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    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

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Negotiating agency in mitigating franchisee failure: a critical discourse analysis

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Negotiating agency in mitigating franchisee failure: a critical discourse analysis. / Dada, Lola; Onyas, Winfred I.
In: Industrial Marketing Management, Vol. 98, 31.10.2021.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Dada L, Onyas WI. Negotiating agency in mitigating franchisee failure: a critical discourse analysis. Industrial Marketing Management. 2021 Oct 31;98. Epub 2021 Feb 15. doi: 10.1016/j.indmarman.2021.01.018

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Dada, Lola ; Onyas, Winfred I. / Negotiating agency in mitigating franchisee failure : a critical discourse analysis. In: Industrial Marketing Management. 2021 ; Vol. 98.

Bibtex

@article{9fb7374461c04fd6bd1eaa64d2317e35,
title = "Negotiating agency in mitigating franchisee failure: a critical discourse analysis",
abstract = "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.",
author = "Lola Dada and Onyas, {Winfred I}",
note = "This is the author{\textquoteright}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",
year = "2021",
month = oct,
day = "31",
doi = "10.1016/j.indmarman.2021.01.018",
language = "English",
volume = "98",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",

}

RIS

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 -