Family versus non‐family firm franchisors

behavioral and performance differences

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

Research output: Contribution to journalArticle

1 Citation (Scopus)


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
Number of pages36
JournalJournal of Management Studies
Early online date10 Feb 2020
Publication statusE-pub ahead of print - 10 Feb 2020


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

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