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dc.contributor.authorFrazer, Lorelleen_US
dc.contributor.authorWeaven, Scotten_US
dc.contributor.authorGiddings, Jeffen_US
dc.contributor.authorGrace, Debraen_US
dc.date.accessioned2017-04-24T09:59:57Z
dc.date.available2017-04-24T09:59:57Z
dc.date.issued2012en_US
dc.date.modified2013-06-03T04:06:24Z
dc.identifier.issn13522752en_US
dc.identifier.doi10.1108/13522751211192017en_US
dc.identifier.urihttp://hdl.handle.net/10072/47326
dc.description.abstractPurpose - The rapid growth of the Australian franchising sector since the 1980s has been accompanied by tension, conflict and disputation, causing concern for regulatory bodies. However, little is currently known about the antecedents of conflict in franchising, thus, the purpose of this paper is to address this deficiency by exploring the antecedent factors associated with conflict in this domain. Design/methodology/approach - A series of 11 multiple case studies, involving 30 protocol discussions with franchisors and franchisees, was undertaken across a variety of franchise systems in order to explore the topic and to refine the research question and develop hypotheses for the next stage of the research. Findings - A number of themes emerged from the qualitative investigation which led to the development of 12 research propositions that include constructs such as expectations confirmation, trust, openness, perceived support and relationship satisfaction in attempting to explain the antecedent causes of conflict in franchising. Research limitations/implications - The qualitative nature of this research has provided rich information that will inform future confirmatory research via quantitative methods through hypotheses testing. Thus, the findings provide a solid framework for future investigations in this important research domain. Originality/value - The contribution of this research is significant in that it provides unique knowledge regarding the complex issues surrounding conflict in franchising. Furthermore, it informs future research with regards to the dynamics of conflict in this area.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom87en_US
dc.relation.ispartofpageto103en_US
dc.relation.ispartofissue1en_US
dc.relation.ispartofjournalQualitative Market Research: an international journalen_US
dc.relation.ispartofvolume15en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchMarketing Management (incl. Strategy and Customer Relations)en_US
dc.subject.fieldofresearchcode150503en_US
dc.titleWhat went wrong? Franchisors and franchisees disclose the causes of conflict in franchisingen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Marketingen_US
gro.date.issued2012
gro.hasfulltextNo Full Text


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