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Franchise et Commerce en réseau

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SÉMINAIRES 2016-2017


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jeudi 9 mars 2017 - 12h45 - IGR/IAE - Amphi 2

Intervenant Dr Anna Watson - Reader in Marketing at the University of Hertfordshire, United Kingdom et Professeur Invitée à l’IGR-IAE Rennes
Titre / Title « When ‘I’ becomes ‘We’ : Organizational identification and franchise performance »
coauteurs / co-authored with Dr Olufunmilola (Lola) Dada - Lancaster University Management School, Lancaster University, Royaume-Uni
Résumé / Abstract Organizational identification, a central concept in the organizational behavior literature, has been found to result in a number of co-operative behaviors, such as greater motivation towards achieving organizational goals, and intention to remain within the organization (Jones and Volpe, 2011 ; Edwards, 2005). It is argued that employees who identify strongly with an organization, are more likely to be motivated to work hard to help achieve organizational goals (Edwards, 2005). Within the context of franchising, however, there has been little application of organizational identity theory (with Watson et al., 2016 ; Zachary et al., 2011 ; and Lawrence and Kaufmann, 2011 being notable exceptions), despite the importance of ensuring that franchisee’s behaviors are aligned with the interests of the franchisor. Whilst the extant literature on organizational identification outside of franchising suggests a positive relationship between firm performance and organizational identification (Riketta, 2005 ; Riketta and Van Dick, 2005 ; Van Knippenberg and Sleebos, 2006 ; Edwards and Peccei, 2010), it is not known if/how identification impacts franchise performance. This paper therefore seeks to empirically explore the relationship between organizational identification and franchise performance (at both system and unit level). Furthermore, given the potential importance of promoting organizational identification, the paper explores the role of different franchise management structures on organizational identification by franchisees.
Through a survey of 173 franchisees in the United States, we find that organizational identification by franchisees is indeed positively related to franchise system performance. Furthermore, institutional support of entrepreneurial activities was found to be positively associated with organizational identification. The findings highlight the potential benefit to the system of creating and implementing support structures which give provision for autonomy and participative practices, and the potential importance of organizational identification in protecting the system from opportunistic behaviors by franchisees. The findings also highlight that our understanding of franchising has the potential to be enhanced by employing new theoretical perspectives, such as organizational theory.
mots clés / Keywords organizational identification, franchise performance, franchise support


mardi 29 novembre 2016 - 12h45- IGR/IAE - Amphi 2

Intervenant Evelien Croonen - Faculty of Economics and Business, University of Groningen - the Netherlands & professeur invitée à l’IGR-IAE Rennes
Titre / Title « Should I stay or should I go ? Explaining entrepreneurs’ network exits in a franchising context »
coauteurs / co-authored with Dr. Thijs Broekhuizen, Dr. Maryse Brand
Résumé / Abstract Few studies explain why entrepreneurs exit collaborative networks. As different network forms have their specific contingencies and outcomes, this study focuses on one specific network form by examining why and under what conditions franchisee-entrepreneurs exit their franchise networks. Building on Social Exchange Theory, we argue that franchisees’ perceived relational rewards determine exit intentions that, in turn, drive exit behaviors. However, the impact of these rewards is contingent on franchisees’ social (i.e. the franchisor’s assessment of franchise relationship quality) and psychological (i.e. franchisees’ entrepreneurial motivations) contextual conditions. Using data on both sides of 120 franchisor-franchisee dyads within one franchise network and combining them with post-hoc exit data, we find that franchisees’ exit intentions play a crucial role in mediating the impact of franchisees’ relational rewards on their network exit behaviors. Moreover, the franchisor’s assessment of franchise relationship quality and the franchisees’ extrinsic motivations moderate the impact of relational rewards on exit intentions. Our study contributes to a better understanding of franchisee network exit behaviors, and in a broader sense of entrepreneurs’ exits from collaborative networks. Finally, it provides managerial insights for franchisors and other ‘network parents’ to improve acquisition and retention policies.