Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 2021 DOI: 10.1016/j.indmarman.2021.01.018
Accepted author manuscript, 632 KB, PDF document
Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Negotiating agency in mitigating franchisee failure
T2 - a critical discourse analysis
AU - Dada, Lola
AU - Onyas, Winfred I
N1 - This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 2021 DOI: 10.1016/j.indmarman.2021.01.018
PY - 2021/10/31
Y1 - 2021/10/31
N2 - This study examines how asymmetries of agential power in franchisor-franchisee relationships contribute to franchisee failure, and how franchisees can negotiate agential power to mitigate failure. Based on a critical discourse analysis, the research findings establish that franchisor dominance during three core stages of the franchisee lifecycle – notably at the pre-launch, inauguration and operation phases – influences franchisee failure. Supporting a theorization based on the agencing framework, this paper presents a nuanced understanding of how agential power is attributed and negotiated in franchise relationships, and portrays franchisees as proactive actors capable of negotiating a stronger, counteractive, agential power position. We introduce the agencing framework as an important governance mechanism for franchise relations and raise implications for managing power-imbalances in franchise relationships.
AB - This study examines how asymmetries of agential power in franchisor-franchisee relationships contribute to franchisee failure, and how franchisees can negotiate agential power to mitigate failure. Based on a critical discourse analysis, the research findings establish that franchisor dominance during three core stages of the franchisee lifecycle – notably at the pre-launch, inauguration and operation phases – influences franchisee failure. Supporting a theorization based on the agencing framework, this paper presents a nuanced understanding of how agential power is attributed and negotiated in franchise relationships, and portrays franchisees as proactive actors capable of negotiating a stronger, counteractive, agential power position. We introduce the agencing framework as an important governance mechanism for franchise relations and raise implications for managing power-imbalances in franchise relationships.
U2 - 10.1016/j.indmarman.2021.01.018
DO - 10.1016/j.indmarman.2021.01.018
M3 - Journal article
VL - 98
JO - Industrial Marketing Management
JF - Industrial Marketing Management
SN - 0019-8501
ER -