TY - JOUR
T1 - Franchising as a small business growth strategy
T2 - A resource-based view of organizational development
AU - Stanworth, J.
AU - Purdy, D.
AU - Stanworth, C.
AU - Watson, Anna
AU - Healeas, S.
N1 - Copyright 2005 Elsevier B.V., All rights reserved.
PY - 2004/12/1
Y1 - 2004/12/1
N2 - Not only are most franchisees themselves small businesses, but so are many franchisors, particularly in the formative years of their franchise businesses. High turbulence and attrition rates in the formative years of franchise businesses result in an industry profile whereby, at any one time, around half of all franchise systems are less than five years old with less than 10 outlets. The question arises: how do successful franchise organizations plan their human capital development in order to accomplish successful growth? An adjunct to this question is the role of franchisees who, while not totally independent in the sense of the conventional small business person, certainly do not see themselves as conventional employees either, and have certain expectations of participation in the process of which they are an integral part. This exploratory article uses case study material from a number of 'exemplar' franchise companies in the development of a resource-based view of organizational development. The article should hold considerable interest, not only for academics interested in franchising, but also for those examining fields such as small business strategic management, innovation and intangible asset growth
AB - Not only are most franchisees themselves small businesses, but so are many franchisors, particularly in the formative years of their franchise businesses. High turbulence and attrition rates in the formative years of franchise businesses result in an industry profile whereby, at any one time, around half of all franchise systems are less than five years old with less than 10 outlets. The question arises: how do successful franchise organizations plan their human capital development in order to accomplish successful growth? An adjunct to this question is the role of franchisees who, while not totally independent in the sense of the conventional small business person, certainly do not see themselves as conventional employees either, and have certain expectations of participation in the process of which they are an integral part. This exploratory article uses case study material from a number of 'exemplar' franchise companies in the development of a resource-based view of organizational development. The article should hold considerable interest, not only for academics interested in franchising, but also for those examining fields such as small business strategic management, innovation and intangible asset growth
KW - Franchising
KW - Small business growth
KW - resource based view
UR - http://www.scopus.com/inward/record.url?scp=11144328946&partnerID=8YFLogxK
U2 - 10.1177/0266242604047409
DO - 10.1177/0266242604047409
M3 - Article
AN - SCOPUS:11144328946
SN - 0266-2426
VL - 22
SP - 539
EP - 559
JO - International Small Business Journal
JF - International Small Business Journal
IS - 6
ER -