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Organization Development Through Franchise Advisory Boards A Model for Governance Relationships
Human Resource Development Review
  • Denise Cumberland, University of Louisville
  • Rod P. Githens, Drexel University
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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.
Citation Information
Denise Cumberland and Rod P. Githens. "Organization Development Through Franchise Advisory Boards A Model for Governance Relationships" Human Resource Development Review Vol. 13 Iss. 4 (2014) p. 437 - 461 ISSN: 1534-4843
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