Open this publication in new window or tab >>2023 (English)In: Entrepreneurship Research Journal, E-ISSN 2157-5665, Vol. 13, no 2, p. 185-220Article in journal (Refereed) Published
Abstract [en]
Although it is widely accepted that entrepreneurial orientation (EO) improves firm performance, scholars have advised that particular attention should be paid to the context. In this research, we investigate a less explored context of franchising where business systems and procedures are usually dictated to franchisees by franchisors. Therefore, whether a franchisor should allow franchisees to pursue EO (innovativeness, proactiveness, risk-taking, competitive aggressiveness, and autonomy) is not clear. In the context of franchising, the majority of prior studies have mainly focused on the employment of EO as a unidimensional construct and at the franchisor level. In this research, we take a bottom-up perspective and evaluate the impact of different dimensions of EO on franchisees’ performance. Our analysis of a multi-group of 183 restaurant franchisees located in Sweden and Iran reveals that only the pursuit of proactiveness and competitive aggressiveness improves a franchisee’s performance and other dimensions do not play a significant role in improving performance in this context.
Place, publisher, year, edition, pages
Walter de Gruyter, 2023
Keywords
entrepreneurial orientation, franchising, franchisee, franchisee performance, restaurant industry
National Category
Business Administration
Research subject
Strategic Entrepreneurship
Identifiers
urn:nbn:se:his:diva-19472 (URN)10.1515/erj-2019-0377 (DOI)000737391900001 ()2-s2.0-85101041432 (Scopus ID)
Note
Corresponding author: Ehsan Asgharian, PhD, Graduated from Linköping University, Linköping, Sweden, E-mail: ehsan.asgharian@staples-solutions.com
2021-02-112021-02-112023-08-18Bibliographically approved