Assertions in current academic research and practical discourse that promote agility reduce the importance or prominence given to organizational strategic planning. While firms today are required to become agile and thus quickly and timely respond to emerging market challenges, the strategic planning process is perceived as rigid, slow, and somehow obsolete and may contradict agility. These present practitioners with a dilemma regarding the relevance of planning in this era. This study examines the pertinence of strategy planning in this agile age and its effect on firms’ business performance. In addition, since the environment in which firms operate play a significant role in determining strategies, when maintaining strategic planning, organizations need to consider internal and external factors that may change the effect of planning on performance. Hence, the study also explores market scanning (an external condition) and fault tolerance climate (an internal condition) under which the relationship planning-performance varies. Based on a quantitative research, data from organizations, and insights from fit-as-moderation approach, a conceptual model and research hypotheses are designed and tested. Common and acceptable analysis methods were employed to test the hypotheses. Initial findings indicate that strategy planning should not be deemphasized in contemporary days since it is associated with better financial (e.g., sales growth) and nonfinancial (e.g., new customer acquirement) outcomes. Additionally, performance consequences of planning are dependent on firm external and internal conditions. While the positive planning-performance relationship is associated with higher levels of market sensing, it is negatively associated with higher levels of fault tolerance. The findings have well-timed theoretical and practical implications for the business and strategy literature. Managers considering the necessity of planning strategies should recognize its relevance and take into account contingencies examined in this research.

The following is not a conversation with a bank clerk. " Instead, let me introduce you to customized credit loans," "Do you want me to connect you to the screen of using COVID-19 support funds and checking balance?" These are the contents of consultations with AI chatbots at financial institutions. Chatbot, which used to be an additional tool for adding convenience to life, is now at the center of our lives.

To successfully expand their business activities in overseas markets, small- and medium-sized enterprises (SMEs) must first acquire a thorough knowledge and understanding of prevailing environmental and market conditions. This study examines the crucial role that a learning orientation can play in the generation of relevant foreign market knowledge. It also investigates the impact of foreign market knowledge on strengthening internationalizing SMEs’ operational adjustment agility and market capitalizing agility, which in turn enhance firms’ international venture performance. Our empirical effort is based on data collected from 209 Nigerian industrial SMEs which internationalize their efforts. To test our research model and hypotheses we collected data by means of a survey conducted among Nigerian small- and medium-sized firms (i.e., employing 250 or less people) which internationalize their efforts and launch their products in B2B markets. The positive role of learning orientation, foreign market knowledge and organizational agility is confirmed by our results on driving international venture performance.

This study investigated the impact of the latest developments in big data analytics capabilities (BDAC) on firm performance. The BDAC have the power to innovate existing management practices. Nevertheless, their impact on firm performance has not been fully is not yet fully elucidated. The BDAC relates to the flexibility of infrastructure as well as the skills of management and firm's personnel. Most studies have explored the phenomena from a theoretical perspective or based on factors such as organizational characteristics. However, this study extends the flow of previous research by proposing and testing a model which examines whether organizational exploration, exploitation and market agility mediate the relationship between the BDAC and firm performance. The proposed model was tested using survey data collected from the long-term employees over 10 years in 250 companies. The results analyzed through structural equation modeling show that a strong BDAC can help improve firm performance. An organization's ability to analyze big data affects its exploration and exploitation thereby affecting market agility, and, consequently, firm performance. These results also confirm the powerful mediating role of exploration, exploitation, and market agility in improving insights into big data utilization and improving firm performance.

As globalization has been progressed, companies faced a situation in which it was difficult to secure global competitiveness only with their internal management systems. To overcome this, Supply Chain Management (SCM) emerged, which optimizes the whole supply chain process from suppliers to demand companies. In this study, it was analyzed that the effects of customer integration among the integration factors of SCM, and market orientation among the strategic orientations on management performances such as non-financial performance and financial performance through a mediating role of flexibility. At this time, it was analyzed whether CEO's support has a moderating effect on the influence of the market orientation. As a result of analysis, the customer integration was found to have an indirect effect on the non-financial performance and the financial performance through the flexibility. The market orientation was found to have a direct effect on the non-financial performance and at the same time, indirectly affected it through the flexibility. In addition, it was shown that more the level of CEO's support, higher the influence of the market orientation. This moderating effect had an indirect effect on the financial performance. Based on the above findings, various implications for improving management performance were proposed. This study suggests that investments in computerization such as ERP and smart factories can improve supply chain management performance and ultimately improve customer satisfaction and financial performance.

Introduction Retail competition in Japan has become more intense because of multiple reasons. The income and population composition are changing, and many international retailers have entered the Japanese market. It is important for Japanese retailers to differentiate from competitors and maintain a competitive advantage in the long run. To do so, Japanese retailers focus on increasing customer value by controlling their value chains. Therefore, market orientation and supply chain orientation have become very important for Japanese retailers who try to expand their market shares in the Japanese retail market. This study develops and empirically tests a model of the impact of market orientation and supply chain orientation on business performance in Japanese retailing. Theoretical Development Previous literature provides evidence on the positive impact of market orientation on business performance (e.g. Cano et al., 2004; Murray et al., 2011; Morgan, 2012; Ngo & O’Cass, 2012). There are also a few studies in the context of retailing (e.g. Griffith et al., 2006; Kajalo & Lindblom, 2015; Moore & Fairhurst, 2003; Yu et al., 2014). However, only a few studies are focusing on the relationship between supply chain orientation and marketing orientation and the impact of their interplay on business performance (e.g. Martin & Grbac, 2003; Min et al., 2007). Market orientation can be seen as the foundation for customer relationship management. The effectiveness of customer relationship management depends heavily on market intelligence. To attract new customers and retain old customers firms have to satisfy not only existing needs but also latent needs. In retailing, market orientation is very important because the organization of retailing is based on the multi-unit organization where sales staff in stores is in close contact with customers and can get direct information from the customers. Supply chain orientation (SCO) is separated into two concepts: strategic supply chain orientation and structural supply chain orientation (Patel et al., 2013). Strategic SCO is defined as the supply chain directed motivation and objectives arising from executive strategic plans and decisions. Structural SCO is defined as the behaviors and actions related to supply chain management in the implementation of its strategic plan. Therefore, strategic SCO is the antecedent of structural SCO. In retailing, many retail buyers search and negotiate with the suppliers who have the ownership of strong brands and distribution networks. In the buying process, retail buyers can get market information from suppliers. Thus, a retailer can collect market information from internal and external sources. This information is useful for the retailer to not only make marketing plan but also to revise marketing plan during its implementation process. To sum up, customer relationship management and supply chain orientation have a positive impact on marketing capabilities. Similarly, marketing capabilities have a positive impact on business performance. The theoretical framework of the study is presented in Figure 1. Data and Measurement To test the framework, we conducted a mail survey (N=243) among Japanese retailers in 2017. The scales were adapted or developed from existing literature. Market orientation (MO) was based on questions adapted from Narver and Slater (1990). Strategic SCO (STRACO) and structural SCO (STRUSCO) scales were based on Patel et al. (2013). Customer relationship management (CRM) was based on Vorhies et al. (2011), marketing capabilities (MKGCAP) was based on Morgan et al. (2003) and Vorhies and Morgan (2005). Business performance was based on Hooley et al. (2005). The measurement model was assessed using Mplus 8. The measurement model specification allows each construct to covariate with all others. The fit indexes of the measurement model were satisfactory (CFI: 0.95; TLI: 0.94; RMSEA: 0.05; SRMR: 0.05). Next, we tested the reliability and validity of measurements. The convergent and discriminate validity of the latent variables were tested by confirmatory factor analysis where all constructs are correlated (Table 1). Also, we tested the common methods variance using two methods: Harman’s single factor test and the common latent method. The results of these methods suggest that common method variance is not a problem in this study. Results and Conclusions We tested the hypotheses by applying structural equation modeling (SEM) using Mplus 8. The results are presented in Figure 1. The proposed model provides a good fit to the data (χ2= 517.1, d.f.=290, p < 0.000; CFI = 0.94; TLI = 0.94, RMSEA = 0.06, SRMR = 0.08). In addition, we assessed the mediating role of marketing capabilities by employing a bootstrapping routine (Table 2). Figure 1 presents the results of the SEM. Most hypotheses were supported, and overall the study provides evidence of the importance of market orientation and strategic SCO on business performance. The most interesting findings are related to the role of marketing capabilities and structural SCO. First, the results show that marketing capabilities serve as a mediator between business performance and customer relationship management (H7). The main aim of CRM is to establish and keep the relationship with target customers. CRM contributes to increasing the marketing capabilities by helping retailer achieve marketing objectives more effectively and efficiently (Chang et al., 2010). Second, marketing capabilities is not a mediator between business performance and structural SCO (H8). The structural SCO has a negative direct impact on business performance, while structural SCO has a positive impact on marketing capabilities which in turn has a positive impact on business performance. Japanese retailer-supplier relationships are different from that in the western economy (Chung et al., 2006). The channel members in Japan have a long-term orientation when they establish a relationship with each other. The findings of our study reflect this cultural aspect of Japanese retailing environment. Japanese retailers purchase products and services from suppliers on long-term. Economic performance is not a single decision making criteria. Instead, relationships with suppliers who do not contribute fully to economic performance continue. The result of H8 refers to this character of Japanese retailing environment.

Despite a growing interest of value capture in the phenomenon of open innovation (OI), empirical evidence documenting the link between new product development (NPD), OI practices, and market performance is scarce. Drawing on organizational learning, NPD, and OI literature stream, this paper conceptualizes a framework in which open product innovation (OPI) practices are disentangled into two types: pre-launch OPI (which occurs before a new product is launched) and post-launch OPI (which occurs after a new product is launched). Specific types of OPI practices – technology in-licensing (i.e., pre-launch OPI) and product upgrades (i.e., post-launch OPI) – during the NPD process are expected to influence market performance of new products independently and interactively. This paper empirically analyzes the secondary data related to product innovation and market performance of 536 mobile games that were developed and launched by 265 local and global firms in South Korea. The results support hypotheses and indicate that NPD projects that engage in technology in-licensing by both local and global firms lead to better market performance than NPD projects that do not engage in. Furthermore, the more product upgrades that NPD projects employ during product life cycle, the better market performance. Finally, the involvement of active product upgrades strengthens market performance of global NPD projects that develop new products internally. The results regarding the role of pre-launch and post-launch OPI mechanisms contribute to research on OI and NPD, and also inform managers as to what product innovation practices are recommended to improve market performance of NPD projects.

Emerging market exporters can no longer merely rely on cost/price advantages as bases for competition. They need to keep up with environmental changes and to initiate the exploitation of market opportunities in order to accelerate foreign market expansion and financial growth. Some of these exporters have begun developing strategies to manage these environmental uncertainties of foreign markets. The adoption of such strategies are consistent with the premise underlying the environment-strategy-performance (ESP) framework, which explains how environmental changes influence strategic choices. The aim of this study was to advance our knowledge of emerging market exporters’ strategic actions by examining the extent to which these exporters utilize information and communication technology (ICTU) and behave proactively under conditions of export market dynamism, which refers to the exporters’ perceived customer-related changes in foreign markets. Literature suggests that ICTU and exporter proactiveness are essential strategic postures for exporters to enhance their performance; nonetheless, an empirical investigation that simultaneously examines both of these factors is still lacking. Our conceptual model was based on the ESP framework, integrating concepts from dynamic capabilities and information processing theory. Four corresponding hypothesized relationships were tested among a diverse sample of 259 exporters in Thailand. Existing scales were adopted to measure Export market performance (EMP), Export financial performance (EFP) and Export market dynamism (EMD) and new scales were developed for ICT utilization (ICTU) and proactive export market development (PEMD). Firm size and exporting experience were included as control variables. With the presence of common method variance (CMV), CMV-adjusted correlations were used in the analyses. Scale validation and hypotheses testing were conducted using factor analyses and structural equation modeling. The results partially substantiate the ESP paradigm, as EMD had a positive relationship with PEMD, but not with ICTU. Also, consistent with dynamic capabilities theory, our findings indicate that PEMD enhanced both EMP and EFP. The pooled data results did not provide full support of the information processing theory, as we only discovered significant EMD-ICTU-PEMD-EMP relationships amongst firms with more exporting experience. Firms with less exporting experience may not be as prepared as those with more experience in processing new information and adjusting their strategies accordingly in a timely manner. These findings have meaningful practical implications for export managers.

While market orientation is long evident to be a key contributor to firm performance (Narver & Slater, 1990; Jaworski & Kohli, 1993), firms now increasingly find that proactive market orientation (Narver, Slater & Maclachlan, 2004) may be more appropriate for the rapidly changing market. Not only can it contribute to new product development success, it is proposed that it can enhance the ability to market which is labeled marketing exploration (Kyriakopoulos & Moorman, 2004). In this study, we posited proactive market orientation together with the original market orientation named here responsive market orientation as essential to developing a firm’s marketing exploration capability. As marketing competences reside in the everyday routines and practice related to the marketing function, marketing exploration enables one to update the ability to perform various marketing tasks which is essential capability of the firm to get ahead of the competition. Entrepreneurial orientation is also introduced as a mediating factor between the above relationships with the argument that such posture is related to a firm’s propensity to innovate, take risk and be proactive (Lumpkin & Dess, 1996) which is related to a proactive market orientation. A survey was carried out in China and results show that proactive market orientation is positively related to marketing exploration while responsive market orientation has positive impact on marketing exploration only through entrepreneurial orientation. Marketing exploration in turn positively impact firm performance. Results of this study contribute theoretically in revitalizing the market orientation literature which has been research for almost three decades. While leading customers with a proactive market orientation is getting more salient in this rapidly changing market environment, the original market orientation cannot be ignored. Both orientations are essential to enhance firms’ ability to renew their marketing skills and routines. This is definitely more important than just coming up with new products/services as it enables firms to update its marketing knowledge and skills so is crucial to long term performance.

The present research investigated whether stereotypes embedded within the luxury market (Han, Nunes, & Dreze, 2010) can undermine decision performance for lower-income consumers, who encounter negative stereotypes about their ability to make good luxury product decisions. Two studies tested the effect of stereotype salience (Shapiro & Neuberg, 2007; Steele, 1997) on lower-income consumers’ performance on a luxury good decision task. In Study 1, we manipulated the decision domain (luxury versus economy purchase) and found evidence of the predicted stereotype threat effect among lower-income consumers performing a luxury (but not economy) market decision task. In Study 2, we manipulated the extent to which the luxury market stereotype would be seen as an accurate reflection of actual income-based differences in the ability to make good luxury product decisions. We found that the gap in the decision task between lower- and higher- income consumers was attenuated when the stereotype had been portrayed as inaccurate. Together, these studies suggest that marketers and policy-makers should recognize this stereotype threat in the marketplace, which undermines the quality of important purchase decisions by lower-income consumers, and should implement interventions to protect their welfare.

본 연구의 목적은 신흥시장 내 기업집단의 국제화 및 성과간 관계를 조명하는데 있다. 또한 국제 화의 경험이 기업의 성과에 영향을 미칠 수 있다는 가능성 하에 국제화로 인한 학습효과가 있는지 를 밝히고자 한다. 주식시장에 상장되어 있는 409개의 제조기업을 대상으로 시행된 실증에서, 본 연구는 첫째, 최소한 기업성과를 바탕으로 드러난 결과를 볼 때, 적어도 한국의 신흥시장 기업집단 만큼은 국제화로 인한 혜택을 크게 보지 못한 것으로 나타났다 (이는 U자형 성과-국제화 관계를 보여준 개별기업의 결과와 배치된다). 둘째, 기업성과와 국제화 경험간 관계와 관련하여, 신흥시장 의 기업집단에서는 유의미한 관련증거를 발견할 수 없었던 반면, 개별기업에서는 S자 형태의 상관 성을 목격할 수 있었다. 전체적인 관점에서, 본 결과들은 신흥시장 기업집단의 경우, 국제경영을 행함에 있어 고유의 기업특성을 보유하고 있다고 추측되며, 따라서 향후 미래연구에서는 기존 선행 연구에서 간과한 영역, 즉 신흥시장 기업집단의 국제화와 성과를 측정함에 있어 기업의 고유특성이 어떠한 매개효과를 가지는지를 살펴볼 필요성이 제기된다.

We propose that while EMFs’ international diversification promotes new product performance, technological capability actually mediates the relationship between international diversification and new product performance. We further argue that focusing on more developed markets strengthens the positive effect of EMFs’ international diversification on their technological capability accumulated over the process of internationalization, whereas it weakens the impact of EMFs’ technological capability on their new product performance because EMFs have to compete with local and global firms in the more developed target countries. Analysis on Chinese manufacturers’ international efforts provides support for these hypotheses.

With the impact of globalization, businesses nowadays are searching for new ways to compete more effectively in today’s business marketplace. Companies that have already performed successfully in the external market but cannot perform well with their internal market may find themselves at a disadvantage in the long term (Ralston et al., 2006). Whilst businesses often spend significant amounts on their campaigns to attract external customers, they may also need to consider the internal market place and specifically their internal customers’ needs, i.e. employees, as they often have a significant impact on external market performance and profitability (Lings and Greenley, 2009). In light of fairly extensive literature on the employee management, the idea of viewing employees as internal customers was initiated from the concept of internal marketing and there are an increasing number of studies attempting to develop the concept of internal market orientation (IMO) to further facilitate the internal market exchange feasibility.Whilst employment relationship research has been served as a useful proxy for employee attitude and behavior (Choi & Peng, 2015), the notion that IMO could serve as a predictor of firm performance success has not yet been fully examined in the extant literature. Investigating such relationships combines the adoption of marketing perspectives with strategic human resource management across the organization per se. As such, drawing on data collected from 825 respondents across three different managerial levels in 275 organizations, this study contributes to the pertinent literature by developing a framework to measure the impact of IMO on organizational performance from the internal and external perspective as well as at the individual and the departmental level. Specifically, our findings reveal that IMO, consisting of internal information generation, internal information communication and responsiveness positively enhances employee retention, employee commitment, interdepartmental connectedness and significantly reduces interdepartmental conflict. In turn, given the exception of employee retention, these serve to significantly influence organizational performance. Our study provides several implications for scholars and management, as well as outlining some useful directions for future research.

본 연구는 급변하는 경영환경 속에서 BtoB거래에서의 협업이 중요함에도 불구하고 협업을 구성하는 요소가 불명확하기에 협업Quality라고 명명한 측정도구 개발이 목적이며, 이를 바탕으로 BtoB기업의 조 직성과와의 구조적 관계를 연구한 논문이다. 협업Quality의 측정개발은 Study1, Study2로 구성이 되어있으며, Study1에서는 FGI를 통해 협업 Quality의 측정항목을 개발하고, 전문가 집단의 인터뷰를 통해 협업의 구성요인을 알아냈다. Study2에서 는 측정항목들의 신뢰성과 타당성을 검증하여 4개의 요인으로 도출하였고, 이 요인들을 신뢰, 공유된 목표, 정보공유성, 조직유연성으로 명명하였다. 마지막으로 도출된 요인들과 조직성과와의 관계를 규명하였다. 결과적으로 본 연구의 협업Quality는 BtoB거래에서 공급업체와 구매업체간의 협업을 의미하며, 개발된 측정도구는 향후 협업과 파트너십 연구에 기초자료가 될 것으로 기대된다.

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.

The present study is aimed at examining in multilateral ways the structural relationship among technological orientation, market orientation and product development performance of manufacturing companies, which are deemed to be key factors for them to increase absorptive capacities. From the study, it was revealed that: First, in terms of the relationship between market orientation and absorptive capacities, it was made clear by the analysis that the market orientation sought after by manufacturing companies has influence upon their absorptive capacities. Second, with regard to the relationship between technological orientation and absorptive capacities of manufacturing companies, the analysis found that the technological orientation pursued by them affects their absorptive capacities. Third, as for the relationship between absorptive capacities and product development performance, the analysis made it clear that the absorptive capacities of manufacturing companies exerts influence upon their product development performance. Fourth, in respect to the relationship between market orientation and product development performance, it was concluded from the analysis that market orientation produces effect upon product development performances like technological innovation and acquisition of new technologies needed for product development. Finally, regarding the relationship between technological orientation and product development performance of manufacturing companies, it became obvious from the analysis that the technological orientation affects the product development performance.