autonomy in franchised outlets. The model not only provides a structure that brings together prior studies, but also identifies the less researched areas that can advance the management literature on the notion of autonomy in franchising. The research and practitioner implications of the review and its limitations and possible directions for future studies are discussed.

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“…However, despite the increase in and diversity of articles about franchising, most of the literature has used the franchisor's perspective (Altinay, Brookes, & Aktas, 2013;Brookes & Altinay, 2011;Hing, 1995;Kaufmann & Stanworth, 1995). The reason is that the ultimate decision about franchising rests with the franchisor (Kaufmann & Stanworth, 1995), as does the final decision about incorporating a franchisee.…”

Section: Literature Reviewmentioning

confidence: 99%

The Use of Importance-Performance Analysis to Measure the Satisfaction of Travel Agency Franchisees

RAMÍREZ-HURTADO

2017

Rev. adm. empres.

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This study contributes to the limited literature on the satisfaction of travel agency franchisees. Specifically, it aims to identify strengths and weaknesses of the system from the perspective of the franchisee. This study would enable franchisors to identify areas in which franchisees are less satisfied. If franchisees are satisfied with numerous aspects that influence the franchisor-franchisee relationship, the latter may have a high degree of loyalty towards their franchisors and this would benefit the entire network. This article uses a variant of the classic importance-performance model from Martilla and James (1977) and others (Ábalo, Varela, & Rial, 2006;Picón, Varela, & Braña, 2011). The results show that the attributes travel agency franchisees feel more dissatisfied with are: chain advertising, ongoing support from franchisors, the initial franchisor support, delivery from the franchisors, and training provided by franchisors. KEYWORDS | Satisfaction, importance-performance analysis, franchising, travel agency industry, attributes. (Ábalo, Varela, & Rial, 2006;Picón, Varela, & Braña, 2011 (Ábalo, Varela, y Rial, 2006; Picón, Varela y Braña, 2011 RESUMO RAE-Revista de Administração de Empresas | FGV EAESP

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Selecting franchise partners: Tourism franchisee approaches, processes and criteria

Cited by 24 publications

References 30 publications

Possibilities for Inter-Destination Collaboration in Tourism in the Case of Opatija and Portorož: A Managerial Perspective

Possibilities for Inter-Destination Collaboration in Tourism in the Case of Opatija and Portorož: A Managerial Perspective

A Model of Entrepreneurial Autonomy in Franchised Outlets: A Systematic Review of the Empirical Evidence

The Use of Importance-Performance Analysis to Measure the Satisfaction of Travel Agency Franchisees

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