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

The Relation among Brand Value, Relationship Value, Market Orientation and Performance in B2B

Seung-Hwan Park,Sang-Seol Han 한국유통과학회 2018 The Journal of Industrial Distribution & Business( Vol.9 No.9

Purpose - The focus of this study is to investigate the structural influences such as brand value, relationship value, market orientation, long-term orientation, and performance. The effects of brand value and relationship value on the differences on transaction performance in b2b was investigated. Research design, data, and methodology - The subject of this study was a liquor and beverage distribution company that deals in b2b. The research hypothesis is based on literature of the preceding research analysis of brand value, relationship value, market orientation and long-term orientation. This study has constructs that was defined operationally by referencing previous studies. Operational questionnaire was used to investigate the target key staff who work in the liquor and beverage distribution company. 178 survey data were used for empirical analysis to prove the hypothesis. This study used structural equation techniques(AMOS) to prove the research hypothesis. Results – The main results of this empirical study were as follows. First, supplier’s brand awareness has a positive effect on market orientation, but did not affect long-term orientation. Brand awareness of suppliers indicates that they are not directly related to long-term orientation. Second, supplier’s brand image has a positive effect on market orientation and long-term orientation in b2b transaction. So, the brand image and reputation of the supplier suggest that it is important for the b2b transaction to have a market orientation tendency or a long-term orientation. Third, supplier’s relationship value has a positive effect on long-term orientation, but does not affect market orientation. Relationship value indicates that they are not directly related to market orientations of the buyer. Fourth, Market orientation has a positive effect on long-term orientation and marketing performance and long-term orientation has a positive effect on marketing performance in b2b. Additionally, the buyers market and long term orientation are important factors in marketing performance in b2b. ’ Conclusions – Based on empirical results, this study confirmed that brand image rather than brand awareness positively influenced long-term orientation as well as market orientation in b2b. Relationship value can be found in transactions, which is important for long-term orientation. Especially, these findings are suggestive in the consumer goods distribution market.

스포츠 셀레브리티에 대한 중·고등학생들의 가치지향성과 리더쉽 유형의 인과관계

진주은(Ju Eun Jin),윤이중(Yi Joong Yoon) 한국체육교육학회 2010 한국체육교육학회지 Vol.15 No.1

본 연구의 목적은 청소년들의 스포츠 셀레브레티에 대한 가치지향성과 리더쉽 유형의 관계를 실증적으로 분석하여 교육현장에서 미래를 선도해 나갈 중·고등학생들의 리더쉽 역할에 대한 실천적 정보파악 하는데 있다. 본 연구의 분석 결과는 다음과 같다. 첫째, 스포츠 셀레브레티에 대한 청소년들의 가치지향성과 리더쉽 유형에 대한 인구통계학적 특성에 따른 차이는 학년에서 유의한 차이가 있는 것으로 나타났다. 둘째, 스포츠 셀레브레티에 대한 청소년들의 가치지향성과 리더쉽 유형의 상관분석결과 각 변인 간에 유의한 정적 상관이 있다. 그러나 관료지향성 리더쉽은 부적 상관이 있는 것으로 나타났다. 셋째, 스포츠 셀레브레티에 대한 청소년들의 가치지향성과 리더쉽 유형에 대한 인과관계를 검증한 결과 사회상승주의 가치지향성과 물질지향주의 가치지향은 인간지향성 리더쉽과 목표지향성 리더쉽에는 영향을 미치나 관료지향성 리더쉽에는 영향을 미치지 않는 것으로 나타났다. 관계지향주의 가치지향에서는 인간지향, 목표지향, 관료지향 리더쉽 모두 영향을 미쳤으며 전통보수주의 가치지향에서는 관료지향주의 리더쉽만이 유의한 영향을 미치고 인간지향과 목표지향 리더쉽에서는 영향을 주지 않는 것으로 나타났다. This study examined relationship between youth`s value orientation of sport celebrity and leadership types using stratified cluster random sampling with male and female middle school students in G city as the population, 743 students were sampled and given questionnaire, and 699 respondents(92%) were selected as the subjects of the study except 54 respondents who gave no answer or unfaithful responses. Data obtained from this study were processed with SPSS16.0 and Amos program, exploratory factor analysis, reliability analysis(Cronbach`s value) and univariate analysis SPSS16.0 were used to grasp the differences in demographic characteristics of value orientation, route analysis was conducted to examine the causality between value orientation and leadership types through Amos 7.0, goodness of fit of route model was verified, and then relative influence among variables were assumed. Youth`s value orientation of sport celebrity depending on demographic characteristics showed significant differences by grade and female students showed higher differences in relationship oriented value compared to male students. There were also differences in leadership types by sexes and grade and residential type also showed significant differences in goal oriented value. As a result of verifying the causality between youth`s value orientation of sport celebrity and leadership types, social rising and value orientation and materialistic value orientation affected human-oriented leadership and goal-oriented leadership, but not bureaucracy leadership. Relationship-oriented value orientation affected all human-, goal- and bureaucracy leadership and traditional value orientation affected only bureaucracy leadership, but not human- and goal-oriented leadership.he purpose of this study.

스포츠교육학 : VOI-2를 활용한 중등체육교사의 가치정향 분석

이재정(JaeJungLee),조남용(NamYongCho) 한국체육학회 2005 한국체육학회지 Vol.44 No.5

The purpose of this study was to describe the value orientations of secondary physical education teachers and the relationships of gender, teaching experiences, and the schools they went to. Value orientations were measured with the Value Orientation Inventory-2, which was translated into Korean for this study. Participants (N=247) were recruited via stratified cluster random sampling from the population of physical education teachers in Seoul. Each participant had five scores representing their value orientations: disciplinary mastery, learning process, self-actualization, social responsibility, and ecological integration. The data indicated that physical educators possessed multiple, diverse value orientations. Two hundreds eleven participants had one or two high priority value orientations. There were significant differences for gender, experience, and the schools they went to in the evaluation of value orientations in this study. The characteristics of the physical educators include: (a) the most favorite value orientations of the physical educators’ were disciplinary mastery; the second, learning process; the third, self-actualization; the fourth, social responsibility, and the last was ecological integration; (b) the physical educators’ first favorite value orientation pairs were disciplinary mastery and learning process, the second, social responsibility and ecological integration, learning process and social responsibility, and self-actualization and ecological integration. (c) physical educators in eleven through twenty years of experiences had a tendency to teach properly in balancing between five value orientations (d) the physical educators in 28-36 classes of his or her school or those who were teaching 31-35 students in a class had a tendency to teach properly in balancing between five value orientations. Both the Oriental culture and the curriculum goals of physical education contributed to the differences of evaluation of value orientations in the study. The former presented the relationship of mind and body in physical education. while the latter emphasized the social-affective domains Thus, the physical educators emphasized self-control, self-concept, and social responsibility to teach the combination of body and mind in their practices.

The Effect of Empowering Leadership on Employees’ Work Engagement

Yoonhyung Cho(조윤형),Ru Xiang(상여) 대한경영학회 2017 大韓經營學會誌 Vol.30 No.6

‘좌절된 욕망’의 집단적 심리와 고려인의 가치지향성

박민철(Park, Min Cheol) 건국대학교 인문학연구원 2014 통일인문학 Vol.59 No.-

본 논문은 한국 거주 고려인들의 심층구술인터뷰를 통해 드러나는 그들의 ‘가치지향성’에 주목한다. 이는 고려인이 스스로 행하는 자기인식을 드러냄으로써 모국 지향의 정체성과 거주국 지향의 정체성이 공존하는 고려인의 이중적 존재방식을 균형적으로 사유하기 위함이다. 물론 기존의 연구들을 살펴보면 고려인의 가치지향에 대한 연구를 찾을 수 있다. 하지만 이러한 연구들은 직업관?미래관?종교관과 같은 개인적인 선호도가 전제된 협소한 ‘가치관’ 영역만을 다루고 있을 뿐, 평등?자유?권리와 같이 윤리의식적인 가치지향을 연구한 논문은 사실상 찾아보기 힘들다. 따라서 본 연구는 고려인의 가치지향성을 밝혀냄으로써, 고려인 디아스포라의 존재방식을 심층적으로 이해하는데 일차적인 목적이 있다. 그리고 이 때 고려인의 가치지향성 연구는 다음과 같은 의미를 담고 있다. 첫째, 고려인의 가치지향성은 그들의 힘겨웠던 이주의 역사가 고스란히 집약된 가치체계이다. 그렇기 때문에 이것은 고려인의 민족정체성을 가장 구체적으로 확인할 수 있으며, 나아가 민족정체성을 구성하는 다양한 요소와 성격을 총체적으로 확인할 수 있다. 둘째, 고려인의 가치지향성에 대한 연구는 같은 민족으로서의 차이와 공통성을 확인할 수 있는 중요한 요소이다. 특히 이것은 ‘민족이냐-탈민족이냐’라고 하는 이분법적 패러다임을 넘어서 수평적이고 대등한 관계망 속에서 그들을 바라볼 수 있게 한다. 왜냐하면 고려인의 가치지향성은 타자의 시선으로 규정된 ‘우리(특히 한국)’의 모습이 전제되어 있으며, 우리는 이것을 통해서 스스로를 반성적으로 사유할 수 있기 때문이다. 셋째, 고려인의 가치 지향성 연구는 본 논문의 궁극적인 목적이기도 한 코리언 디아스포라와의 상생과 협력의 모색, 구체적으로 미래의 통일한반도 건설을 위해 구축되어야만 할 가치지형을 미리 확인할 수 있게 한다. This paper pays attention to ‘value-orientation’ that appears through a in-depth oral interviews of Koryosaram who living in Koran. By to expose the self-awareness that Koryosaram does themselves, This is in order to understand Koryosaram’s coexisting identity of residence-oriented and homeland-oriented. Of course, looking at the existing research, you can find the study of value-orientation of Koryosaram. However, such as such as attitude to work and future-religious views,, these studies are just dealing with only a specific region of a limited occupational outlook. Moreover, such as equality, freedom and rights,t research to ‘value-orientation’ of ethical conscious is not found in the substantially. Therefore, in this study, to reveal the value-orientation of the Koryosaram, there is a purpose primary in order to understand the existence way of Koryosaram. And, the study of value orientation of the Goryeo people includes the following meaning at this time. First, the value-orientation of the Koryosaram is a value system that has been aggregated history of their arduous immigration. Therefore, it is possible to confirm in detail national identity of Koryosaram. Furthermore it can be checked totally elements and feature of theit national identity. Secondly, the value-orientation study of the Koryosaram is an important factor which can confirm the commonality and the difference of the Korean. Especially this is able to view them in a horizontal equal relationship network beyond the paradigm two extremes - ‘nation or postnation’. Because the value orientation of the Koryosaram shows me the figure of ‘We(in particular South Korea)’ as defined in the line of sight of the type, we can be examine reflectively ourselves. Third, the study of value-orientation of the Koryosaram is able to check in advance the topography of value, which is also the ultimate purpose of this paper, ‘seek of cooperation and coexistence with the Korean Diaspora’ in oder to built for the construction of Korean unification in the future.

아파트 거주자의 의식조사를 통한 향 및 조망가치 비교분석

이동주,최무혁 대한건축학회 2006 대한건축학회논문집 Vol.22 No.4

The orientation and view are conceived as the most important factors in residential building. The value of orientation has not been changed, but in recently, the value of view has been soared radically. Unfortunately, providing only one visual axis, the present unit plan type of apartment building can't satisfy the occupants with the orientation and view need at the same time. So it is necessary to read out the value change of view comparing with orientation before developing the new plan type. The purpose of this study is to read out the value-change on orientation through the consciousness investigation of occupants living at apartment. The results of this study could be available as basic data for planning the residential building, especially, when the site condition is not good for both orientation and view. 4 case where located at Shin-Chon river-front, are selected. Questionnaires are distributed to the occupants of the cases and analysed by computer statistic program, Spss Win ver. 12++. The results of this study are as follows ; Firstly, it is conceived that the orientation is functional and practical one but, view is premium or bonus supplemented after orientation is satisfied. Secondly, occupants can be divided by three groups that prefer the orientation than view absolutely, prefer the view than orientation, and can't decide the preference between the two. Thirdly, occupants allot the values as follow sequence : orientation > view > openness. Fourth, visibility, openness, and view target is more affectable to the view than the orientation of living room. moreover, visibility is the most helpful design factor that could meet the occupant's satisfaction on orientation and view. Fifth, the occupants have been lived in residential unit in past can more easily choose the view than the orientation between the two.

장기지향성에 대한 시장반응

김경태,노희천 대한경영학회 2019 大韓經營學會誌 Vol.32 No.3

This study demonstrates how long-term orientation of firm is valued in the capital market. The long-term orientation is a tendency to focus on the effectiveness of strategies in terms of sustainability, and long-term-oriented firms are either interested in establishing relationships among their partner companies or have a lot of R&D investment. Although long-term orientation is related to the stable and sustained growth pursued by the entity, it can be said to be subject to empirical analysis of how long-term orientation will be assessed in the market in that it shows short-term basis orientation due to a given management environment. This study introduces four long-term orientation variables. First, this paper introduces capital expenditures(LTO_A) as the long-term orientation. The increase in tangible assets and intangible assets is divided by total assets. Second, this study introduces R&D intensity(LTO_R) as the long-term orientation. R&D expense is divided by total assets. Third, this study introduces the increase of employee(LTO_R) as the long-term orientation. This study subtracts the last year’s number of employees(employees numbert-1) from the current year’s number of employees(employees numbert) and scales by the last year’s number of employees(employees numbert-1). fourth, this study introduces the owner-managed firm(LTO_O) as the long-term orientation. If the firms is restricted on mutual investment, dummy variable set to 1, and 0 otherwise. In this study, market response is measured as Tobin’s Q. The results of this study are as follows. First, the long-term orientation measured in four ways positively correlated with firm value. It also showed that the relationship between the long-term orientation of the current term and the next firm value is positive. Thus, it can be interpreted that long-term orientation is assessed on average positively in the capital market. Second, the market assessment of long-term orientation has been structurally modified because of the effect of introducing K-IFRS. As K-IFRS increase the reliability of accounting information, the long-term orientation of the measured facility investment and research and development views were assessed more positively in the capital market, particularly after the introduction of K-IFRS. This study contributes to the direct empirical analysis of long-term orientation in conjunction with the firm value that it is assessed in the capital market. It is also differentiated from previous research in that it shows that time differences may exist when assessing long-term orientation in the capital market. It is believed that long-term orientation is an attribute pursued by the firm, but because there exists a risk of information asymmetry, it reacts immediately to long-term orientation in the market and reflects additional time lag in the firm value. In addition, this study suggested that the pattern evaluated in the capital market may change structurally depending on how long-term orientation is measured. There is a contribution to demonstrate indirectly the positive effects of introducing K-IFRS by analyzing that the measurement of accounting long-term orientation is more important in the equity market. 본 연구는 기업의 장기지향성(long-term orientation)이 자본시장에서 어떻게 평가되는지를 실증분석 한다. 기업의 장기지향성은 지속가능성 측면에서 전략의 효과성에 초점을 두는 성향으로, 장기지향적인 기업은 협력기업 간의 관계 구축에 관심이 많거나 연구개발 투자를 많이 한다. 장기지향성은 기업이 추구하는 안정적이고지속적인 성장과 연관성이 있지만, 실제 의사결정 시에는 많은 경우에 주어진 경영환경으로 인하여 단기지향성을 보이기도 한다. 이러한 면에서 장기지향성이 시장에서 어떻게 평가될지는 실증분석의 대상이라고 할 수있다. 본 연구의 결과를 다음과 같다. 첫째 4가지 방식으로 측정한 장기지향성은 기업가치와 양(+)의 상관성을나타냈다. 또한 당기 장기지향성과 차기 기업가치 간에도 양(+)의 관계를 보여주었다. 따라서 장기지향성은자본시장에서 평균적으로는 긍정적으로 평가된다고 해석할 수 있다. 둘째 장기지향성의 시장평가는 구조적으로 변화된 양상을 보이는데 그 이유는 한국채택국제회계기준 도입의 효과로 판단된다. 한국채택국제회계기준은 회계정보의 신뢰성을 증대시키므로 특히 회계적으로 측정한 설비투자관점과 연구개발관점의 장기지향성이한국채택국제회계기준 도입 후에 자본시장에서 더 긍정적으로 평가되는 결과를 보여주었다. 본 연구는 장기지향성이 자본시장에서 평가됨을 기업가치와 연계하여 직접적으로 실증분석하고, 장기지향성의 자본시장 평가에 있어서 시차가 존재할 수 있음을 보여준다는 점에서 선행연구와 차별성을 가진다. 장기지향성은 기업이 추구하는 속성이지만 정보비대칭의 위험성이 존재하기 때문에 시장에서 장기지향성에 대하여즉각적으로 반응함과 동시에 시차를 두고 추가적으로 기업가치에 반영한다고 판단된다. 또한 본 연구는 장기지향성을 측정하는 방식에 따라 자본시장에서 평가되는 양상이 구조적으로 변할 수 있음을 제시하였다. 한국채택국제회계기준 도입으로 인하여 회계적으로 측정한 장기지향성 정보가 자본시장에서 더 중요하게 반영된다는점을 실증 분석하여 한국채택국제회계기준 도입의 긍정적인 효과를 간접적으로 입증한다는 면에서 공헌점이있다.

고객의 시간 지향성: 소매업체에서의 서비스 편의성과쇼핑 성과의 관계에 대한 조절효과

김미정,박철주 한국유통과학회 2016 유통과학연구 Vol.14 No.2

Purpose - Understanding how service convenience drives shopping performance is imperative for retailers such as department and large discount stores. Retailers have to enhance shopping productivity by reducing the costs of shopping, as convenience triggers customers' perceived shopping value, leading to customer satisfaction, and ultimately patronage behavior. Consumers, generally considering time as a scarce resource, are more sensitive to the time costs of tasks in regard to shopping trip, differently from forming perceptions of convenience in time orientation. Therefore, this study attempts to examine the moderating effects of consumers’ time orientation on the relationships among service convenience of retailers and shopping performances such as shopping value and service performances. Research design, data, and methodology - The department and discount store chains were chosen as the point of analysis in this study. Data were collected from a survey of real-life consumers and all respondents were screened to ensure only those who had visited in the department and discount store chains within past six month prior to the day of data collection. Out of 600 self-reported surveys that were distributed, a total of 530 responses were returned and after excluding 20 incomplete responses, the final sample size was 510. The three hypotheses were proposed and tested in this study. The one hypothesis was on the moderating effects of time orientation for the effects of service convenience on shopping value (hedonic and utilitarian shopping value). The other two hypotheses were on the comparisons between high and low time-oriented customers with the effects in shopping value from service performance. Hierarchical moderated regression analysis was used to test the hypotheses. Results - The results suggest that the effect of service convenience on utilitarian shopping value and the positive effect of utilitarian shopping value on customer satisfaction are greater in low time orientation than high time orientation customers. Conversely, when customers are highly oriented toward time, the effects of hedonic shopping value on customer satisfaction and revisit intention are greater than for customers who are lowly oriented toward time. Conclusions - This study has two-fold significance. First, this study contributes to the consumer behavior and services marketing literature by incorporating customers’ time orientation into the service convenience-shopping performance. Although the effect of service convenience on shopping performance might differ from customers' perceptions concerning shopping, there has been little investigation or comparison between customers' perception on time. This study is a first attempt to consider how the effects of service convenience on shopping value and service performance vary with differing levels of customers' time orientation. This study advances prior studies by showing that the service convenience-shopping value and service convenience- service performance relationships vary across different combinations of the customer's time orientation. The findings of this study suggest that the retailers need to enhance the experiential aspects of the stores for their high time-oriented customers. Conversely, for the low time-oriented customers, the retailers should boost the visual distinctiveness and ease of store navigation.