As we wonder about the possibility of transposing the classical model of organizational control in the specific context of franchise networks through its key dimensions (legitimacy, mission, structure, strategy), the current article focused on the construction of a research model describing the control system implemented in this type of organizational form. The qualitative study of two Tunisian franchise networks of poultry products distribution seems to confirm the control model proposed i.e., a control subject to both a trend of impoverishment of the control system in its object and its structure and a reverse trend to strengthen control in its legitimacy and strategic dimensions.