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rs. A sample of 50 franchisees located in five geographic locations was recognized, and the were asked to contribute in the study. Structured interviews were conducted by the authors and trained graduate assistants. Interviewers often made several visits to the same franchise to secure interviews with the owners. Some call backs were made to respondents to clarify information, and 50 usable responses were obtained for a participation rate of more than 71%, a higher rate than might be expected in a mail survey using a questionnaire. The study included some of the very largest franchisors as well as a number of franchisees from very small franchisors. The participants represented franchises in eight different industries including car and truck rental, automobile products and services, construction, home improvement, maintenance and cleaning, real estate, retail food, retail miscellaneous, and a miscellaneous general category.

Franchisor Proportions

Franchisor volume

The size of the franchisor was measured by the number of sites in the franchise system.

Franchisor period

The age of the franchisor was measured by the date on which the company franchised their business system.

Franchisor expansion

measures of development were used, the rate of development of the franchisor over a 3-year period and high growthaa‚¬'whether or not the franchisor appeared on the list of the fastest growing franchise systems as measured by the data base of Entrepreneur.

Franchising time

The age of the franchising system was measured by subtracting the date on which the company was founded from the year the company began to franchise their business. High values represent a greater period of time elapsing between founding of the company and the decision to franchise.

Franchisor Support for Industrial Activity

Franchisees were asked the extent to which franchisors used three ways to persuade industrial activity. These were the use of a franchise council, the recognition of new ideas at the annual meeting of the franchise system, and the presence at franchisor head office of a champion for innovation. The response categories for each of the items ranged from (1) not important to (5) very important. These items were developed from telephone interviews conducted in a preliminary study with a random selection of franchise firms asking if they encouraged industrial activity on the part of franchisees. If they responded yes, we asked what methods or rewards they used to support this behaviour.

Franchisee Perceptions of Franchisor Industrial Strategies

The extent to which the strategy of the franchisor was perceived by the franchisee to be an industrial or a conservative strategy was measured by items adapted from previous research (Slevin and Covin 1990). The items represent the four strategies connected with an industrial orientation; they were adapted from the Covin and Slevin scale described in Slevin and Covin (1990).

结论 CONCLUSION

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