Investments to create bargaining power: The case of franchising

By Steven C. Michael. 2000

175 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7d29b6d5a92e59c0460f2a50a0d46024dceb9253

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In Strategy and Management

Citations in the corpus

Why Do Firms Use Franchising as an Entrepreneurial Strategy?: A Meta-Analysis (2003, background): “…inputs restricted by the franchisor (i.e., franchisee purchasing discretion) Low Bercovitz (1999) Dummy variable= 1 if experience required Low Michael (2000b) Employees/outlet Low Michael (1996a) Labor cost/sales Low Michael (1996a) Outlet capital investment/number of employeesc Low Scott…”
Economic Foundations of Strategy (2004, background): “…and empirical papers in the economics and strategic management research literature on franchising include: Carney and Gedajlovic (1991), Caves and Murphy (1976), Lafontaine and Shaw (1999), Michael (2000), Norton (1988), Rubin (1978), Shane (1996), and Sorenson and Sorensen (2001). commitments.”
Standardisation versus Adaptation: Geographical Pressures to Deviate from Franchise Formats (2007, methodology): “The fundamental challenge for the franchisor is therefore to achieve ‘controlled predictability’ – assuring the quality of the consumption experience represented by the trademark that is owned by the franchisor and used by the franchisee, with quality defined not just as product quality but also as ”
Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “Strategically, this tacitness of the entrepreneurs’ knowledge is an invisible (intangible) asset (Itami and Roehl, 1987) and can be an important source of sustainable competitive advantage for the firm due, at least in part, to causal ambiguity and uncertain imitability (Rumelt, 1987).”