Family versus non‐family firm franchisors: behavioral and performance differences

Francesco Chirico, Dianne H. B. Welsh, Dianne Ireland, Philipp Sieger

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)
7 Downloads (Pure)

Abstract

Drawing from resource-based theory, we argue that family firm franchisors behave and perform differently compared to non-family firm franchisors. Our theorizing suggests that compared to a non-family firm franchisor, a family firm franchisor cultivates stronger relationships with franchisees and provides them with more training. Yet, we predict that a family firm franchisor achieves lower performance than a non-family firm franchisor. We argue, however, that this performance relationship reverses itself when family firm franchisors are older and larger. We test our hypotheses with a longitudinal dataset including a matched-pair sample of private U.S. family and non-family firm franchisors.
Original languageEnglish
Pages (from-to)165-200
Number of pages36
JournalJournal of Management Studies
Volume58
Issue number1
Early online date10 Feb 2020
DOIs
Publication statusPublished - Jan 2021

Bibliographical note

Copyright © 2020 The Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons, Ltd. Version archived for private and non-commercial use with the permission of the author/s and according to publisher conditions. For further rights please contact the publisher.

Keywords

  • corporate entrepreneurship
  • family firm
  • franchising
  • performance
  • relationships
  • training

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