Professor Alan Felstead has been studying employment-related issues for over 35 years. Since completing his PhD, he spent 5 years working at Nuffield College, Oxford, 14 years at the University of Leicester and 17 years (and counting) at Cardiff University.

• List of Figures List of Tables Preface Acknowledgements Introduction 1. Binding firms together 2. Defining what franchising is, its development and scope 3. Explaining how and why franchising works 4. Setting the legal contours of franchising 5. Changing franchisor ownership and its consequences 6. Managing a franchise in a changing commercial environment 7. Conclusions Appendix I Appendix II Appendix III Notes Bibliography Index

Reviews of the original publication:‘From this brief description it should be clear that Felstead's book is more than a valuable detailed study of a business phenomenon of which little is known, but is also a contribution which has theoretical relevance as well… the result of Felstead's dissection of franchise operation is to remove their mysteries. By the time he has finished them, the franchises turned out to be a rather novel and subtle configuration of corporate power. There are in fact, many similarities with these forms of organization and the new corporate forms now being developed by some of our, supposedly orthodox, major corporations.’-Stephen Ackroyd, The British Journal of Sociology, Vol. 46, No. 3

Professor Alan Felstead has been studying employment-related issues for over 35 years. Since completing his PhD, he spent 5 years working at Nuffield College, Oxford, 14 years at the University of Leicester and 17 years (and counting) at Cardiff University.

• List of Figures List of Tables Preface Acknowledgements Introduction 1. Binding firms together 2. Defining what franchising is, its development and scope 3. Explaining how and why franchising works 4. Setting the legal contours of franchising 5. Changing franchisor ownership and its consequences 6. Managing a franchise in a changing commercial environment 7. Conclusions Appendix I Appendix II Appendix III Notes Bibliography Index

Reviews of the original publication:‘From this brief description it should be clear that Felstead's book is more than a valuable detailed study of a business phenomenon of which little is known, but is also a contribution which has theoretical relevance as well… the result of Felstead's dissection of franchise operation is to remove their mysteries. By the time he has finished them, the franchises turned out to be a rather novel and subtle configuration of corporate power. There are in fact, many similarities with these forms of organization and the new corporate forms now being developed by some of our, supposedly orthodox, major corporations.’-Stephen Ackroyd, The British Journal of Sociology, Vol. 46, No. 3

Professor Alan Felstead has been studying employment-related issues for over 35 years. Since completing his PhD, he spent 5 years working at Nuffield College, Oxford, 14 years at the University of Leicester and 17 years (and counting) at Cardiff University.

• List of Figures List of Tables Preface Acknowledgements Introduction 1. Binding firms together 2. Defining what franchising is, its development and scope 3. Explaining how and why franchising works 4. Setting the legal contours of franchising 5. Changing franchisor ownership and its consequences 6. Managing a franchise in a changing commercial environment 7. Conclusions Appendix I Appendix II Appendix III Notes Bibliography Index

Reviews of the original publication:‘From this brief description it should be clear that Felstead's book is more than a valuable detailed study of a business phenomenon of which little is known, but is also a contribution which has theoretical relevance as well… the result of Felstead's dissection of franchise operation is to remove their mysteries. By the time he has finished them, the franchises turned out to be a rather novel and subtle configuration of corporate power. There are in fact, many similarities with these forms of organization and the new corporate forms now being developed by some of our, supposedly orthodox, major corporations.’-Stephen Ackroyd, The British Journal of Sociology, Vol. 46, No. 3