This paper studied the governance structure of large automotive maintenance and the dependency of franchisee in the case of Speedmate of SK Networks Company Limited and Bluehands of Hyundai Motor company. Franchisee is controlled by manual, contract, evaluation in the process of achieving standardization. Therefore franchisee of automotive maintenance, which have considerable capital and technical skills, is also dependent to the franchisor. This study found that various factors, such as the goal and strategy of the franchisor, technology level, capital investment volume of the franchisee, brand value, and action of the franchisee affect the dependency level of the franchisee. These findings add weight to the argument that the franchisee is a dependent self-employed and that wage-labor oriented paradigm should be expanded to protect them. The above findings are summarized as follows.

1. Organizational goals s and strategies of the franchisor affect the organizational structure of the franchise and the dependency of the franchisee. SK Networks has pursued a strategy to save costs by using outsourcing organizing methods for the goal of increasing profits. The example shows that franchise contracts can be used as a bypass for outsourcing aimed at saving costs and avoiding employer obligations. And the method of organizing outsourcing can more easily inject dependencies into outsourced self-employed people, thereby maintaining control similar to that of employed workers. For this reason the dependency of franchisee is very strong. Meanwhile, the direct purpose Hyundai Motor wants to get through Bluehands is customer satisfaction through the provision of differentiated services. The maintenance team is tightly controlled because A/S pursues a differentiated advantage through thorough customer satisfaction services and excellent technical skills.

2. Expertise and technology can also be standardized. Technical standardization in the automotive maintenance franchise is implemented by four factors : the same auto parts, the same repair procedure by manual, the same service price, and the same Customer service procedure. In particular, Bluehands’s franchisee is free to determine the technology price. This can be interpreted as the franchisee’s discretion in the non-standardized area.

3. The amount of capital invested by the franchisee affects the level of dependencies of the franchisee. The more money the franchisee invests, the higher the franchisee’s financial risk and responsibility. Therefore the franchisee will exercise more initiative and management activities for greater profits. Therefore the more capital a franchisee invests, the closer it is to an independent self-employed.

4. The dependency of the franchisee depends on the franchisee’s action and negotiating power. The initial Bluehands franchisee-franchisor relationship was very vertical and hierarchical. However it has changed considerably through organized actions by franchisees and ongoing negotiations with the franchisor. On the other hand the dependency of the Speedmate franchisee who conformed without an organized actions continued unchanged.