Power and control in international retail franchising

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dc.contributor.author Doherty, Anne Marie
dc.contributor.author Alexander, Nicholas
dc.date.accessioned 2008-11-10T14:07:43Z
dc.date.available 2008-11-10T14:07:43Z
dc.date.issued 2006
dc.identifier.citation Doherty , A M & Alexander , N 2006 , ' Power and control in international retail franchising ' European Journal of Marketing , vol 40 , no. 11-12 , pp. 1292-1316 . , 10.1108/03090560610702821 en
dc.identifier.issn 0309-0566
dc.identifier.other PURE: 83171
dc.identifier.other dspace: 2160/1001
dc.identifier.uri http://hdl.handle.net/2160/1001
dc.description Alexander, Nicholas, Doherty, Anne Marie, 'Power and control in international retail franchising', European Journal of Marketing (2006) 40(11-12) pp.1292-1316 RAE2008 en
dc.description.abstract As international retailers continue to employ franchising as a major method of market entry, the control of these international retail franchise networks becomes of significant importance. The aim of this paper is to examine the methods by which UK-based international fashion franchisors control franchisees and their international franchise businesses. The paper employs a qualitative methodology and a multiple case design. Six UK-based fashion retailers with international franchise operations form the empirical basis of the study. The franchise contract, support mechanisms, franchise partner selection, the franchise relationship and the use of master/area franchising were found to be the major methods by which international retail franchisors exert control over their franchise networks. While coercive and non-coercive sources of power were identified in the form of the franchise contract and support mechanisms, the paper also identifies sources of relationship power and organisational power. The paper provides practical information to existing international franchisors and those firms considering the move into the international marketplace via the franchise mode of operation. By highlighting additional sources of power in the form of organisational and relationship power, franchisors are offered further means by which to control their international businesses than hitherto identified in the international franchise literature. Traditional franchise research suggests that there is a dichotomy in the sources of power available to franchisors, that is, coercive or non-coercive sources of power. While acknowledging the existence and importance of these sources of power and their related methods of control, this paper adds further dimensions to the academic debate by introducing relationship power and organisational power. Therefore, franchise partner selection, the franchise relationship and the use of master/area franchising emerge from the qualitative findings as further control mechanisms available to international retail franchisors. en
dc.format.extent 25 en
dc.language.iso eng
dc.relation.ispartof European Journal of Marketing en
dc.subject Control systems en
dc.subject Fashion en
dc.subject Franchising en
dc.subject International trade en
dc.subject Retailing en
dc.title Power and control in international retail franchising en
dc.type Text en
dc.type.publicationtype Article (Journal) en
dc.identifier.doi http://dx.doi.org/10.1108/03090560610702821
dc.contributor.institution School of Management & Business en
dc.contributor.institution Centre for Research in Marketing en
dc.description.status Peer reviewed en


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