전통성의 한국 현대 실내공간에의 적용에 관한 연구

전경희;남경숙 한양대학교 2005 韓國 生活 科學 硏究 Vol.25 No.2

The society of today when it enters in information and the digital society social economy and lower the accommodating which Western culture is insensitive and the traditional frost the situation which does not have the solution method against is a possibility of doing with technical development. In the situation, restoration and development of traditions in a modern way could contribute to the creation of contemporary interiors. This study has analyzed and assessed how traditional decorative elements have applied to contemporary interior decorations over the past ten years, and identify the trend of expressing traditional elements in comtemporary interiors. Designs that have applied traditional elements in a transfigure expression method were amounted to 77 pieces, accounting for 43% of the total investigated 178 designs, followed by 48 designs (27%) of metaphor expression method and 39 designs (22%) of symbol expression method expressing the tradition as interpreted by the designer. Designs that have adopted direct expression method were amounted to no more than 14 pieces, accounting only for 8% of the total designs. This result suggests that transformative, metaphoric and symbolic expressions that simplify or transform the original forms were more frequently used in the applications of traditional elements to modern interiors rather than directive expression of the original form as it was.

Theobroxide Effect on the Formation of Potato Tubers and Morning Glory Flower-Buds under Various Temperature Conditions

Kyong-Hee Nam,Kosaku Takahashi,Hideyuki Matsuura,Kensuke Nabeta,Teruhiko Yoshihara 한국원예학회 2006 한국원예학회 기타간행물 Vol.- No.-

Safety management regulation and practice standards on living modified organism (LMO) facilities under the Ministry of Environment

Nam Kyong-Hee,이중로 한국식물생명공학회 2023 Plant biotechnology reports Vol.17 No.6

Living modified organisms (LMOs) in South Korea are managed under the Transboundary Movement, Etc. of LMOs Act, the domestic implementation law of the Cartagena Protocol on Biosafety. The Ministry of Environment (MOE) oversees the risk review and safety management of LMOs for environmental remediation, and consultative review on the risk posed to the natural ecosystem by LMOs for other purposes. In particular, the MOE operates a risk assessment institute to promote scientific and systematic safety management by standardizing an evaluation criterion for the relevant LMOs. These must be established according to the standards of the LMOs Act. In this review, a new technique for reliable management of the LMO facility, including a confined field, was proposed to comply with the safety standards of the MOE. Based on the analysis of the LMOs Act and the practices of established LMO facilities, potential facility management directions under the MOE were discussed from the perspectives of the facility, cultivation, waste, record, and education. These suggestions can help physically isolate LMO facilities and prevent the unintentional release of LMOs, thus helping avoid hybridization between LMOs and non-LMOs. In addition, a monitoring system was proposed to prevent transgene escape and subsequent hybridization with the wild relatives of LMOs. These proposals can be widely used for safety management when researching the development and commercialization of LMOs at facilities under the MOE.

Global metabolite profiling based on GC-MS and LC-MS/MS analyses in ABF3-overexpressing soybean with enhanced drought tolerance

Nam, Kyong-Hee,Kim, Do Young,Kim, Hye Jin,Pack, In-Soon,Kim, Hye Jeong,Chung, Young Soo,Kim, Soo Young,Kim, Chang-Gi Springer (Biomed Central Ltd.) 2019 Applied Biological Chemistry (Appl Biol Chem) Vol.62 No.1

Salinity affects metabolomic profiles of different trophic levels in a food chain

Nam, Kyong-Hee,Kim, Young-Joong,Moon, Ye Seul,Pack, In-Soon,Kim, Chang-Gi Elsevier 2017 The Science of the total environment Vol.599 No.-

<P><B>Abstract</B></P> <P>Salinization is one of the most important abiotic stressors in an ecosystem. To examine how exposing a host plant to excess salt affects the consequent performance and metabolism of insects in a food chain, we determined the life history traits and the metabolite profiles in rice (<I>Oryza sativa</I>), the herbivore <I>Sitobion avenae</I>, and its predator <I>Harmonia axyridis</I>. When compared with performance under normal (non-stressed) conditions, exposing plants to 50mM NaCl significantly delayed the timing of development for <I>S. avenae</I> fed on rice and <I>H. axyridis</I> and also reduced the body mass of the latter. Our GC–MS-based analysis revealed clear differences in metabolite profiles between trophic levels or treatment conditions. Salinity apparently increased the levels of main components in rice, but decreased levels of major components in <I>S. avenae</I> and <I>H. axyridis</I>. In addition, 16 metabolites showed salinity-related contrasts in this trophic interaction for our rice–<I>S. avenae</I>–<I>H. axyridis</I> system. Salinity impeded the accumulation of metabolites, especially several sugars, amino acids, organic acids, and fatty acids in both insects, a response that was possibly associated with the negative impacts on their growth and reproduction under stress conditions.</P> <P><B>Highlights</B></P> <P> <UL> <LI> We tested the effect of salt on metabolites in a plant–herbivore–predator system. </LI> <LI> Differences in metabolites between trophic levels or salt conditions were found. </LI> <LI> Salinity significantly increased the levels of main components in rice plant. </LI> <LI> In contrast, levels of major components in herbivores and predators were reduced. </LI> <LI> These might be correlated with inhibitive effects on insect growth under salinity. </LI> </UL> </P> <P><B>Graphical abstract</B></P> <P>Changes in plant metabolites due to salinity strongly influenced the concentrations of metabolites in herbivorous and predatory insects in a food chain.</P> <P>[DISPLAY OMISSION]</P>

Phylogenetic Relationship and Genetic Variation among Oryza Species revealed by AFLP Analysis

Nam Hee Kim,Ju Kyong Lee,Young Boum Shin,Cheol Ho Park,Eun Gi Cho,Nam Soo Kim 한국육종학회 2003 한국육종학회지 Vol.35 No.2

AFLP markers were successfully employed to detect genetic relationship and genetic variation within and between Oryza species. Analysis of 59 accessions of Oryza species with six AFLP prim er combinations detected a total num ber of 715 polym orphic bands

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

Metabolomic changes in grains of well‐watered and drought‐stressed transgenic rice

Nam, Kyong‐,Hee,Shin, Hee Jae,Pack, In‐,Soon,Park, Jung‐,Ho,Kim, Ho Bang,Kim, Chang‐,Gi John Wiley & Sons 2016 Journal of the Science of Food and Agriculture Vol.96 No.3

<P>BACKGROUND: Drought induces a number of physiological and biochemical responses in cereals. This study was designed to examine the metabolite changes in grains of drought-tolerant transgenic rice (Oryza sativa L.) that overexpresses AtCYP78A7 encoding cytochrome P450 protein using proton nuclear magnetic resonance (H-1-NMR) and gas chromatography/mass spectrometry. RESULTS: Principal component analysis showed that the H-1-NMR-based profile was clearly separated by soil water status of well-watered andwater-deficit. A discrimination of metabolites between transgenic and non-transgenic grains appeared under both watering regimes. Variations in the levels of amino acids and sugars led to the discrimination of metabolites among genotypes. In particular, drought significantly enhanced the levels of gamma-aminobutyric acid (GABA, 244.6%), fructose (155.7%), glucose (211.0%), glycerol (57.2%), glycine (65.8%) and aminoethanol (192.4%) in the transgenic grains compared with the non-transgenic control grains. CONCLUSION: These changes in amounts of metabolites may assist in improving drought tolerance in transgenic rice by playing crucial roles in stress-responsive pathways including GABA biosynthesis, sucrose metabolism and antioxidant defenses. (C) 2015 Society of Chemical Industry</P>

Induction of Tubers and Flower-Buds under Non-Inductive High Temperature Conditions by Theobroxide

Kyong-Hee Nam,Teruhiko Yoshihara 한국원예학회 2008 한국원예학회 기타간행물 Vol.- No.-

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.