대학생의 라이프스타일이 스포츠 지향에 미치는 영향

김영명,박성계 東亞大學校附設스포츠科學硏究所 1998 스포츠科學硏究論文集 Vol.16 No.-

The purpose of this study was to identify the relationship between life style and orientation for sports in university students. specifically, the main purpose of this study was to analyze the difference of life style and orientation for sports according to the gender, major and non-major physical education, and a study for the influence of life style on the orientation for sports in university students of sports participation. Subjects of this study were 476 male and 463 female for the total of 939 university students in the city of Pusan. The date were collected from a self-administrated questionnaires. A questionnaire contents of life style was composed of 10 items and a questionnaire contents of orientation for sports was compose of 3 items. The reliability of the Likert Scale was confirmed by testing Cronbach Alpha. The data were analyzed though correlation analysis, one-way ANOVA, and enter multiple regression analysis. The findings of this study are as follows; 1. Gender was significant difference in Life style and orientation for sports. 1) Life style by gender was significant difference in self-confidence, sports, health control, fashion, feeble-minded, brand enjoy. 2) Orientation for sports by gender was significant difference in communication orientation. 2. Physical education major was significant difference in Life style and orientation for sports. 1) Life style by physical education major was significant difference in fashion, self-confidence, sports, brand enjoy, health control. 2) Orientation for sports by physical education major was significant difference in communication orientation and victory orientation. 3. Life style affects on of orientation for sports. 1) Health control, sports, brand enjoy, self-control, Fashion affects on leisure orientation. 2) sports, self-confidence, brand enjoy, Fashion, affirmation, self-control affects on communication orientation. 3) accomplishment, sports, self-confidence, Health control affects on victory orientation.

중소기업의 학습지향성 : 선행요인과 결과

유봉호 한국중소기업학회 2011 기업가정신과 벤처연구 Vol.14 No.3

This study examined the mediated effect of learning orientation between ‘entrepreneurial orientation, market orientation’ and ‘employee, firm performance’, to investigate the casual relationship among entrepreneurial orientation, market orientation and learning orientation, and its effect on firm performance. For this, 215 copies of questionnaires collected from small and medium sized companies. From this results, Frist it was verified that entrepreneurial orientation was the antecedents for market orientation. Second, market orientation showed the partially mediated effect between entrepreneurial orientation and learning orientation. In other words, organization’s entrepreneurial orientation had direct effect on learning orientation and indirect effect on learning orientation, through market orientation. Third, entrepreneurial orientation and market orientation had the positive effect on learning orientation. Fourth, learning orientation had the positive effect on employee and business performance. Finally, the learning orientation, at the heart of this study, all mediated the relations among entrepreneurial orientation, market orientation, employee and business performance, except mediating the relations among entrepreneurial orientation and business performance. The findings from this study, will suggest the importance of organization characteristics, such as entrepreneurial orientation, market orientation and learning orientation, and the implications for making the necessity of these organizational characteristics be perceived. 중소기업의 경영성과를 높이기 위해서는 자원을 확보하고 이를 잘 활용하는 것이 중요하다. 무형자원은 유형자원에 비해 적은 비용으로 자원을 확보할 수 있고, 경쟁사의 모방이 어려워 비교우위 경쟁력을 강화시켜 줄 수 있어 더욱 중요하다. 오늘날 기업은 이를 인식하고 학습문화를 조성하는 등 많은 관심을 기울이고 있다. 이와 같은 추세에 부응하여, 학습지향성과 같은 조직의 문화적 성향을 띠고 있는 기업가지향성, 시장지향성에 대한 연구들이 발표되고 있다. 이에 따라 본 연구는 이와 같은 조직특성의 중요성을 인식하고, 이들 간의 인과관계와 기업성과에 미치는 영향을 살펴보고자, 기업가․시장지향성과 종업원(조직몰입, 단결심)․경영성과 간에 학습지향성의 매개효과를 검증하였다. 이를 위해 중소기업 임직원으로부터 회수된 설문지 215부를 확인적 요인분석과 구조방정식모형으로 분석하였다. 분석결과, 첫째, 기업가지향성이 시장지향성의 선행변수임이 검증되었다. 둘째, 시장지향성이 기업가지향성과 학습지향성 간에 부분매개 효과를 보였으며, 셋째, 기업가지향성과 시장지향성이 학습지향성에 긍정적인 영향을 미치는 것으로 나타났다. 넷째, 학습지향성이 종업원성과(조직몰입, 단결심)와 경영성과에 긍정적인 영향을 미쳤다. 다섯째, 본 연구의 핵심이라 할 수 있는 학습지향성이 기업가․시장지향성과 종업원성과(조직몰입, 단결심) 간에 매개효과를 보였으며, 시장지향성과 경영성과 간에 매개효과를 나타냈다. 그러나 기업가지향성과 경영성과 간의 매개효과는 보이지 않았다. 결과적으로, 조직의 기업가지향성과 시장지향성은 종업원성과(조직몰입, 단결심)와 경영성과에 직접 영향을 미치기 보다는, 학습지향성의 매개를 통해서 더욱 강한 효과를 보이는 것으로 나타났다. 본 연구결과는 중소기업 경영에 있어서, 기업가지향성, 시장지향성, 학습지향성과 같은 조직특성의 중요성을 제기함으로써, 이러한 기업문화 조성의 필요성을 깊이 인식시켜줄 수 있는 시사점을 제공할 것이다.

학술연구 : 중소기업의 학습지향성 : 선행요인과 결과

유봉호 ( Bong Ho Yoo ) 한국중소기업학회 2011 기업가정신과 벤처연구 Vol.14 No.3

중소기업의 경영성과를 높이기 위해서는 자원을 확보하고 이를 잘 활용하는 것이 중요하다. 무형자원은 유형자원에 비해 적은 비용으로 자원을 확보할 수 있고, 경쟁사의 모방이 어려워 비교우위 경쟁력을 강화시켜 줄 수 있어 더욱 중요하다. 오늘날 기업은 이를 인식하고 학습문화를 조성하는 등 많은 관심을 기울이고 있다. 이와 같은 추세에 부응하여, 학습지향성과 같은 조직의 문화적 성향을 띠고 있는 기업가지향성, 시장지향성에 대한 연구들이 발표되고 있다. 이에 따라 본 연구는 이와 같은 조직특성의 중요성을 인식하고, 이들 간의 인과관계와 기업성과에 미치는 영향을 살펴보고자, 기업가·시장지향성과 종업원(조직몰입, 단결심)·경영성과 간에 학습지향성의 매개효과를 검증하였다. 이를 위해 중소기업 임직원으로부터 회수된 설문지 215부를 확인적 요인분석과 구조방정식모형으로 분석하였다. 분석결과, 첫째, 기업가지향성이 시장지향성의 선행변수임이 검증되었다. 둘째, 시장지향성이 기업가지향성과 학습지향성 간에 부분매개 효과를 보였으며, 셋째, 기업가지향성과 시장지향성이 학습지향성에 긍정적인 영향을 미치는 것으로 나타났다. 넷째, 학습지향성이 종업원성과(조직몰입, 단결심)와 경영성과에 긍정적인 영향을 미쳤다. 다섯째, 본 연구의 핵심이라 할 수 있는 학습지향성이 기업가·시장지향성과 종업원성과(조직몰입, 단결심) 간에 매개효과를 보였으며, 시장지향성과 경영성과 간에 매개효과를 나타냈다. 그러나 기업가지향성과 경영성과 간의 매개효과는 보이지 않았다. 결과적으로, 조직의 기업가지향성과 시장지향성은 종업원성과(조직몰입, 단결심)와 경영성과에 직접 영향을 미치기 보다는, 학습지향성의 매개를 통해서 더욱 강한 효과를 보이는 것으로 나타났다. 본 연구결과는 중소기업 경영에 있어서, 기업가지향성, 시장지향성, 학습지향성과 같은 조직특성의 중요성을 제기함으로써, 이러한 기업문화 조성의 필요성을 깊이 인식시켜줄 수 있는 시사점을 제공할 것이다. This study examined the mediated effect of learning orientation between ``entrepreneurial orientation, market orientation`` and ``employee, firm performance``, to investigate the casual relationship among entrepreneurial orientation, market orientation and learning orientation, and its effect on firm performance. For this, 215 copies of questionnaires collected from small and medium sized companies. From this results, Frist it was verified that entrepreneurial orientation was the antecedents for market orientation. Second, market orientation showed the partially mediated effect between entrepreneurial orientation and learning orientation. In other words, organization`s entrepreneurial orientation had direct effect on learning orientation and indirect effect on learning orientation, through market orientation. Third, entrepreneurial orientation and market orientation had the positive effect on learning orientation. Fourth, learning orientation had the positive effect on employee and business performance. Finally, the learning orientation, at the heart of this study, all mediated the relations among entrepreneurial orientation, market orientation, employee and business performance, except mediating the relations among entrepreneurial orientation and business performance. The findings from this study, will suggest the importance of organization characteristics, such as entrepreneurial orientation, market orientation and learning orientation, and the implications for making the necessity of these organizational characteristics be perceived.

The Effect of Entrepreneurial Orientation and Talent Management on Business Performance of the Creative Industries in Indonesia

Slamet MUDJIJAH,Surachman SURACHMAN,Risna WIJAYANTI,Andarwati ANDARWATI 한국유통과학회 2022 The Journal of Asian Finance, Economics and Busine Vol.9 No.1

This study aims to develop a concept based on empirical research on improving optimal business performance. This goal is achieved by examining the relationship between variables of entrepreneurial orientation, talent management, market orientation, and business performance. The construction of the relationship between research variables, namely entrepreneurial orientation, talent management, on business performance is mediated by market orientation on handicraft businesses in Indonesia. The sampling method was used to collect data from 145 businessmen in Indonesia, using surveys and questionnaires. Data was collected using a survey technique carried out from June 2020 to December 2020. The data obtained was analyzed using the PLS Pro 19. This study developed 9 hypotheses that were tested directly, indirectly, and through mediation. This study has five findings. First, Entrepreneurship Orientation does not directly affect Business Performance. Second, Entrepreneurship Orientation also has a significant direct effect on Talent Management and market orientation. Third, Talent Management and market orientation have a direct and significant impact on business performance. Fourth, market orientation mediates the effect of entrepreneurial orientation on business performance. Fifth, talent management mediates the effect of entrepreneurial orientation on business performance. The results show that entrepreneurial orientation mediated by talent management and market orientation can improve creative industry business performance for the better.

Strategy Orientation, Innovation Capability, and Women Entrepreneurial Performance in Culinary Business in Indonesia

Sari Laelatul QODRIAH,Darsono DARSONO,Asri Laksmi RIANI,Sapja ANANTANYU 한국유통과학회 2021 The Journal of Asian Finance, Economics and Busine Vol.8 No.7

This paper aims to analyze the influence of innovation capabilities on the relationship between strategic orientation and the performance of women small and medium entrepreneurs (SMEs). The strategic orientation in this study used three constructs, namely market orientation, learning orientation, and technology orientation. The method of data collection was the survey method and was collected from 149 SMEs in the typical culinary industry in Indonesia using probability samples. The data analysis method uses path analysis. The results showed that the influence of strategic orientation on business performance has strengthened previous studies. However, in this study strategic orientation that directly affects business performance is market orientation and learning orientation, while technology orientation has no direct effect. The existence of innovation capability as a mediation variable strengthens the influence of strategic orientation on business performance. The results of this study also showed that the ability of innovation has a positive and significant effect on the performance of women entrepreneurs in Indonesia. The contribution of this research pays special attention to the strategic orientation of women entrepreneurs engaged in the culinary business in Indonesia.

CSR 지향성의 척도개발에 관한 연구

이근태,장우철,서진희,강기두 한국기업경영학회 2016 기업경영연구 Vol.23 No.5

The radical changes in the managerial environment have requested modern organizations to treat the CSR as embedded organizational culture in their implementations of CSR. They have also indicated that doing so would be effective and efficient ways to address the whole issues of CSR. To this regard, the current study attempted to integrate the concepts of CSR and company's orientation to provide the new research construct(i.e., CSR Orientation). The current study reasoned that there are several overall aspect in CSR and company's orientation; therefore, it seems to be much more reasonable to have a succinct and parsimony construct per se. In order to identify the construct of CSR orientation, it was necessary to cleary understand the meanings of CSR and organizational culture. To this respect, extensive reviews of extant literature were implemented and specifically, several academic databases(e.g., EBSCO, RISS, KISS etc) were examined and reviewed. In so doing, tentative definition and structures of CSR orientation were proposed; but it has to be subject to be justified. Field interviews, therefore were employed to reflect the ideas and thoughts on CSR orientation from the perspectives of practitioners. In a practice of expert interview, especially, the content validity for CSR orientation was assessed. Above mentioned procedures make possible to identity and suggest the definition and measures of CSR orientation. While the measures of CSR orientation were developed by above mentioned procedure, the current study fully adapt the process for developing the scale proposed by Churchill(1979). Having a concrete definition and identifying the sub-constructs, in fact, fully followed the Churchill's proposition. In relation to the scale development, 10 sub-constructs and 126 measures of CSR orientation were initially developed; and examples of the constructs(and the numbers of developed measures) were rational(12), economic(10), employee(12), customers(14), social(15), environmental(12), orientation(12), structure(10), system(12) and competency(17). A total of 356 data collected from the employees at the big-sized companies located in Seoul were analyzed by SPSS and LISREL to implement such analyses as correlational analysis, reliability test, exploratory factor analysis, and confirmatory factor analysis. In order to purify and validate the data set, the data collected were randomly divided into two; one is for the data purification and another is for the data verification. The analyses for the 1st data set(n=184) showed that 44 items with 10 sub-construct were retained after several reiterative purification processes. Such psychometric properties as composite reliability, convergent validity, and discriminant validity were also assessed and the results showed that all appear to be reliable and valid. In order to confirm the proposed structure, the 2nd data set(n=172) was also empirically examined. In addition to assess the similar psychometric properties, nomological validity was examined by using this data set. Specifically the relationship between perceived performance and CSR orientation were examined. The results for the nomological validity testing showed that CSR orientation is significantly related with perceived performance so that a certain nomological network is formed. By conceptualizing and developing the measure for CSR orientation, the current study could shed some lights on several implications. Firstly, as indicated earlier, the current study provided the good foundation to consider the CSR as a key organizational culture. Secondly, it give some guidelines to the organizations as to which types of works should be done for being more socially responsible. As the other studies, the current study also appears to have research limitations and further studies are expected to address them. The current study assessed the CSR orientation only from the organizational perspective so that it would be necessary to asse... 21세기 급격한 경영환경의 변화에 직면하고 있는 기업들에 있어서 CSR 수행은 이제 조직 내에 배태된(embedded) 문화로 접근하여야 할 필요성이 있다는 점이 제기되고 있다. 이에 본 연구는 CSR(Corporate Social Responsibility)을 조직 문화적 관점에서 접근하기 위하여 해당 두 개념을 연결, 통합하는 새로운 개념인 ‘CSR 지향성‘을 연구개념을 제안하고 그 측정 척도개발을 시도하였다. 이를 위하여 선행연구들에서 해당 두 개념과구성차원들을 확인하였고, 기업경영 현장으로부터 조직문화로서 CSR 즉, ‘CSR 지향성’의 정의를 파악함과 동시에 그 구성차원 또한 확인하여 내용타당성을 확보하였다. 그리고 그에 대한 비교, 검토를 통해 새로운 ‘CSR 지향성’의 개념적 정의를 도출하는 것과 함께 그를 구성하는 10개의 구성차원이 파악되었다. 이어서 그 10개의구성차원을 설명할 수 있는 115개의 문항이 개발되어 데이터 수집이 이루어졌고 반복된 척도 정제 절차를 거쳐 ‘CSR 지향성’을 적절히 측정할 수 있는 44개의 척도가 최종적으로 개발되었으며, 이는 계량심리학적 속성분석을 통해 타당성과 신뢰성을 지닌 척도임이 입증되었다. 본 연구의 이 같은 개념의 제시와 척도개발은, 향후 보다 성공적인 CSR 수행을 위한 연구의 기초가 될 것이며 기업들에 있어서 효과성 있는 CSR 실천의 지침이 될 수 있으리라 기대한다.

호텔종사원의 목표지향성에 따른 자기효능감이 혁신행 동 및 고객지향성에 미치는 영향

박종철 ( Jong Chul Park ),권봉헌 ( Bong Heo Kwon ) 한국호텔리조트학회(구 한국호텔리조트카지노산학학회) 2016 호텔리조트연구 Vol.15 No.2

The Purpose of This study is test to the structural relationships of goal orientation, self-efficacy, innovative behaviors and customer orientation among in the hotel industry. To accomplish the goals, a field survey was conducted on the employees`` of the Deluxe Hotel in Seoul area. The statistical tools to be undertaken in this research were frequency analysis, exploratory factor analysis, reliability analysis, correlation analysis, confirmatory factor analysis, and covariance analysis using the statistical package of SPSS(12.0) and AMOS(6.0). The results of this study, based on a positive analysis, could be summarized as follows. First, the more the goal orientation(study, output goal orientation) is, the more the influence to self-efficacy they perceived. Second, the more the goal orientation(study, output accessing goal orientation) is, the more the influence to innovative behaviors they perceived. Third, the more goal orientation(output accessing goal orientation) is, the influence to customer orientation they perceived. Fourth, the more the self-efficacy is, the more the influence to innovative behaviors. Fifth, the more the self-efficacy is, the more the influence to customer orientation. At the last chapter, the paper concludes with discussions and the managerial implications for the effective personnel policies.

The Linkages between Entrepreneurial Orientation, Market Orientation toward MSMEs Performances

Ariyani Wahyu Wijayanti,Budi Wahyono,Muhammad Kholid Arif Rozaq People&Global Business Association 2016 Global Business and Finance Review Vol.21 No.2

This paper examines the effect of entrepreneurial orientation on the performance of companies, with market orientation that consists of competitor orientation and customer orientation as the mediating variable. This research uses 100 samples of MSMEs in Sukoharjo Regency, Central Java Indonesia. The hypothesis testing is carried out using Structural Equation Modeling. The result shows that entrepreneurial orientation has a positive effect toward company’s performance and market orientation, which consists of competitor orientation and customer orientation. However, market orientation, both of competitor orientation and customer orientation has no effect on company’s performance. This result indicated that market orientation, either competitor orientation and customer orientation do not mediate the effect of the entrepreneurial orientation toward company’s performance.

Capability, Service Orientation, and Performance in the Investment Management Industry

이강덕,정창호,김용진 한국경영정보학회 2015 Asia Pacific Journal of Information Systems Vol.25 No.3

Prior research has emphasized the significant effect of service orientation on organizational performance. However, little research on service orientation has been conducted in the financial field, including the investment management service industry in which high quality service for clients is required. In this paper, we propose a research model that centers on the concept of service orientation as a type of dynamic capability affecting firm performance. The research variables include job competency, risk management capability, operational capability, service orientation, and service performance. We assume that service orientation partially mediates the effects of risk management capability and operational capability on service performance. To test the model, we collected data from 391 fund managers in 86 teams (37 investment management companies) and analyzed it with partial least squares (PLS) method. Each of the 391 fund managers was asked to answer team level measures, which is effective for team level analysis. We find that job competency positively affects both risk management capability and operational capability, which in turn affect service orientation. Risk management capability and operational capability are assumed to directly affect service performance. However, risk management capability does not influence perceived service performance, whereas operational capability does affect it. This result indicates that risk management capability does not directly affect service performance. However, via service orientation, considering that risk management inconveniences customers and is geared to enhance service orientation, service performance is positively affected. Operational capability does not influence service orientation, whereas it affects perceived service performance. This result reveals that operational capability directly affects firm performance. As expected, service orientation significantly affects the service performance perception of fund managers. This study contributes to the literature by introducing service orientation to the financial industry and measures and tests team-level service performance. Our findings also provide insights to practitioners because to enhance team performance, managers must focus on service orientation in addition to operational capability.

THE EFFECTS OF ORGANIZATIONAL STRUCTURE ON MARKET ORIENTATION AND INNOVATION ORIENTATION IN RETAILING

Yuji Sakagawa,Sami Kajalo 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

Market orientation has been extensively studied in the last 30 years. Previous studies have mainly focused on manufacturing and in the retail industry market orientation remains rather unexplored. There are only a few studies on market orientation in retailing (e.g. Elg, 2003; Kajalo & Lindblom, 2015; Liu & Davies, 1997). According to Elg (2003) market orientation in retailing differs from manufacturing in several aspects. Most importantly, in retailing individual stores have important roles to implement market orientation. They interact with customers and satisfy customer’s needs in the service encounter. Even if retailer can generate and share market knowledge in organization, the effect of market orientation on performance is weak when store organization does not adopt market oriented behaviour (Liu & Davies, 1997). Therefore, it is important for retailer to control market orientation of a retail store. Most retailers operate as retail chains to increase the scale of business. Retail chain is a multi-unit firm that manages many stores as profit units (Chang & Harrington, 2002). Retail chain includes buying and selling divisions, which specialize in different tasks. Buying division has specialized role and responsibility to search and negotiate with the suppliers, make the merchandising plan, monitor the process of merchandising, and revise the merchandising plan. In a similar manner, selling division has specialized role and responsibility to implement merchandising plan, promote retail services to customers, and manage the stores to differentiate from competitors. Buying division makes standardized merchandising plan for stores to increase scale advantage in buying, inventory management, store delivery, and advertising. Retail chains centralize the decisions of merchandising to buying divisions and formalize the process of merchandising in chain organization. On the other hand, retail chains become market - oriented organization to increase the scale advantage because this advantage depends on the effectiveness of merchandising plan. From the perspective of market orientation, the three behavioral aspects of market orientation – generation, dissemination, and response are performed by buying division and selling division of the retail chain. Buying division needs the market information generated by retail stores as selling division. Buying division makes the merchandising plan under environmental uncertainty. Buying division decreases this uncertainty to analyze the market information from stores. Market information includes not only existing market needs but also potential market needs. Buying division finds potential market needs into the market information and makes an innovative merchandising plan.In the merchandising process, selling division implements market orientation in stores. After the buying division makes merchandising plans to differentiate from competitors, the selling division implements these plans on stores. For example, store manager monitors the process of implementation and revises the action according to merchandising plans. When store managers find problems, they report these problems to the buying division and request to refine merchandising plans. In this way, the buying division takes the planning part of market orientation and the selling division takes the implementation part of market orientation. To control market orientation in chain organization, retail chain coordinate buying division and selling division by organizational structure - centralization and formalization (Lechner & Kreutzer, 2010). Organizational structure has effect on market orientation. First, formalization has opposite effect on market orientation (Jaworski & Kohli, 1993). According to Ouchi (1978) formalization reduces the ambiguity of goals and makes clear the criteria of performance evaluation in organization among organizational members. When formalization motivates organizational member to be market oriented, formalization facilitates market intelligence generation and sharing of market intelligence with organizational members. On the other hand, formalization limits the behavior of organizational members (von Krog, 1998). López et al. (2006) suggest that the rules and procedures set by formalization give the pattern to organizational communication. As results, formalization reduces the chances for organization members to communicate market intelligence and interact with each other because organizational member put priority on formalized communication channel. Second, centralization has negative effect on market orientation. According to Pelham and Wilson (1996) decentralization increases organizational commitment to satisfy customer needs and motivates market orientation. Souitaris (2001) and Ouchi (2006) assert that centralization reduces the degree of information sharing among organizational members. Therefore, centralization has negative effect on market orientation. Organizational structure has indirect effect on innovation orientation of store thought market orientation. There are two streams about the relationship between market orientation and innovation orientation (Grinstein 2008). One stream suggests that market orientation is negatively related to innovation. Another stream suggests that market orientation is positive related to innovation. In this study, we argue according to recent research that market orientation is likely to enhance. To test the conceptual model that incorporates these concepts (Figure 1), a survey was conducted among Japanese retailers. The sample (N=191) consists of store managers (71), vice-store managers (22), and floor managers (98) of a Japanese retail chain. The scales used in the study were adapted from previous research (Table 1). Concerning common method bias, we conducted Harman’s one-factor test and applied confirmatory factor analysis (CFA) testing of a model with all of the items loading on a common method factor. Comparing this model with a measurement model containing seven latent variables revealed a significant deterioration in chi-square (χ2 = 378.446; p < .01). This finding suggests that common method bias is not a serious threat in the study. This data was analyzed by following a two-step structural equation modeling approach. First, a CFA was carried out to assess the reliability and validity of theconstruct measures included in the study. In order to evaluate the reliability of the latent variables, composite reliability for all latent variables was calculated. We assess scale reliability using average variance extracted (AVE) and composite reliability (CR). The CR of each scale exceeds 0.80. The AVE of each scale exceeds 0.50. Discriminant validity was evaluated by Fornell and Larcker (1981). We found that the square root of the average variance extracted is greater than all of the corresponding correlations. These findings indicate that reliability and validity of the construct measures was adequate. Second, a structural equation model analysis was done to test the hypothesis. As seen in Figure 2 the SEM model exhibits good overall fit of the model. The results of the model provide several interesting contributions. First, the study shows that centralization has a statistically significant negative impact on formalization in retail chain. Second, the study demonstrates how centralization and formalization are linked to innovation orientation through three dimensions of market orientation. Third, the study demonstrates to retail managers the importance of organizational design and how good market orientation can benefit retailers in their increasingly innovation orientation. For retail chain, centralization and formalization of decision making about merchandising are important for gaining scale advantage. But centralization has negative effect on market orientation. Retail chain has trade – off between scale advantage and market orientation in practice. Overall, our framework demonstrates the effects of organizational structure on market orientation and innovation orientation in retail chain. Thus, our framework shows the direct and indirect impacts that organizational structure has on innovation orientation.