Antecedents leading to perceived franchise support

IF 0.7

Journal of Marketing Channels Pub Date : 2018-07-03 DOI:10.1080/1046669X.2019.1659902

M. Rickard, Greg W. Marshall, Brian N. Rutherford

引用次数: 3

Abstract

Abstract Franchising is an important part of the U.S. economy. According to the International Franchise Association (IFA), franchising provides 9.0 million jobs and pays out 351 billion dollars in wages and benefits annually (2016). This study examines franchise relationships in the context of building franchisees’ perceptions of support from the franchisor. The literature was examined to determine if and what support provided by the franchisor has a positive impact on the franchisee. We examine four dimensions of organizational climate (i.e., initiating structure, leadership consideration, autonomy, and reward orientation), brand value/recognition and franchisee’s perception of the quality of the franchisor’s advertising as predictors of perceived franchise support. This study indicates there is a positive and significant impact between three types of organizational climate (i.e., leadership consideration, autonomy, and reward orientation). In addition, a positive impact to brand value recognition on perceived franchise support and a negative effect on initiating structure.

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导致特许经营支持的先决条件

摘要特许经营是美国经济的重要组成部分。根据国际特许经营协会（IFA）的数据，特许经营每年（2016年）提供900万个工作岗位，支付3510亿美元的工资和福利。本研究在建立特许经营商对特许经营商支持的认知的背景下考察了特许经营关系。对文献进行了审查，以确定特许人提供的支持是否以及哪些支持对被特许人有积极影响。我们研究了组织氛围的四个维度（即启动结构、领导考虑、自主性和奖励导向）、品牌价值/认可度和特许经营商对特许经营商广告质量的感知，作为感知特许经营支持的预测因素。本研究表明，三种类型的组织氛围（即领导考虑、自主性和奖励取向）之间存在积极而显著的影响。此外，品牌价值认知对感知特许经营支持的正向影响和对启动结构的负向影响。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Marketing Channels BUSINESS-

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期刊介绍： The Journal of Marketing Channels is the first and only professional marketing journal to focus exclusively on distribution systems, strategy, and management. The journal recognizes the growing importance of distribution as a key strategic variable in marketing management. Indeed, if one looks realistically at the major strategy variables of the marketing mix—product, price, promotion, and distribution—the greatest potential for achieving a competitive advantage now lies in distribution. The reason? Rapid technology transfer has made product advantages increasingly difficult to maintain. International operations seeking lower costs have made price advantages much harder to sustain because everybody seems to be “playing the same game.” Even promotion, which relies so heavily on mass media advertising, has become a battle of who can spend the most money. But distribution still offers a new frontier for competing successfully especially if the emphasis is placed on the design and management of superior marketing channel systems to provide excellent customer service. A competitive advantage gained through better distribution is not easily copied by the competition and hence becomes a long-term sustainable competitive advantage. Yet designing optimal marketing channel systems, formulating innovative distribution strategies, and managing marketing channel systems effectively is no simple task. In fact, professional marketing expertise of a very high order is required to meet these challenges, especially given the growing competitive role and rapid pace of web-based marketing. The Journal of Marketing Channels helps provide the knowledge and tools needed to develop superior distribution systems, strategies, and management. Leading authorities from around the world present the most up-to-date and in-depth thought, analysis, and research on these topics in this refereed international quarterly journal.