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Family versus non-family firm franchisors: Behavioral and performance differences
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Centre for Family Entrepreneurship and Ownership (CeFEO). Macquarie Business School, Macquarie University, Department of Management, Sydney, Australia.ORCID iD: 0000-0002-3742-542X
Bryan School of Business & Economics, The University of North Carolina at Greensboro, United States.
Mays Business School, Texas A&M University, College Station, Texas, United States.
Department of Management and Entrepreneurship, University of Bern, Switzerland.
2020 (English)In: Journal of Management Studies, ISSN 0022-2380, E-ISSN 1467-6486Article in journal (Refereed) Epub ahead of print
Abstract [en]

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.

Place, publisher, year, edition, pages
John Wiley & Sons, 2020.
Keywords [en]
family firm, franchising, corporate entrepreneurship, performance, relationships, training
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-47733DOI: 10.1111/joms.12567Scopus ID: 2-s2.0-85081557742Local ID: ;IHHCeFEOISOAI: oai:DiVA.org:hj-47733DiVA, id: diva2:1391594
Available from: 2020-02-05 Created: 2020-02-05 Last updated: 2020-03-31

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Chirico, Francesco

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