Document Type

Article

Publication Title

Human Resource Development Review

ISSN

1534-4843

Volume

13

Issue

4

DOI

10.1177/1534484314538817

First Page

437

Last Page

461

Publication Date

December 2014

Abstract

Franchising brings a unique set of challenges to human resources and organization development (HROD) practitioners who are focused on strategically aligning human capacity and organizational goals through cultures of collaboration. Because franchising consists of inter-firm relationships, the presence of franchise associations can help ensure that franchisee voices are heard and that collaborative relationships exist between the franchisor and franchisees. These franchise associations typically use governance structures, which includes elected boards of directors. Although practitioner data delineate the roles these franchise boards should perform, there has been only limited empirical investigation on the topic. Moreover, no research addresses how to foster productive relationships between the franchisees and franchisors who work together in these board relationships. This article presents a proposed framework for these boards, using a multi-theoretical perspective that addresses the competing emphases affecting the franchisor–franchisee relationship and the respective roles for HROD professionals.

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