To be entrepreneurial, or not to be entrepreneurial? Explaining differences in franchisee entrepreneurial behavior within a franchise system

Evelien P. M. Croonen*, Maryse J. Brand, Eelko K. R. E. Huizingh

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

16 Citations (Scopus)
61 Downloads (Pure)

Abstract

Although franchising scholars largely acknowledge that franchisees may behave like entrepreneurs, little is known about whether and why franchisees differ in their entrepreneurial behaviors. Franchisees are semi-autonomous entrepreneurs running geographically dispersed units within established organizations. We therefore use corporate entrepreneurship (CE) literature to define and measure franchisee entrepreneurial behavior, and we build on an entrepreneurial motivation framework to develop an integrative set of hypotheses that explain differences in franchisee entrepreneurial behavior. We test these hypotheses using survey data on 119 franchisees within a single Dutch franchise system. Our results show that the extent of franchisee entrepreneurial behavior varies considerably, even within a single franchise system. The differences in franchisees' entrepreneurial behaviors can be explained by differences in franchisees' intrinsic goals, relational satisfaction and local competition.

Original languageEnglish
Pages (from-to)531-553
Number of pages23
JournalInternational Entrepreneurship and Management Journal
Volume12
Issue number2
DOIs
Publication statusPublished - Jun-2016

Keywords

  • Franchising
  • Franchisee entrepreneurial behavior
  • Corporate entrepreneurship (CE)
  • Entrepreneurial motivation framework
  • CORPORATE ENTREPRENEURSHIP
  • CHANNEL RELATIONSHIPS
  • STRATEGIC RENEWAL
  • MANAGERS
  • MODEL
  • FUTURE
  • SATISFACTION
  • ANTECEDENTS
  • PERCEPTION
  • KNOWLEDGE

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