Abstract
This study examines how a mission-driven shared identification can help mitigate the failure of a micro-franchise in Rwanda, a bottom of the pyramid market. A single case study was adopted following Gioia’s established analytical process. Interviews, semi-structured interviews and observations were conducted between the period of 2018 and 2019. It was found that, a mission-driven shared identification can be achieved if a micro-franchisor promotes a culture of sharing and perceived organisational support among micro-franchisees. Also, an alliance with the government or its endorsement is necessary in encouraging franchisees to identify with a micro-franchisor. Furthermore, in a collectivist culture, if a micro-franchisor succeeds in establishing shared identification, the franchisees are very likely to remain loyal in times of crisis.
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