Exploring the Motivation, Opportunity, and Ability Factors in Fostering Franchising Intention of SMEs in Oman
- AIOR Admin
- 4 days ago
- 2 min read
Al Munther Yahya Mohammed Al Battashi
Cyprus International University
Background: Franchising is considered one of the most significant mechanisms of unlimited investment in the modern era and has increasingly expanded across various countries worldwide. The franchising sector in the Sultanate of Oman is witnessing a rapid institutional movement aimed at empowering national brands under Vision 2040. However, a significant "practical gap" emerges between the scale of intensive technical support and the behavioral readiness of local entrepreneurs. Objective: This study aims to investigate the dynamics of the Omani institutional framework in the franchising sector, specifically identifying the "practical gap" between standardized technical empowerment (manuals and legal documentation) and the behavioral/leadership readiness of Omani SME owners as a fundamental pillar for long-term operational sustainability. Methodology: A descriptive methodology employing a cross-sectional design was adopted, with data collected via a structured questionnaire from a sample of 219 SME owners in Oman. Data were analyzed using SPSS (v. 27), utilizing descriptive statistics (means, standard deviations, RII) and inferential analyses (t-tests, ANOVA, and Bonferroni post-hoc tests). These findings were triangulated with a qualitative document analysis of the OCCI's "2026 5th Edition Tender" within the "Motivation, Ability, and Opportunity" (MOA) framework. Results: The findings revealed that participants’ perceptions across the study axes were generally at a medium level, with the "Opportunities" axis recording the highest Relative Importance Index (RII = 0.592), followed by Ability (0.457) and Motivation (0.415). These results underscore a qualitative "practical gap"; despite the high perception of institutional opportunities (legislation and financing), the relatively lower scores for ability and motivation suggest that current "technical qualification" is not yet matched by sufficient "behavioral qualification." Statistically significant differences were found favoring males, older participants with prior experience, and the restaurants/cafes sector, indicating that behavioral readiness varies significantly across demographic and sectoral variables. Conclusion: The study concludes that Omani SMEs generally exhibit a neutral or slightly unfavorable perception toward franchising, with limited endorsement of its quantitative advantages such as increased profits and low-risk expansion. The analysis also highlights a notable influence of demographic characteristics, with males, experienced individuals, and those in the restaurants and cafés sector demonstrating more positive attitudes. Consequently, the study posits that bridging the "practical gap" requires the adoption of a strategic model prioritizing "behavioral qualification" as a proactive and essential prerequisite for achieving operational sustainability, emphasizing the need to develop behavioral readiness indicators prior to initiating technical support.
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