ASSOCIAÇÃO DE FRANQUEADOS E A MEDIAÇÃO DE RELACIONAMENTOS

SILVA, TELMO JOSE MAGALHÃES DA; MELO, PEDRO LUCAS DE RESENDE; ESTEVES, KAREN; GOMES, GIANCARLO

doi:10.1590/1678-69712016/administracao.v17n5p138-165

TELMO JOSE MAGALHÃES DA SILVA

Master's Degree in Business Administration from the Master Program of Business Administration at the Universidade Paulista (Unip). Professor for the Serviço Nacional de Aprendizagem Comercial (Senac). Avenida Cruzeiro do Sul, 967, Rochdale, Osasco - SP - Brasil - CEP 06226-006. E-mail: rochdale@skill.com.br

PEDRO LUCAS DE RESENDE MELO

Doctor in Business Administration from the College of Economics and Business Administration at the Universidade de São Paulo (USP). Full professor for the Master Program of Business Administration at the Universidade Paulista (Unip). Rua Doutor Bacelar, 1.212, 4º andar, Vila Clementino, São Paulo - SP - Brasil - CEP 04026-002. E-mail: resendemelo@usp.br

KAREN ESTEVES

Master's Degree in Business Administration from the College of Economics, Administration and Accounting at the Universidade de São Paulo (USP). Doctorate student and Researcher in Business Administration from the College of Economics, Administration and Accounting at the Universidade de São Paulo. Rua Coronel Pedro Arbues, 10/142, Ponta da Praia, Santos - SP - Brasil - CEP 11035-050. E-mail: karenefp@gmail.com

GIANCARLO GOMES

Doctor in Accounting and Administration from the Center of Applied Social Sciences at the Fundação Universidade Regional de Blumenau (Furb). Professor for the Center of Applied Social Sciencesat the Fundação Universidade Regional de Blumenau. Rua Antônio da Veiga, 140, Campus 1, Sala D-102, Victor Konder, Blumenau - SC - Brasil - CEP 89012-900. E-mail: giancarlo@pzo.com.br

Master's Degree in Business Administration from the Master Program of Business Administration at the Universidade Paulista (Unip). Professor for the Serviço Nacional de Aprendizagem Comercial (Senac). Avenida Cruzeiro do Sul, 967, Rochdale, Osasco - SP - Brasil - CEP 06226-006. E-mail: rochdale@skill.com.br

Doctor in Business Administration from the College of Economics and Business Administration at the Universidade de São Paulo (USP). Full professor for the Master Program of Business Administration at the Universidade Paulista (Unip). Rua Doutor Bacelar, 1.212, 4º andar, Vila Clementino, São Paulo - SP - Brasil - CEP 04026-002. E-mail: resendemelo@usp.br

Master's Degree in Business Administration from the College of Economics, Administration and Accounting at the Universidade de São Paulo (USP). Doctorate student and Researcher in Business Administration from the College of Economics, Administration and Accounting at the Universidade de São Paulo. Rua Coronel Pedro Arbues, 10/142, Ponta da Praia, Santos - SP - Brasil - CEP 11035-050. E-mail: karenefp@gmail.com

Doctor in Accounting and Administration from the Center of Applied Social Sciences at the Fundação Universidade Regional de Blumenau (Furb). Professor for the Center of Applied Social Sciencesat the Fundação Universidade Regional de Blumenau. Rua Antônio da Veiga, 140, Campus 1, Sala D-102, Victor Konder, Blumenau - SC - Brasil - CEP 89012-900. E-mail: giancarlo@pzo.com.br

Year	Author	Titles	Journal	Contribution
1986	Knight	Franchising from the franchisor and franchisee points of view.	Journal of Small Business Management	Conflict perceptions between franchisor and franchisees
1994	Dandridge and Falbe	The influence of franchisees beyond their local domain.	International Journal of Small Business	Franchisee groups acting as franchise representatives when advising other franchisees
2007	Cochet and Ehrmann	Preliminary Evidence on the Appointment of Institutional Solutions to Franchisor Moral Hazard – the Case of Franchisee Councils.	Managerial and Decision Economics	Suggestions and possible resolutions of conflicts between franchisors and franchisees
2010	Lawrence and Kaufmann	Franchisee Associations: Strategic Focus or Response to Franchisor Opportunism.	Journal of Marketing Channels	The significant role of franchisee associations when mediating relationships within a franchise
2012	Lawrence and Kaufmann	Identity in Franchise Systems: The Role of Franchisee Associations	Journal of Retailing	Franchisee associations’ rules

GROUP	SAMPLE COLLECTION
Franchisee Association	4 Directors
City of São Paulo (Franchisee)	2 Franchisees
Metropolitan Region of São Paulo (Franchisee)	2 Franchisees
ABC Region of São Paulo (Franchisee)	2 Franchisees
Franchisor	Brand Manager

REGION	REPRESENTED UNITS (QUANTITY)
City of São Paulo	36
Metropolitan São Paulo	4
ABC São Paulo	11
TOTAL	55

	DIMENSIONS	DIMENSIONS COMPOSITION	PURPOSE	AUTHORS
I	Franchisee Association	Franchisor’s perception; Franchisee’s perception	Main role of the FA	Lawrence and Kaufmann (2010Lawrence, B., & Kaufmann, P. (2010). Franchisee associations: strategic focus or response to franchisor opportunism. Journal of Marketing Channels, 17(2), 137-55.; 2012)Lawrence, B., & Kaufmann, P. (2012). Identity in franchise systems: the role of franchisee associations. Journal of Retailing, 25(2), 37-65.
II	Conflicts	Conflicts; problems arising from disparities; solution forms of conflicts originated by asymmetries	Relationship	Pody (1967), Reve and Stern (1979)Reve, T., & Stern, L. W. (1979). Interorganizational relations in marketing channels. Academy of Management Review, 4(3), 405-416.,Zaheer, McEvily and Perrone (1998)Zaheer, A., McEvily, B., & Perrone, V. (1998, March/April). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, Hanover, 9(2), 141-159., Steven (2000)Steven, C. M. (2000, April). Investments to create bargaining power: The case of Franchising. Strategic Management Journal, 21(4), 497.
III	Cooperation	Combined solution of problems of any kind; sharing; labor sharing and coordinated actions	Cooperation in the relationship between franchisors and franchisees	Nohria (1992)Nohria, N. (1992). Is a network perspective a useful way of studying organizations? In N. Eccles. Networks and organizations: structure, form, and action. Boston: Harvard Business School Press., Grandori and Soda (1995)Grandori, A., & Soda, G. (1995). Interfirms networks: antecedents, mechanism and forms. Organization Studies, Thousand Oaks, 16(2), 183-214., Granovetter (1985)Granovetter, M. (1985). Economic action and social structure: the problem of embeddedness. The American Journal of Sociology, 91(3), 481-510.
IV	Governance	Rules on admission and exclusion of franchisees; penalties; hierarchy; equality between franchisees; leadership and operation; control by authority or reputation of a more powerful actor	Governance in the relationship and conflict resolution	Gulati (1998)Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19(4), 293-317., Larson (1992)Larson, A. (1992, março). Network dyads in entrepreneurial settings: A study of the governance of exchange relationships. Administrative Science Quarterly, 37(1) 76-105., Balestrin; Vargas (2004)Balestrin, A., & Vargas, L. M. 2004. A dimensão estratégica das redes horizontais de PMEs: teorizações e evidências. Revista de Administração Contemporânea (RAC), 8(Número Especial), 203-227., *Zaccarelli et al. (2008)*Zaccarelli, S. B., Telles, R., Siqueira, J. P. L., Boaventura, J. M. G., & Donaire, D. (2008). Clusters e redes de negócios. Uma nova visão para a gestão dos negócios. São Paulo: Atlas.

	INTERVIEWEE	MAIN ACTIONS	CONFLICTS	COOPERATION	GOVERNANCE
1	Directors	• To represent franchisees • To manage regional advertising funds	• Positive for new ideas • Financial issues • Non compliance with rules • Disagreements regarding the franchise system	• Partial; it could only be noticed in franchisees in which collective thinking was present	• Statute • Procedures to choose the board of directors • Standards • Rules • Sanctions
2	Franchisees ABC	• Synergistic procedures between franchisees and franchisor • Management of regional advertising funds	• Social and economic regional differences	• Partial, due to work overload	• Guidelines • Minutes • Accounting control
3	Franchisees City of São Paulo	• Increase in the number of franchisees	• Allocation of regional funds	• Partial; it only occurs due to the level of trust among franchisees helping one another	• Penalties for the ones that do not attend the meetings
4	Franchisees Metropolitan region of SP	• Tool to implement franchisor’s actions	• Performance competition among franchisees • Absense of collective thinking • Franchisees’ generational conflicts	• Partial; franchisees’ leaders are the ones who help solving problems	• Penalties for association defaulters
5	Franchisor	• Professionalization of franchisees • Exchange of better practices	• Creation of instruments to reduce conflicts • Meritocracy • Group decision making	• Support for less participative franchisees in order to understand their expectations	• Defined hierarchy levels • Participative management • Financial control

[TFN2] Source: Elaborated by the authors.

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ASSOCIAÇÃO DE FRANQUEADOS E A MEDIAÇÃO DE RELACIONAMENTOS

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