Innovative companies after the first and second waves of the COVID-19 pandemic are undergoing significant changes: from new trends in the markets to the growth of remote work in the digital environment. At any stage of development, innovative companies need an adaptive marketing approach to the implementation of the planned strategy. Marketing solutions to the problems of a volatile, uncertain, complex and ambiguous environment (VUCA) in 2023 can rightfully be considered an emergency aid to innovative transformations in emerging markets. The triad “market orientation – innovation – performance” chain has been extended to various innovation types– from technological and product innovation to innovation orientation and capability. Moreover, the market orientation research agenda has, during last 10 years, highlighted customer orientation as a key component of market orientation that drives innovative activities.

This study is one of a study of the innovation process of Co-Created Value (CCV) typed Supermarkets in Japan. The study is done through a collaboration style with Yaoko and Hallo-day, which are recognized as the most CCV typed Supermarkets in Japan for the past 6 years (The two Supermarkets are similar to Wholefoods Market and Wegmans in the U.S.). Basically, this study aims to indicate the mechanism of why these SM manage to grow continuously. The hint to finding the answer in these SM is hidden in“Highly Sticky Information (HSI)”, which is the precious information attached to these employees working in Meal Solution Space refined as “Cooking Support Corner (CSC)”. This HSI is only the source of a competitive power. In Management and Marketing study, I believe the Market Orientation (MO) and CCV is strongly related. To note, inside the company function is MO, and outside relation of the company and the consumer is defined as CCV (See Figure 1). The existing studies in this study are summarized into five directions; “Theory of Sticky Information (TSI), Service-Dominant Logic (SDL), Service-Logic (SL), CCV, and MO”. First, TSI by v. Hippel (1994) and Ogawa S. (1998) were advocated. This theory explains that the HSI is attached to people, and it is the precious information (e.g., Consumers’ needs, insights, and dissatisfaction experience in retailing) and its transfer cost is expensive. Therefore, the company must find a way to collect this precious information in low cost and smoothly absorb such information effectively in their company. In order to do so, the company needs to have a place to communicate with their customer. This lead to the incremental innovation of interactive community space within SM. Secondly, the SDL by S.L. Vargo and R.F. Lusch (2004), and the SL by C.Grönroos, (2006) were advocated. Their concept is basically common understanding of“Consumer 1)shinya.nakami182367@gmail.com Creates Context Value.”However, SDL tends to centralize the concept from the point of the goods more so compared to SL, ; SDL is based on 4Ps marketing in the U.S., whereas the SL is based on the relationship marketing and service marketing in North Europe. Third, the CCV by C.K. Prahalad & V. Ramaswamy (2004) and Muramatsu,J. (2015, 2016) were advocated. Their concept is related to the SDL and the SL. In short, their concept explains that the Value communicates and interacts with consumers and employees in the communication space (Real-Store or Virtual), then, the consumers may need to explain a bit, and finally they create the context value. This stream is the “CCV in Marketing.”And it is important that“Consumers Create Customer Experience”.Nowadays, as many may have already recognized, the CCV is closely related to “Omni-channel”phenomenon. At last, MO by K. Kohli & B.J. Jaworski (1990) and J.C. Narver & S.F. Slater (1990) were advocated. Their concept is constructed roughly in three processes. First step is to collect the customers’ needs and insights. Second step is to sharing such resource within the company. Third step is a feedback, which allows improvements and the production of goods and service to the customers. MO shows how the company understands and work with the customers’ viewpoint. In summary, TSI, SDL, SL, CCV and MO are closely linked with the concept of “Customer Satisfaction and Engagement Orientation by V. Kumar (2016)”in service marketing. And this study is very unique to connecting CCV and MO based upon“TSI”in Japanese CCV typed SM, using not only quantitative, but also in qualitative survey. Next, the purpose of this study is to analyzed the relationship between Performance and “CCV and MO” with awareness of HSI, which is attached to the employees working in Meal Solution Corner of CCV typed Supermarkets, and to make a theoretical framework. The main SM reference is Yaoko in Saitama prefecture and Hallo-day Co. in Fukuoka prefecture, Japan. They both hold two unique and strong points. First, they have a clear cooperate policy. Another is that they have established a clear business positioning. In their interviews, the head representatives from both SM stated that, the most important key for the SM is to be loved by their customers, and to be trusted. Also, my hypothesis was that because the two SM companies had the strong character of CCV orientation, they can continue on with the incremental innovation. The reason why is that, they had 5 elements from customers’ viewpoint, “Koten-keiei” based on Chain Operation, CCV Orientation, Hypothetical Culture, Learning Organization, and Cross-Functional Organization (Nakami 2015, 2016). With 5 such key elements, they manage to increase the sales and profit for over 20 years. In Retailing, store has two meanings. One is a space for selling goods, the other is that it is a “community space” for the residents in each region. Nowadays, the latter role seems to be especially important for strategy in differentiating with Virtual-retailer versus Real- retailer. The two SM companies, Yaoko and Hallo-day, have interactive communication space called “CSC”at the store. The employees as house-wife is working in CSC (Often times, the employees are also relatable to consumers as they themselves are housewife working part time.). By communication of employees and customers in CSC learns about customers’ needs, insights, and possible dissatisfaction in service and even some resource issues within the consumer’s family. These precious information are the most precious and important resources for the retailers. Therefore, CSC is positioned as the information center between the store and the Headquarter. But the average SM has not recognized this importance. They have recognized CSC simply as a Sample Tasting Corner. This is a big mistake. They see the place as similar to eat-in-corner. CSC is the space of “Solving Problem”in the customers based on Job theory by C.M. Christensen (2016). In this study, there is one more important viewpoint, which is known as MO. This concept was proposed by Kohli & Jaworski (1990) and Narver & Slatter (1990). This study is based on the concept of MO in the action viewpoint by Kohli & Jaworski, where the employees working in CSC has the HSI from the customers and share this with the store amongst different departments along with the headquarter, and to propose the counter action to the customers. If the retailing has understood this concept, they would be able to produce incremental innovation. The research question of this study as mentioned in prior, has two unique points. One is to why this study analyzes the importance between performance and HSI, CCV and MO both the consumer’s side and Company’s side. In short, one of the character is how the consumer reputes the CSC with HSI. Second is to how the middle management (GM and manager) working in Yaoko and Hallo-day’s headquarter and the management (shop manager and the chief in each department) in the store repute the CSC, and to what degree do they hold the ability of MO (See Figure 2). There are two analysis approaches in this study. First, Regression Analysis approaches the store-loyalty-focuse of CSC from consumers’ side. Second is Covariance Structure Analysis, which is similar to Sakagawa’s where after the factor analysis of MO and CCV ability in both Headquarter and Store management workers within he company side. The summary of this study is as follows. The consumers see the CSC as the space to gain further and deeper knowledge of goods and a place of communal gathering and interactive space, with mind also placing in hopes that they can provide awareness to the workers in regards to their dissatisfaction in service or further requests and demands in service. On the other hand, the management layers in headquarter reminds CSC as the space of cross MD and the space to execute MO”. The store manager is almost same similar to the management layers in headquarter. However, the difference in view of the two may seem the only true difference is MD Standardization. The reason why is that a manual is needed to establish MO within a store. This CCV typed study result seems to be similar to the study result of Sakagawa’s Chain Store Model in Japan (2016) that MD Standardization is important to execute MO in Retailing especially. In present, this study is continuing to build up the research framework compared between Chain Store Model in Japanese SM by Sakagawa Y. (2016) and CCV Model, and whether there is a CSC in store or non-cooperating supported Hallo-day SM quantitatively. At the GMC2018, I plan to deliver the report of analyzed result and the research framework. Finally, these findings of quantitative and qualitative study will be useful and beneficial towards the study of innovation process in the retailing, both consumers’ and companys’ viewpoint. Perhaps, HSI will be more effective to create CCV and MO in Retailing as the platform between the consumers and retailers continues to seek for enhancement in high quality and demand. Also, this study will be extended to Omni-channel study to make Customer Experience in Real store and Virtual (Customer Touch-point).

융⋅복합 제품의 확산, 디지털 기술의 발전과 고도화, 제품수명주기의 단축, 지식원천의 다양화 등 경영환경의 급격한 변화로 인하여 기업은 내부 자원만을 이용한 혁신으로 경쟁에 대처하기 어려운 상황에 놓이게 되었다. 특히, 중소기업은 자체 기술개발의 한계와 자원의 제약으로 인해 환경변화에 신속하게 대처하기가 더욱 어렵다. 기업이 제품과 시장에서 지위를 강화하기 위해서는 혁신에 필요한 아이디어나 기술 등을 외부에서 조달하고 내부의 자원들도 외부와 공유하며 새로운 제품과 서비스를 개발해야만 한다. 기업이 기업 내부와 외부로의 지식흐름을 활용하여 내부 혁신성과를 높이고 혁신의 외부 활용시장을 확대하여 기업의 가치를 높이는 개방형 혁신 패러다임은 여전히 유용한 혁신 전략이 될 수 있는 이유이다. 개방형 혁신에 관한 다양한 연구들이 진행되었지만, 중소기업의 개방형 혁신의 선행요인과 기업성과를 하나의 연구모형으로 분석하여 개방형 혁신에 대한 심층적인 이해를 제공한 연구는 부족하다. 또한 개방형 혁신의 선행요인 연구에서 그 중요성에도 불구하고 충분하게 검증되지 않았던 기업가 지향성과 개방적 조직문화에 대해 그 영향을 실증적으로 확인할 필요가 있다. 본 연구는 중소기업의 기업가 지향성과 개방적 조직문화가 개방형 혁신에 미치는 영향을 검토하고, 기업가 지향성, 개방적 조직문화, 개방형 혁신이 기업성과에 미치는 직⋅간접적 영향을 개방형 혁신의 매개효과를 중심으로 분석한다. 실증분석을 위해 우리나라 상장기업들과 외부감사기업들 중 종업원 100인 이상 5,000명 이하 제조기업을 대상으로 설문조사를 진행하였으며, 283개의 유효한 응답결과에 대해 구조방정식 모형을 이용하여 연구모형과 가설을 검증했다. 실증분석 결과는 첫째, 기업가 지향성은 개방형 혁신과 기업성과에 긍정적인 영향을 준다. 둘째, 기업의 개방적 조직문화는 개방형 혁신에는 긍정적인 영향을 나타내지만 기업성과에 미치는 직접적 영향은 통계적으로 유의하지 않는 것으로 나타냈다. 셋째, 개방형 혁신은 기업성과에 긍정적인 영향을 나타내는 것으로 확인되었다. 넷째, 개방형 혁신은 기업가 지향성과 기업성과 사이에서 부분적으로 매개효과를 나타내며, 개방적 조직문화와 기업성과 사이에서는 완전매개 효과를 나타내었다.

The benefits of being customer-oriented for building firm innovativeness remain ambiguous among academics, with some scholars claiming a customer-orientation fosters organizational innovation competencies, whereas some others argue that it merely inhibits innovation processes. A review of research on the effect of customer orientation on innovation activities are inconclusive, with some studies supporting a positive relationship, while others reporting mixed results. With many firms investing in activities to get to know their customers and in innovation activities, managers need an understanding of the role of customer-oriented behaviors on firm innovation practices.

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

기업의 생존력과 경쟁력을 위하여 기술혁신을 지속적이고 장기적으로 추구하 고 추진하려는 기업의 전반적인 사고방향을 나타내는 기술혁신지향성의 중요성이 대두하고 있다. 기술혁신지향성이 기업의 지속적인 경쟁우위 확보에 개념적으로나 실무적으로 중요한 의미를 내포하고 있지만, 기업의 성공적인 기술혁신과 성과를 위한 기술혁신지향성의 역할에 대한 체계적인 연구는 현재까지 제한적으로 수행되어 왔다. 기술혁신지향성에 대한 기존 연 구의 미비점을 인지하여, 본 연구에서는 기술혁신지향성에 영향을 미칠 수 있는 기업 내외부 의 핵심적인 요인들을 선택하여, 선행요인들과 기술혁신지향성 및 기술혁신지향성 사이의 상 황관계를 나타내는 연구모델과 가설들을 제안하고 이를 실증분석 하였다. 제안된 연구모델 에서 선택된 기술혁신지향성의 선행요인들은 최고경영자의 기술기능 직무경력과 기능 간 상호통합(cross-functional integration)의 두 내부요인과 환경 불확실성과 경쟁강도의 두 외부 요인을 포함하였고 이 요인들이 결과적으로 기술혁신지향성을 매개로 기업의 기술혁신성과 에 영향을 미치는 것으로 제시하였다. 또한 이 연구모델에서는 환경 불확실성과 경쟁강도의 두 환경요인이 기술혁신지향성과 기술혁신성과 사이의 관계를 긍정적으로 조절하는 효과를 갖는 것으로 제시하였다. 86개의 국내 IT중소기업을 대상으로 분석한 결과, 최고경영자의 기 술기능 직무경력, 기능 간 상호통합, 그리고 환경 불확실성이 기업의 기술혁신지향성에 긍정 적인 영향을 미치고 기술혁신지향성이 기업의 기술혁신성과에 긍정적인 영향을 미치는 것으 로 나타났다. 또한, 환경 불확실성은 기업의 기술혁신지향성과 기술혁신성과간의 관계를 긍 정적으로 조절하는 효과를 갖는 것으로 나타났다. 본 연구결과가 제시하는 이론적, 실무적 시사점의 중요성에 대해서 논의하였다.

The purpose of this study includes: Firstly, to examine the effects of corporate entrepreneurship on market orientation, radical innovation, and organizational performance. Secondly, to examine the mediating effect of the market orientation, radical innovation on the relationship between corporate entrepreneurship and organizational performance. In order to verify the relationships and mediating effect, data were collected from convenient sample of 269 employees at small and medium enterprises in Busan, Ulsan, Gyeongju city to test theoretical model and its hypotheses. All data collected from the survey were analyzed using with SPSS 18.0 and AMOS 18.0. This study reports findings as followed: first, the relationship between the corporate entrepreneurship and the market orientation is positively related. Second, there was also a positive correlation between the corporate entrepreneurship and the radical innovation. Third, there was also a positive correlation between the market orientation and the radical innovation. Fourth, the relationship between the market orientation and the organizational performance is positively related. Fifth, there was also a positive correlation between the corporate entrepreneurship and the organizational performance. Sixth, there was also a positive correlation between the radical innovation and the organizational performance. Finally, the market orientation played as a partial mediator on the relationship between corporate entrepreneurship and radical innovation. The market orientation and radical innovation played as a partial mediator on the relationship between corporate entrepreneurship and organizational performance. Also, the radical innovation played as a partial mediator on the relationship between market orientation and organizational performance. Based on these findings, the limitations of the study and some directions for future studies were presented.

This paper examines how learning orientation and self-efficacy contributed to explaining innovation behaviors. In order to verify the relationships and mediating effect, data were collected from 368 individuals in employees working in small and medium-sized firms at Gyeongnam region to test theoretical model and its hypotheses. All data collected from the survey were analyzed using with SPSS 18.0. This study reports findings as follows: first, the relationship between the learning orientation and the employee's self-efficacy is positively related. Second, there was also a positive correlation between the employee's self-efficacy and the innovation behaviors. Third, the relationship between the learning orientation and the innovation behaviors is positively related. Finally, the employee's self-efficacy played as a partial mediator on the relationship between learning orientation and innovation behaviors. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.

This paper studies the relationship between learning orientation and incremental innovation(process innovation, operational innovation, and service innovation), and the moderating effect of tenure in tele-communication service sector. Based on the responses from 241 employees, the results of multiple regression analysis show that learning orientation have positive relationships with process innovation, operational innovation, and service innovation. The results of moderating analysis showed that longer tenure employees have more positive relationships with all incremental innovation factors(process innovation, operational innovation, and service innovation) than short tenure employees.

This research aims to examine the relationships among entrepreneurial orientation, organizational learning capability, firm innovation, and firm performance. To achieve a data collection, a mail survey procedure via questionnaire was implemented by using executives or managers of gems & jewelry industries, textile and clothing industries, leather and accessories, fashion apparel industries in Thailand as the key informants. Of the surveys completed and returned, 388 were usable. Hence, a model with a structural equation was used to evaluate the data survey of 388 respondents. The results reveal that, in terms of the mediating effect, organizational learning capacity and firm innovation can complement each other in order to improve entrepreneurial orientation. Findings show that entrepreneurial orientation improves firm innovation, which in turn improves firm efficiency. Firm innovation acts as a variable mediating between enterprise orientation and firm performance. Our findings contribute to the current emergence of organizational learning capacity that mediated the relationship between entrepreneurial orientation and firm performance. Entrepreneurial orientation is normally a firm performance that enterprises develop which can have use the information available and make an impact. It can be considered through the mediation of organizational learning capability, and firm innovation variable and as stated in previous literature, it can influence firm performance.

This study wants to test the nexus among resource orientation, market orientation, social network, and knowledge sharing toward organizational innovation, and the nexus between organizational innovation and MSMEs performance. Questionnaires and interviews are conducted with some MSMEs actors in Central Java Province, Indonesia, in Klaten Regency and Pekalongan City. These two areas have creative MSMEs, especially Batik MSMEs that have been very large and known worldwide. The sampling technique is done purposively with certain criteria for the respondents. The data analysis technique is done using Partial Least Square. This study provides recommendations about strategic practice and policy (resource and market), social network, and knowledge sharing in increasing organizational innovation, and the impact of organizational innovation toward MSMEs performance. It also offers a comprehensive model of the determinant factor of organizational innovation by considering the aspect of strategic orientation, social network, and knowledge sharing. Other unique aspects that are also important to consider are social network and the importance of knowledge sharing in improving MSMEs Performance. The respondents are still limited in two areas, namely, Pekalongan and Klaten, so it still cannot represent the whole population. These areas also have different orientation of production process approach, namely, synthetic and natural dyes.

Purpose – Market orientation is a key factor for business performance in today’s fluctuating conditions. This study investigates whether the employment of innovation can improve the innovative capability and increase the performance by gaining competitive advantages or not. Therefore, this study aims to investigate the effects of market orientation on the performance of small and medium size distributer enterprises (SMDEs) in Iran. Research design, data, and methodology – Customer orientation, Competitor orientation, and Inter-functional coordination have been regarded as market orientation indices to determine the effects of these indices on marketing innovation, gaining competitive advantages, and companies’ performance as well. Data were collected from managers and experts in SMDEs in Iran. The structural equations modeling are used for analysis. Results – The results indicated that marketing innovation has been improved in competitive companies that enjoyed a high level of Inter-functional coordination among the various units. Besides, marketing innovation resulted in gaining competitive advantages regarding cost management, concentration, and differentiation in these companies. In addition, it was observed that SMDEs that obtain competitive advantages are equipped to reap superior performance. Conclusions – With cost management, differentiation and concentration are more likely to enhance the enterprise efficiency and effectiveness than other companies. Additionally, competitiveness, inter-functional coordination, and marketing innovation in SMDEs have a positive impact on marketing innovation.