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 language | English |
|---|---|
| Pages (from-to) | 165-200 |
| Number of pages | 36 |
| Journal | Journal of Management Studies |
| Volume | 58 |
| Issue number | 1 |
| Early online date | 10 Feb 2020 |
| DOIs | |
| Publication status | Published - 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