Abstract
This study investigates key conflict prototypes that inhibit the win-win relationship between franchise headquarters and franchisees according to the franchise development cycle. We analyze the differences among conflict types that can occur depending on the duration of the operation and propose a strategy for sustainable franchising businesses. We identified five potential conflict types in restaurant franchising through Q methodology: Type 1, expectation mismatch; Type 2, economic dissatisfaction; Type 3, headquarters coercion; Type 4, dissatisfaction of revenue sharing; and Type 5, low trust. In the first five years of business, Type 2 and Type 5 were found to be the main sources of conflicts. On the other hand, Type 1, Type 3, and Type 4 emerged as problems after five years of operation.
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