THE EFFECTS OF THE FIRM'S STRATEGIC MARKETING ORIENTATION ON VALUE CO-CREATION AND RELATIONSHIP PERFORMANCE

Kyong Ryul Koo,Jeong Hye Choi,Kyung Hoon Kim,Nam Hee Jin 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

The advanced information technology leads to network age, making existing competitive advantages such as differentiation and cost leadership powerless in B2B context. The competitiveness of individual firm plays a significant role in enhancing the competitive advantage of a business network that a firm belongs to. The competitiveness of a business network depends on value co-creation, the interaction among firms in a network. Value co-creation has desirable and risky aspects. The increases in profits, brand reputation, and time and cost efficiency, client and supplier learning, etc. are positive aspects. But role conflicts, role ambiguity, and tension, etc. are negative outcomes. How can the industrial firm succeed in value co-creation with its partners in B2B context? The study focuses on the firm’s strategic marketing orientations as an antecedent of value co-creation. Strategic marketing orientations as the values and beliefs of the firm affect the collaboration with other firms during value co-creation. Previous literature assumes that a firm pursues one single strategic orientation. However, the study assumes that an industrial firm has entrepreneurial orientation, market orientation, long-term orientation, and relationship orientation. The study mostly focused on the relationships among those strategic marketing orientations. Based on these inter-relationships, the study proposed a set of value co-creation activity criteria such as information seeking, information sharing, personal interaction, responsible behavior, feedback, helping, advocacy, tolerance. Value co-creation has been evaluated by relationship performance such as trust and commitment. The study examined the relationships between strategic marketing orientations and value co-creation. Data was collected from 159 Korean manufacturers in B2B context and analyzed through structural equation modeling. The study provides evidence that entrepreneurial orientation affects market orientation positively and market orientation has positive effects on long-term orientation and relationship orientation, and long-term orientation and relationship orientation influence value co-creation directly. Value co-creation has a positive effect on relationship performance. The results of the study provide valuable implications to the mangers of industrial firms in B2B context. To succeed the value co-creation, the firm first has to look at the difference between strategic marketing orientations that the value co-creation partners pursue. In terms of selecting value co-creation partner, industrial firm with long-term orientation and relationship orientation will be more effective. Six activities of interactions during value co-creation play an important role in enhancing trust and commitment. The study contributes to the value co-creation literature by identifying strategic marketing orientations as independent variable influencing the value co-creation in B2B context. The study has several limitations that call for future research.

THE EFFECTS OF ENTREPRENEURIAL VALUE ORIENTATION ON RELATIONSHIP PERFORMANCE THROUGH VALUE CO-CREATION IN B2B INDUSTRY

Kyong Ryul Koo,Kyung Hoon Kim,Nam Hee Jin 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performanceand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedcomprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.comprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance

EFFECTS OF SMART SHOPPING ON VALUE CO-CREATION, SHOPPING EXPERIENCE, AND CUSTOMER EQUITY

Nam Hee Jin,Kyong Ryul Koo,Kyung Hoon Kim 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

The advent of smart shopping environments including innovative information technology, advanced delivery systems, and extended smart phone use has rapidly changed the shopping methods and activities of the consumers. They have chosen smart shopping with greater frequency, which minimizes the use of time, money, effort and energy to buy the right products and to gain shopping experiences such as hedonic and utilitarian feelings (Atkins and Kim, 2012). The concept of smart shopping is based on value co-creation which can be explained as the value from the outcome of interaction between firms and consumers (Grönroos, 2011, Vargo and Lusch, 2004). In the value co-creation process, smart shoppers are willing to perform customer participation behaviors such as information seeking, information sharing, responsible behavior, and personal interaction, and to show customer citizenship behaviors such as feedback, advocacy, helping, and tolerance (Yi and Gong 2013). In smart shopping, a consumer involves in shopping experiences through product purchases and while engaged via the shopping environments such as an elaborate store design, educational events, recreation, and entertainment (Fiore and Kim, 2007). These shopping experiences, which contain both hedonic and utilitarian value (Holbrook and Hirschman, 1982), are better explained by consumer processes, responses on the shopping environment, situation, and consumer characteristics (Fiore and Kim, 2007). The attributes of shopping experience are symbolic, hedonic, and aesthetic (Holbrook and Hirschman, 1982) and utilitarian and hedonic (Kim, Lee and Park, 2014). Smart shoppers who are involved with value co-creation obtain hedonic benefits with emotional, funny, and enjoyable feelings and along with utilitarian benefits such as rational, functional, task-related experiences (Holbrook and Hirschman, 1982). The value co-creation and the shopping experience lead to greater customer equity such as value equity, brand equity, and relationship equity (Lemon, Rust, and Zeithamal 2001). Based on previous literature review, the authors constructed the following hypotheses. First, smart shopping will have positive effects on value co-creation, the shopping experience, and customer equity. Second, the smart shopping will have positive effects on both value co-creation and the shopping experience. Third, value cocreation will have positive effects on the shopping experience. Fourth, value cocreation and the shopping experience will have positive effects on customer equity. The authors collected the data based on questionnaires from mobile smart shoppers. The SPSS 20 and AMOS 20 statistical programs will be used for the data analysis. The analysis found the positive influence that smart shopping has on value co-creation and the shopping experience, and customer equity. This is the first study that shows these relationships from an empirical point-of-view. The findings of the study have useful managerial implications on the effects of value co-creation on both smart shoppers and firms. Value co-creation will provide smart shoppers with better product or service quality and enhance firms with more valuable customer equity. The greater shopping experience is the greater customer equity that will be developed. Value co-creation also will give firms a strong competitive advantage in terms of an organization’s learning, brand perception, reduced risk, improvement of customer relationships, and lowering cost for marketing, and research and development. The study has limitations. First, other potential variables of the value co-creation influencing new service development, customer loyalty, and customer satisfaction etc, could be considered. Second, the length of the relationship between smart shoppers and the service provider in value co-creation process should be considered. Third, the study needs to be generalized to cross sectional research beyond smart shopping area. Finally, to examine the effects of value co-creation and the shopping experience on customer equity, future research could investigate how value co-creation and the shopping experience affect the objective financial performance of a firm.

行动者网络视角下的乡村非遗产业价值共创机制研究

任宇婷,詹雪芳,石美玉,이명애 부경대학교 인문사회과학연구소 2023 인문사회과학연구 Vol.24 No.3

Rural areas are the soil for many intangible cultural heritage. How to promote the high-quality development of rural intangible cultural heritage industries is the key to rural revitalization and intangible cultural heritage protection. In the process of industrialization of rural intangible cultural heritage, different stakeholders emerge, and intangible cultural heritage is inherited and developed under the joint action of all the stakeholders. Therefore, the industrialization development of rural intangible cultural heritage can be regarded as a process of value creation of different stakeholders. This study takes the tri-color industry of Tang Dynasty in Nanshishan Village, Luoyang City, Henan Province as the research object. From the perspective of actor network, both human actors and non-human actors are included in the analysis of value co-creation, and the multi-subject and dynamic process in the development of rural intangible industries are analyzed. By analyzing the construction and transformation of actors' network in the development of Tang tri-color industry in Nanshishan village, the study combs and summarizes the value co-creation mechanism behind the development of rural intangible cultural heritage industries, which supplements and perfects the research on the value co-creation mechanism of rural non-legacy industries, and can provide theoretical guidance and practical reference for the sustainable development of other rural traditional arts. The findings are as follows: (1) The value co-creation of rural intangible cultural heritage industries mainly goes through five links, namely, co-creation subject convening, value proposition proposing, goal path coordination, subject empowerment co-creation and multi-value output. Moreover, value co-creation can not be completed at one time, and the value propositions of different actors may change in this process. If left unchecked, all links of value co-creation will be broken, leading to value co-destruction. It is necessary to identify and resolve objections in time, so that all actors in value co-creation can interact positively and make value co-creation evolve to the next stage. (2) The value co-creation subjects of rural intangible cultural heritage industries include not only human actors, but also non-human actors to jointly promote the value co-creation of rural intangible cultural heritage industries. We should fully consider the role played by non-human actors in value co-creation. Although non-human actors do not have subjective initiative, they can be endorsed by some human actors. (3) The change of core actors in value co-creation promotes the replacement of rural intangible cultural heritage industries. The development of rural intangible cultural heritage industries has gone through different stages, and at each stage, the core actors of value co-creation will emerge and play a leading role in value co-creation. And with the change of core actors, rural intangible cultural heritage industries will also enter a new stage. (4) The development of rural intangible cultural heritage industries is not achieved overnight, and it needs to be infinitely close to the optimal state through continuous development, which is a gradual cycle process. Therefore, the value co-creation of rural intangible cultural heritage industries is not an interlocking straight line, but a dynamic circular process of spiral development. 농촌은 많은 무형문화재가 살아 숨 쉬는 온상이다. 농촌 무형문화재 산업을 고품질로 발전시키는 방법은 농촌 활성화와 무형문화재 보호 및 계승이 핵심이다. 본 연구는 허난성 뤄양시 남석산마을의 탕산차이 산업을 연구대상으로 행위자 네트워크의 연구관점에서 인간 행위자와 비인간 행위자를 모두 가치 공동창출 분석에 포함시키고 농촌 무형문화재 산업 발전의 다양한 주체와 동적 과정을 분석한다. 남석산마을의 탕산차이 산업 발전 과정에서 행위자 네트워크의 구축 및 전환을 분석하여 농촌 무형문화재 산업 발전 이면에 있는 가치 공동창출 메커니즘을 정리하고 요약했다. 농촌의 무형문화재 가치 공동창출 매커니즘 연구를 보완하고 개선함으로써, 기타 농촌의 전통기술 분야의 무형문화재 지속 가능한 발전을 위한 이론적 지도와 실천적 참고자료를 제공한다. 연구 결과는 다음과 같다. (1) 농촌 무형문화재 산업의 가치 공동창출은 주로 다섯 단계를 거친다. 공동 창출 주체의 소집, 가치 주장의 제안, 목표 경로 일치, 주체 능력부여 공동창출, 다양한 가치 생성이다. 그리고 가치 공동창출은 한 번에 완성될 수 없다. 이 과정에서 서로 다른 행위자의 가치 주장이 바뀔 수 있다. 이를 무시하고 방치하면 가치 공동창출의 모든 단계가 끊어져 가치 공동파괴로 이어질 수 있다. 따라서 이에 대한 다름을 즉시 인식하고 해소하여 가치 공동창출 주체들이 건전한 상호 작용을 할 수 있도록 하여 가치 공동창출이 다음 단계로 진화할 수 있도록 해야 한다. (2) 농촌 무형문화재 산업의 가치 공동창출 주체는 인간 행위자뿐만 아니라 비인간 행위자도 포함하고, 농촌 무형문화재 산업의 가치 공동창조를 공동으로 촉진한다. (3) 가치 공동창출 핵심 주체의 변화는 농촌 무형문화재 산업의 단계 변화를 촉진한다. (4) 농촌 무형문화재 산업의 발전은 하루아침에 이루어지는 것이 아니며, 지속적인 발전을 통해 최적의 상태에 무한 가까워지는 점진적인 순환 과정이다. 따라서 농촌 무형문화재 산업의 가치 공동창출은 연결된 일련의 직선이 아니라 나선형 발전의 동적 순환 과정이다.

소비자-기업 가치공동창출활동 활성화 방안 모색을 위한 탐색적 연구

구혜경(Koo, Hye Gyoung),나종연(Rha, Jong Youn) 한국소비문화학회 2012 소비문화연구 Vol.15 No.3

소비자와 기업은 시장경제의 동등한 두 주체로서 이미 상생과 협력의 관계로 들어섰다. 2000년대 이후 본격적으로 소비자와 기업은 가치를 공동창출할 수 있는 관계로 규정되고 여러 가지 시장환경의 변화와 더불어 가치공동창출활동을 당연히 추구해야 하는 개념으로 논의하고 있다. 그러나 현실적이고 구체적으로 어떤 활동을 어떻게 하는 것이 소비자와 기업 모두에게 바람직한지를 제시하는 연구는 없었다. 구혜경과 나종연(2012)은 실제 시장에서 소비자와 기업의 관계를 두고 소비자-기업 가치공동창출활동의 개념을 선순환적이고 장기적인 관계로 정의한 바 있으며, 이를 실증할 수 있는 척도를 개발한 바 있다. 본 연구에서는 앞으로 소비자-기업 가치공동창출활동을 활성화 할 수 있는 구체적인 방안을 제시하고자 하였다. 이를 위하여 가치공동창출활동 관련 분야의 전문가 패널을 대상으로 인터뷰하였으며, 그 결과 가치공동창출활동을 저해하는 소비자와 기업 측면에서의 요인을 도출하였다. 소비자측면에서는 적극적 소비자의 활동의 부적절한 가치공동창출활동, 평균적 소비자가 창출하는 가치내용 수준의 한계, 침묵하는 소비자의 무임승차 경향이 저해요인이었다. 기업 측면의 저해요인은 소비자창출가치를 반영하는 실무 부서의 업무 우선 순, 위 문제기업 내에서 CS부서의 위상이 낮은 문제, 최고경영자의 소비자창출가치에 대한 인식의 부족, 가치공동창출 활동의 성공사례 부족으로 인해 기업이 가치공동창출활동에 더욱 집중하기 힘든 문제 등을 도출하였다. 이상의 결과들을 종합적으로 고찰하여 소비자-기업 가치공동창출활동을 활성화 할 수 있는 방안을 컨텐츠 차원과 시스템 차원으로 구분하여 모색해보았다. 우선 가치공동창출활동 자체의 중요성과 소비자와 기업이이를 수행해야 하는 당위성을 강조하는 것의 컨텐츠 측면과 소비자와 기업의 가치공동창출활동의 실행력을 높일 수 있는 구체적인 체계를 갖추는 시스템 측면으로 구분하여 제시하였다. The concept of consumer-business collaboration is gaining importance in information society in which the notion of coexistence is critical. Several reasons could be behind the shift in paradigm from that of competition to that of collaboration between consumers and businesses. First driving force of such change can be found on consumer side. In the information age, consumers could access information that were not available to them before and they are able to modify, produce and share information with other consumers, and such informed consumers become empowered in the market. From business perspective, collaboration is essential element in business success and sustainability. In order to succeed and cope with fast changing market conditions, it is important for businesses to form partnership with consumers and feel the needs of consumers and respond to them in an appropriate and timely manner. This study suggest that is “Consumer-Business co-creation of Value”. In advanced research, I’ve already defined the concept of “Consumer-Business co-creation of Value”, and developed the scale for consumer-business co-creation of value. On this study achieves expert panel interview for understanding the blocking of co-creation of value. This study found three aspects of hindrance of co-creation of value: consumer, business, and the others. First of all, consumer aspects result are as followings. First, there are so many passive consumer who do not co-create the value. Even though product or service is unsatisfied, passive consumer do not express their opinion. As a result they did not contribute to new product that is reflected consumer’s value. Secondly, Consumer creation value are very personal or impromptu, so business devaluate of the consumer proposal value. Thirdly, pro-active consumers for value co-creation manipulate the value by business’ money reward system. Nextly, business aspect’s results are as followings. First, Marketing and sales are the core department for product developing. Through marketing and sales departments have to focus on consumer value, the priority oder for them is not consumer value but a suitable time launching or sales revenue. Secondly, Consumer satisfaction department that managed consumer opinion have lower hierarchy in business organization. Thirdly, CEO emphasize consumer value but it’s very abstract. They do not have a system for company worker’s co-creation of value activities. Fourthly, there are not enough successful case of co-creation of value. The last, the other aspect’s result are as followings. In market, there are some business categories to support business, for example PR agency or research firm. Despite their role is not only understand but also deliver consumers’ true needs and wants based on consumer’ behavior, those agencies often take advantage of such situation. When advertisers made an arbitrary decision, sometimes they gave a tacit for continuous good relationship. Based on the results from these surveys, To revitalize co-creation of value activities, we will consider two sides. One is consumer’s value creation “Contents” aspect and the other is the “Systems” aspects. The meaning of the contents is education source for co-creation of value activities of consumer and business. And the meaning of the system is the comprehensive conditions of business surroundings for example, information system, employee evaluation system, organization system, business managing system and so on. This study contributes to field of consumer’s sovereignty by conceptualization consumer-business co-creation of value, and this study has great significance for business also, because the meaning of consumer-business co-creation of value is for win-win of both sides in market. Through performing consumer-business co-creation of value activities, business can accomplish their profit seeking and existence.

사회적 자본이 기업 진정성과 가치공동창출에 미치는 영향: 브랜드의 자기 감시성의 조절효과에 따른 차이를 중심으로

정원식,윤성준 한국기업경영학회 2015 기업경영연구 Vol.22 No.6

There have been a plethora of studies done in the past concerning the effects of perceived CSR activities on company performance. Those studies have commonly investigated the sources of CSR image which then s impact on positive company image, which leads to higher company performance. However, it is very hard to find preious studies which looked into the role of social caital in consumer’s evaluation of the firm’s authenticity and willingness to partici[ate in company’s value co-creation behavior. The purpose of this study is to investigate the effects of social capital on corporate authenticity and value co-creation and confirm the relations between them. For that purpose, the investigator conducted an empirical research with 350 adult consumers, with the following research hypotheses and results: first, the study tested whether social capital has significant effects on value co-creation (Hypothesis 1) and found that social capital exerts positive(+) effects on value co-creation. Second, the study tested. social capital has significant positive(+) effects on corporate authenticity (Hypothesis 2) and found that social network and trust, two components of social capital, had positive(+) effects on corporate authenticity. Third, the study tested whether corporate authenticity has significant positive(+) effects on value co-creation (Hypothesis 3) and found that corporate authenticity had positive(+) effects on value co-creation. Fourth, the study tested if corporate authenticity plays a mediating role in the effects of social capital on value co-creation (Hypothesis 4) and found that networks and trust had indirect effects of 0.266 and 0.088, respectively, which indicates that corporate authenticity significantly mediated the relationship between social capital and value co-creation. Fifth, the study tested whether self-monitoring moderates the effects of corporate authenticity on value co-creation (Hypothesis 5) and found no significant differences in the interactive term between corporate authenticity and self-monitoring, which indicates that self-monitoring does not moderate relations between corporate authenticity and value co-creation. Sixth, the study tested whether self-monitoring also moderates the effects of social capital on value co-creation (Hypothesis 6) and found no significant moderating effect. Overall, networks and trust as elements of social capital turned out to have positive effects on corporate authenticity and value co-creation. Corporate authenticity played a mediating role in the influences of social capital on value co-creation, but self-monitoring did not moderate between them. These findings imply that corporate authenticity is an important factor in creating value co-creation by eliciting consumer’s voluntary participation, helping and advocacy. The findings also suggest that there is a need to utilize bonding as well as bridging networks and consumers’ trust to create and facilitate the value co-creation from both firms and consumers. The study findings also provide specific strategic ditections for companies to induce customers to create mutually beneficial relationships between customers and companies based on the kind of social capital possessed by consumers. 본 연구는 사회적 자본이 기업 진정성과 가치공동창출에 미치는 영향력과 상호인과관계를 밝히는 데 목적을 갖고 350명의 성인 소비자를 대상으로 실증조사 하였는데 그 결과는 다음과 같다. 전체적으로 사회적 자본으로서의 네트워크와 신뢰가 기업 진정성과 가치공동창출에 긍정적인 영향을 주는 요인으로 채택되었으며 사회적 자본이 가치공동창출에 미치는 영향력에 대한 기업 진정성의 매개역할이 검증되었지만 자기 감시성의 조절역할은 지지되지 않았다. 이 같은 결과는 기업에 대한 가치공동창출에 따른 이익창출에 있어서 기업의 진정성은 중요한 요인임을 시사한다. 또한 기업과 고객 모두에 공동의 가치창출을 촉진하는 요인으로 회적 자본의 연결・결속적 네트워크망의 활용과 신뢰를 활용되어야 할 것을 규명하였다.

소비자-기업 가치공동창출활동의 개념화 및 척도개발에 관한 연구

구혜경 ( Hye Gyoung Koo ),나종연 ( Jong Youn Rha ) 한국소비자학회 2012 소비자학연구 Vol.23 No.1

소비자와 기업의 관계는 부단히 진화하고 있다. 급변하는 시장 환경 속에서 소비자의 위상은 과거에 비해 높아졌고, 기업은 존속을 위하여 소비자지향적인 경영활동을 강화하는 추세이며, 소비자와 기업의 관계는 대립에서 상생의 관계로 변화되었다. 이러한 상황에서 소비자학은 소비자가 기업의 동반자로서 역할을 할 수 있는 구체적이고 실질적인 방안을 제시하고, 개별 소비자들이 이러한 역할을 수행할 수 있도록 여건을 조성해야 한다. 본 연구에서는 이러한 관계를 가능하게 하는 개념으로서 "소비자-기업 가치공동창출활동(Consumer-Business Co-creation of Value)"을 살펴보았고, 이를 소비자 가치창출활동과 기업 가치창출활동이 상품을 매개로 접목되고 선순환적으로 발전하는 전체적이고 유기적인 과정으로 확장하여 개념화 하였다. 또한 소비자-기업 가치공동창출활동의 수준을 직접 측정할 수 있는 척도를 개발하여 향후 소비자와 기업의 가치공동창출활동 수준을 확인할 수 있도록 하였다. 그 결과 소비자­기업 가치공동창출활동의 척도는 개념화에 근거하여 내용과 수행방식으로 구분하여 개발하였고 각각 35개 항목과 12개 항목을 최종 개발하여 검증하였다. 내용 척도의 경우 상품속성가치와 상품소비과정가치로 구분하였으며, 수행 방식은 소비자가 주도하는 소비자 Push 방식, 기업이 주도하는 기업 Pull 방식, 소비자간에 정보 공유를 주도하는 소비자 상호작용 방식으로 구분하였다. The concept of consumer-business collaboration is gaining importance in information society in which the notion of coexistence is critical. Several reasons could be behind the shift in paradigm from that of competition to that of collaboration between consumers and businesses. First driving force of such change can be found on consumer side. In the information age, consumers could access information that were not available to them before and they are able to modify, produce and share information with other consumers, and such informed consumers become empowered in the market. From business perspective, collaboration is essential element in business success and sustainability. In order to succeed and cope with fast changing market conditions, it is important for businesses to form partnership with consumers and feel the needs of consumers and respond to them in an appropriate and timely manner. What is the specific action plan for consumer-business collaboration? This study suggest that is "Consumer-Business co-creation of Value". Consumer-business co-creation of Value is useful not only to businesses but also to consumers in the sense it ultimately contributes to the realization of consumer sovereignty in the market. More specifically, where as the concept of dollar vote, a traditionally discussed means of realizing consumer sovereignty, has been criticized as being a remedial approach to what is already offered in the market, the potential of consumer-business co-creation of value lies in the possibility that consumers` needs and preferences can be communicated to businesses before the actual production happens, and thus making the distribution of social resources more ideal and effective by consumers. This paper propose to do the followings. First, I proposed to conceptualize ``Consumer-Business co-creation of value`` from consumer study`s point of view. Secondly, I proposed to develope the scale for consumer-business co-creation of value. I suggested the scale for co-creation value contents and the other being performance. In order to define consumer-business co-creation of value, it may be useful to take study the previous studies of co-creation into consideration. Great attention has been paid to the question of co-creation of value since 1979. However no one conceptualized the definition of consumer-business co-creation of value. Just Wikstrom(1996), Prahalad and Ramaswamy(2000, 2004), Vargo and Lusche(2004, 2006, 2008). Payne et al. (2008) had a comprehensive survey of consumer-business co-creation of value from both consumer and business perspectives. From these previous studies. I have extracted several ideas in order to conceptualize the consumer-business co-creation of value. They are consumer value creation process, business value creation process, the value to be able to co-create. In the Following, I tried to show the definition of Consumer-Business co-creation of value with regard to its significance to consumer, business, and market. "Consumer-Business Co-creation of Vale" can be explained through three processes. First, through experience, consumers discover new or additional values they desire in products. Then, business selectively choose and study certain values discovered by consumers in order to improve their products. Once the business proposes improved products which reflect the consumer`s ideas, consumers will likely choose to consume those products. Within this three-step process, consumer-business co-operate, and eventually exercise consumer-business co-creation of value activities. The fact that consumer sovereignty can realize before dollar-vote in the market is meaningful to consumer. From Business perspective, they can continue to exist through consumer dollar-vote. Last, if this process should happen everyday, the distribution of social resources will make more ideal. I focused more closely on developing the scale for measuring consumer-business co-creation of value, and to examining the real condition of consumer-business co-creation of value in Korea with respect to ongoing activity and perceived importance. Consumer-business co-creation of value can be measured two sides with one being value contents and the other being performance. The final value contents is composed of product attribute value, buying value, usage value, AS value, disposing value and can be dimensionalized by consumer`s problem solving level Consumer offer an opportunity to business to study their experience process. consumer identified problem of product through using process. Next dimension is problem solution suggestion by consumer, and last dimension is new idea suggestion. Performance Method is dimensionalized by two major axes, the subject and the object of consumer-business co-creation of value performance. They were named by consumer pushing way, consumers` interaction way, business pulling way. In order to consumer-business co-creation of value activity, the final Questionnaire with 35 Questions for value contents and 12 Questions for performance method. After the conceptualizing and developing the scales of consumer-business co-creation of value, I conducted the survey to measure the real conditions of consumer-business co-creation of value in Korea and I performed a confirmatory factor analysis in order to validate the scales of measurement.

사회적 기업의 가치공동창출 행동모델의 검증

윤성준(Sung-Joon Yoon),한희은(Hee-Eun Han),목옥한(Yu-Han Mu) 한국경영학회 2015 經營學硏究 Vol.44 No.2

Social enterprises pursue dual objectives of maximizing profit based on conventional business principle, and creating socially value-added services by embracing the concept of social responsibility (Hines 2005). WIth this distintion between social enterprise and conventional firms on mind, this study primarily purports to find predictors of value co-creation taking place in social enterprises. Value co-creation is a notion based on the presmise that the cosumer’s role has expanded from the past conceptualizations of resource acquisition, distribution, consumption, and disposal to include one of value creation. The recent literature on value co-creation includes some studies based on empirical approach with most of them centering around scale development focusing on customer participation(Gu and Nah 2012; Yi and Gong 2012), firm performacne(Nam et al. 2011), financial service(Chan et al. 2010), trust and commitment(Randall et al. 2011). However, the previous studies are limited in two aspects; First, they primarily confined their focus to value co-creation which is mostly led by firms and evaluation of the incremental firmperformance due to customer participation, thus leaving a void in the research on customer initiated value co-creation. Second, the previous studies seem to have relied on service oriented firms, with few of them looking into the wider spectrum of business operations including manufacturing firms. The major objective of the present study is to apply the concept of value co-creation in validating a consumer behavioral model and to find out about the factors affecting value co-creation behavior of the current and potential customers of social enterprises. In view of such research objective, the study defines value co-creation behavior as a construct consisting of engagement, helping, and advocacy, and prescribed social factor and corporate factor as predictors of value co-creation behaviors. The study result is as follows. First, social factor(network and reciprocal norm) and corporate factor(CSR perception) all had significant effects on value co-creation behavior with regard to social enteprises. Second, the study investigated whether corporate trust mediates the relationship between three predictors and value co-creation behaviors, with the result that corporate trust mediated for bonding network only. Finally, the study examined whether cultural value moderates the relationship between the predictors and value co-creation behaviors. The result showed that the cultural value moderates the relationship between CSR perception and engagement behavior, and one between reciprocal norm and advocacy behavior.

ICT 시대의 고객-기업 간 가치 공동 창출: Co-creation 다중 사례 분석

장우정 ( Woojung Chang ),송지희 ( Ji Hee Song ),임희종 ( Heejong Lim ),라대식 ( Dae Seek Rha ) 정보통신정책학회 2017 정보통신정책연구 Vol.24 No.1

인터넷 등 정보통신기술(ICT: Information & Communication Technology)의 발달로 고객과 기업 간의 협력적 상호작용을 통한 co-creation 활동이 급속히 증가 하였다. 그러나 기존 연구들이 고객과의 co-creation을 고객과 기업이 서로 협력하여 상호 간의 가치를 공동으로 창조하는 모든 활동으로 폭넓게 정의함으로써, 서로 판이하게 다른 형태의 고객-기업간 co-creation이 등장하고 결국 co-creation의 개념에 대한 혼란이 가중되었다. 이를 해결하기 위해 선행 연구들은 고객-기업 간 co-creation을 co-production과 value-in-use 두 가지로 체계적으로 분류하고, 각 타입을 설명하는 개념적 핵심요소들을 도출하였다. 본 연구는 이론적으로 도출된 co-creation의 분류와 개념적 핵심요소들이 실제 기업-고객 간 cocreation 사례의 패턴을 잘 반영하고 있는지 검증하고자 한다. 이를 위해 6개 실제 기업(MyStarbucksIdea.com, Threadless.com, Quirky.com, Sum of All Thrills, APT CB2, American Girl)의 고객과의 co-creation 사례를 패턴매칭 기법을 활용하여 분석하였다. 사례 분석 결과, 6개 co-creation 사례들은 co-production과 value-in-use로 구분되며 각 타입의 토대를 이루는 개념적 핵심요소들은 현실 사례의 특징을 잘 반영하고 있음을 확인하였다. 본 사례 연구는 최근 제안된 co-creation의 분류와 개념적 핵심요소에 대한 타당성을 제공한다. 또한 향후 고객과의 co-creation을 활용하고자 하는 기업에게 어떻게 co-creation을 할 수 있으며 어떠한 핵심요소가 강조 되어야 하는지에 대한 시사점을 제공한다. The development of information and communication technology (ICT) including the Internet has led to a rapid increase in co-creation between firms and customers. However, since the time researchers defined co-creation with customers broadly as all collaborative activities between firms and customers to create mutual value, different forms of co-creation with customers have emerged, leading to confusion over the concept of co-creation. To resolve the confusion, recent research classified co-creation with customers systematically as either coproduction or value-in-use, and derived conceptual core elements that underlie each type of co-creation. The purpose of this study is to verify whether the theoretical classification of co-creation and the conceptual core elements reflect well the pattern of co-creation cases in practice. To this end, multiple co-creation cases from six firms (i.e., MyStarbucksIdea.com, Threadless.com, Quirky.com, Sum of All Thrills, APT CB2, American Girl) were analyzed using pattern matching techniques. The results show that the six co-creation cases are categorized as co-production or value-in-use, and the conceptual core elements are confirmed to reflect well the characteristics of real-world cases. This case study analysis validates the recently proposed classification of co-creation and the conceptual core elements. Furthermore, this study offers insights to firms aiming to gain leverage through co-creation regarding how to implement cocreation with customers and which elements of co-creation to emphasize.

CO-CREATION OF VALUE FOR LUXURY BRANDS – A CONSUMER PERSPECTIVE AND ITS IMPLICATIONS

Elina Koivisto,Pekka Mattila,Elina Korpela 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

Luxury market is changing with new competitors to the market, more modest growth, and new types of customers (Kim and Ko 2012). To stay relevant, luxury houses need to develop experience-based marketing strategies that emphasise interactivity, connectivity and creativity (Atwal and Williams 2009). Subsequently, with the rise of digital marketing of luxury (Okonkwo 2009), consumers have been granted a more active role in the value co-creation of luxury brands. Indeed, adopting more inclusive and consumer-oriented marketing strategies has proven successful to iconic luxury brands such as Burberry (Phan, Thomas & Heine 2011), and Hermes (Robins 2016). Previously, value co-creation has been studied from consumer perspective following resource-based view (Arnould, Price and Malshe 2006) and practice theory (Schau, Muniz, and Arnould 2009). However, in the field of luxury marketing, research on co-creation has been limited to one case study of value co-creation processes (Tynan, McKechnie & Chhuon 2010). In addition, no previous research exists on the role of space and spectacular environment in value co-creation in luxury. This article extends these streams of researchby analysing 42 narratives (Polkinghorne 1995) from consumers that have attended two branded exhibitions of Louis Vuitton: SERIES3 held in London in the fall 2015 and Volez, Voguez, Voyagez in Paris in Spring 2016. In essence, luxury is about seduction; recreating a dream and providing meaningful, personal experiences for its consumers (Kapferer and Bastien 2009). Here, a branded exhibition provides a way to invite consumers to feel, see, and experience the brand in its full splendour. These encounters, in turn, transform the value-creation logic between the brand and the consumer from a one-way affair to a co-creational relation. This article demonstrates how exhibition context allows the consumer to participate in the value co-creation for Louis Vuitton, a prestigious luxury brand. Here, the brand provides a context and props for the consumer’s processes of value co-creation. This, in turn, then results into four types of value; utilitarian, experiential, relational, and symbolic. The contribution of this study is three-fold. First, this study extends the literature on value co-creation (Arnould et al. 2006) by demonstrating the role of space in the process of value co-creation. Second, our results extend previous research on luxury (Tynan et al. 2010) by illustrating the value co-creation from consumer perspective. From managerial perspective, the results show how brand exhibitions may act as platforms for content creation and enable rich self-expression with the brand.