Show simple item record

dc.contributor.convenorCheryl R Babcocken_AU
dc.contributor.authorWeaven, Scotten_US
dc.contributor.authorFrazer, Lorelleen_US
dc.contributor.authorGiddings, Jeffen_US
dc.contributor.editorMark Grunhagenen_US
dc.date.accessioned2017-05-03T16:58:58Z
dc.date.available2017-05-03T16:58:58Z
dc.date.issued2009en_US
dc.date.modified2010-08-31T07:47:02Z
dc.identifier.refurihttp://www.huizenga.nova.edu/ExecEd/ISOF/default.cfmen_AU
dc.identifier.urihttp://hdl.handle.net/10072/29321
dc.description.abstractAlthough federal Australian franchising sector regulation promotes franchise system disclosure and provides for mandatory conflict mediation, there is some concern that inequities exist within the conflict management process. As a result regulators are reviewing existing regulation and investigating alternative dispute resolution options in an attempt to proactively manage franchising conflict. Central to this process is identifying the sources of conflict in the franchising relationship. Conflict refers to the existence of deep underlying differences between involved parties that result in responses to potential or actual obstructions that impede one or more parties from realising their goals. This inductive research extends the conflict literature in dyadic exchange relationships through investigating antecedent influences upon franchising conflict from the franchisor and franchisee perspectives. A total of 24 interviews was conducted with lawyers, mediators, brokers, franchisors, franchisee advocates, franchise consultants, franchising academics, franchisor industry representatives and franchising media representatives. The key findings suggest that a lack of due diligence is associated with the formation of unrealistic expectations which increases the potential for future relational conflict. Although franchising experience impacts upon operational approaches and conflict, the role played by third parties and market conditions both appear to exacerbate dissatisfaction in most franchise systems. The concept maps and preliminary conceptual models presented in this paper will be tested in a large quantitative survey of key franchising stakeholders in the near future.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent165735 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherH. Wayne Huizenga School of Business and Entrepreneurshipen_US
dc.publisher.placeFloridaen_US
dc.publisher.urihttp://www.huizenga.nova.edu/ExecEd/ISOF/Conferences.cfm?Y=2009en_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofconferencename23rd International Society of Franchising Conferenceen_US
dc.relation.ispartofconferencetitle2009 International Society of Francising 23rd Annual Conference Proceedingsen_US
dc.relation.ispartofdatefrom2009-02-12en_US
dc.relation.ispartofdateto2009-02-14en_US
dc.relation.ispartoflocationSan Diegoen_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchSmall Business Managementen_US
dc.subject.fieldofresearchcode150314en_US
dc.titleHow Can Regulation be Enhanced? New Perspectives on the Causes and Continuation of Franchising Conflict in Australiaen_US
dc.typeConference outputen_US
dc.type.descriptionE1 - Conference Publications (HERDC)en_US
dc.type.codeE - Conference Publicationsen_US
gro.facultyGriffith Business School, Department of Marketingen_US
gro.rights.copyrightCopyright 2009 ISOF. Use hypertext link to access the publisher's website. The attached file is posted here in accordance with the copyright policy of the publisher, for your personal use only. No further distribution permitted.en_AU
gro.date.issued2009
gro.hasfulltextFull Text


Files in this item

This item appears in the following Collection(s)

  • Conference outputs
    Contains papers delivered by Griffith authors at national and international conferences.

Show simple item record