Factors_influencing_franchisees_performance_in_Nigeria_Chapter2_Part12.docx

2.3.2.1.3 Control
Control refers to extent of franchisees autonomy in the management of their outlet. Autonomy
refers to the capacity of an individual to act independently towards the realization of set
objectives such as initiating a new venture and exerting every necessary action to make it
successful (Lumpkin & Dess, 2001; Rauch, Wiklund, Lumpkin, & Frese, 2009). Autonomy is
often associated with setting ones’ own goals and evolving ones’ own plan of action towards
achieving set goals (Rauch & Frese, 2007b), characterized by tendency to avoid or even rebel
against environment that constrains independent actions. It is also sometimes seen as the
capacity to function effectively in an independent environment (Campo, Parra, & Parellada,
2012).
In franchising, it has been found that since most franchisees join the network as a mean of
realizing their entrepreneurial ambition (Frazer et al ., 2007), mounting too much constraints
on the operations of their outlets has the potential to invoke a sense of disappointment in
them
(Cochet, Dormann, & Ehrmann, 2008) and consequently, the risks of undesirable behaviours.
For example, in a study examining the challenge of autonomy and dependence in franchised
channels, Dant & Gundlach (1999) conclude that franchisees that are granted autonomy are
more motivated to perform than others who are given none. Similarly, Cochet et al . (2008)’s
study on capitalizing on franchisees’ autonomy, involving a sample of 208 German
franchisees
concludes that granting franchisees autonomy can enhance chain-wide adaptation and
improve
franchisees’ overall satisfaction. In the same vein, Davies et al (2011)’s study which
culminated into the development of model of trust and compliance in franchising found that a

major cause of conflict and franchisees’ dissatisfaction is lack of autonomy. Franchisees