Control and support in an international franchise network

Abstract

A major gap in the international marketing literature is the nature of the international franchise relationship and, in particular, the mechanisms used to control and co‐ordinate the international franchise network. Discusses the findings arising from an ethnographic study of the internationalisation activity of one franchise company. Explores how the company in question attempted to control and direct its international franchise network. Illustrates the importance of non‐coercive sources of power, or the support function, in controlling international franchisee behaviour. Furthermore, it describes the development of the support function within the company over a longitudinal time period and highlights the impact of various organisational factors on the company’s ability to provide effective support to its international franchisees.

Citation

Quinn, B. (1999), "Control and support in an international franchise network", International Marketing Review, Vol. 16 No. 4/5, pp. 345-362. https://doi.org/10.1108/02651339910281884