목적 : 각막관련 수치가 안구의 새그높이에 미치는 영향과 어떠한 요소가 안구의 새그높이에 가장 큰 영향을 미치는지를 알아보고자 하였다. 방법 : 20, 30, 40, 50대의 건강한 240개의 눈을 대상으로 IOLMaster 700을 사용하여 전방깊이와 안구길이 를 측정하였고 Keratograph 4를 사용하여 각막중심곡률반경과 각막이심률을 측정하였고, KR-800을 사용하여 등가구면굴절력을 측정하였다. 각막 새그높이는 공식을 사용하여 계산하였다. 결과 : 각막 새그높이에 영향을 가장 크게 미치는 요소는 각막직경이었고 그 다음은 각막이심률이었다. 그리고 각막중심곡률반경이 가장 작은 영향을 미쳤다. 본 연구에서 0.10 mm 정도의 각막 새그높이 변화는 각막직경 0.20 mm 그리고 각막이심률 0.05~0.10의 변화에 상응하는 것으로 나타났다. 결론 : 소프트 콘택트렌즈 피팅이 콘택트렌즈의 새그깊이와 각막의 새그높이 관계에 의해 영향을 크게 받는다면 각막직경 및 각막이심률의 측정은 콘택트렌즈의 변수를 선택하는데 있어서 적절한 방법으로 생각된다. 더불어 각막 새그높이와 각막직경 및 각막이심률과의 수치 관계는 소프트 콘택트렌즈 피팅을 위한 추가적인 정보로 활용 될 수 있으리라 생각된다.

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).

Value creation is the purpose and end result of business relationships. However, there has been little research on the sources of relationship value in cross-border interfirm relationships. This is surprising given that value creation and delivery is arguably a more complex and difficult task in international markets than in domestic ones due to the differences in culture, language, management styles, and economic, social, and legal systems between exchange partners. This study investigates the drivers of relationship value in manufacturer–foreign distributor relationships. The focus is on distributor-perceived relationship value because it is typically the customer firm the final arbiter of value. The study develops a research model that consists of four different groups of predictors of relationship value: (1) exporter capabilities (i.e., marketing and technological); (2) importer capabilities (i.e., market-sensing and customer relationship management); (3) relational factors (i.e., relationship learning and cultural compatibility); and (4) market factors (i.e., competitive intensity and market growth). The identification and specification of these prognostic factors of relationship value formation was based on the review of extant literature and exploratory interviews with import and export managers. The study employs partial least squares-structural equation modeling to test model relationships. The results indicate that exporter marketing and technological capabilities, importer market-sensing and customer relationship management capabilities, relationship learning, cultural compatibility, and market growth are potent determinants of relationship value in manufacturer–foreign distributor relationships, while competitive intensity has no detectable effect. Several managerial implications are extracted from the study, as well as suggestions for future research.

Researchers have yet to investigate whether it is beneficial for exporters to engage in greater levels of product adaptation in their export operations, or whether there is some limit to the amount of adaptation exporters should engage in. We posit that customer value creation, a central marketing concept and a mechanism to achieving market and financial goals in business to business markets, is a core outcome of export product adaptation activities. In order to explore the routes by which adaptation may shape export customer value creation, we adopt a multi-faceted conceptualization of firm-level product adaptation, comprising export product adaptation (i) quantity, (ii) intensity and (iii) novelty. Drawing on survey data from 249 Finnish exporters involved in business-to-business activities, we find evidence to support the claim that the impact of export product adaptation on export customer value creation is contingent on various factors, and we identify instances where greater adaptation is beneficial for export customer value creation, and instances where greater export product adaptation is potentially harmful for export customer value creation.

With the advent of globalization and the accompanying rapid changes in economic environments, firms have gradually transformed their mode of operations from one based on the traditional good-dominant logic to one based on service-dominant logic. The emergence of service-dominant logic has resulted in the development of value co-creation, which refers to the process through which firms, suppliers, and customers all become involved in the discovery and creation of product value and create added value through even and reasonable distribution. Drawing upon the SDT theory, the current study has the following three research objectives. First, the current study investigated the influence of transformational leadership on employee-based value co-creation and the impact of transformational leadership on employees’ intrinsic motivation to further enhance their value co-creation. Second, this study sought to understand the mediating mechanisms between transformational leadership and employee-based value co-creation; financial and non-financial variables were used as the mediators to explore whether the financial incentive affects employees’ intrinsic motivational process with regard to the transformational leadership that leads to employees’ intrinsic motivation. Third, positive psychological capital was used as a mediator to examine whether it mediates the relationship between the financial perspective and value co-creation. Fourth, self-concordance was also adopted to examine whether self-concordance mediates the relationship between the financial perspective and value co-creation. We collected 513 survey responses from 81 teams in firms from diverse industries in Taiwan. The present study makes the following contributions. First, previous research related to leadership behavior primarily focused on the influences of leadership behaviors on employee attitudes and behaviors. Only a few studies addressed the impact of leadership on value co-creation. Drawing on the self-determination theory to build our research framework, our study contributes to the field by investigating how transformational leadership stimulates employee-based value co-creation. Second, the present study investigated the psychological mechanisms involved in the motivational process in the context of the ways in which transformational leadership facilitates changes in employee behavior, particularly for employees’ intrinsic motivation. Third, the present study proved that financial and non-financial incentives respectively mediated the relationship between transformational leadership and positive psychological capital. Additionally, both financial and non-financial incentives mediated the relationship between transformational leadership and self-concordance. These results suggest that both financial and non-financial incentives could be effective ways for transformational leaders to intrinsically motivate their employees. These findings are valuable contributions to the leadership studies field. Fourth, the present study adopted hierarchical linear modeling (HLM) to conduct a multi-level analysis of the relationship between transformational leadership and value co-creation.

In tourism industry, tourists at the post-fordist era have overlooked tangible aspects of consumption by focusing on tourists’ experience and satisfaction. Recently, many scholars have employed the marketing concepts to investigate tourists’ need, want, and demand, especially, value co-creation. However, there is a little interest to focus on value co-creation in tourism industry, in spite of the fact that tourists in the digital age have decided to travel by intangible aspect of consumption – emotional and experience. Additionally, we also employ the concept of psychological carrying capacity to understand how tourist value relates to psychological carrying capacity. A total of 380 completed questionnaires are collected and the data were analyzed using Pearson’s correlation analysis. The correlations between tourist value and psychological carrying capacity were examined in order to understand the relationship of tourist value toward environmental concern in the settings of island area. The results show that there is the direct relationship between tourist value, perceived crowding, interactions between tourists, perceived physical environment, overall satisfaction, and returning intention.

The purpose of this study is to investigate the interrelationships among customer perceived value, customer satisfaction, and switching costs as antecedents of customer loyalty in business-to-business (B2B) contexts. Customer loyalty influences firms’ performance as a key source of competitive advantage. Customer loyalty is essential in B2B contexts, although many studies of customer loyalty have focused on the business-to-consumer (B2C) context. Recently, the use of robotics in the industrial marketing environment has become increasingly prevalent. Given the prevalence of robotics in B2B contexts and the importance of customer loyalty, this study investigates the impacts of robotics in industrial marketing relationships, customer perceived value, customer satisfaction, and switching costs on enhancing customer loyalty.

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.

Value creation constitutes the essential purpose of a business relationship. However, limited research examines the role of relationship value in interfirm relationships in general and in international business settings in particular. This study develops a conceptual model that positions psychic distance, relational norms, and relationship learning as antecedents of relationship value, and relationship quality and performance as its key outcomes in international channel relationships. The study uses partial least squares-structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to test the model relationships. Comparing the findings of these two approaches provides an interesting basis for discussion on the importance and applicability of PLS-SEM and fsQCA. Furthermore, the results provide an important addition to the relationship value literature and an interesting discussion on the asymmetric versus symmetric relationships among the observations.

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

목 적: 본 연구의 목적은 최근 시력검사와 조제가공, 그리고 제품의 차별화를 기반으로 다양한 형태의 안경원이 탄생하고 있는 경영환경에서 안경원의 관계효익과 경북지역 20대 대학생의 고객가치가 어떠한 관 계를 나타내는지를 확인하고자 하였다. 방 법: 본 연구는 안경원에서 안경테, 안경렌즈, C/L를 구입하였던 217명의 20대 대학생들을 대상으로 설문조사하고 그 데이터를 분석하였다. 데이터 분석은 SPSS 18.0 통계프로그램을 이용하여 빈도분석, 요인 분석, 회귀분석을 실시하여 안경원의 관계효익과 고객가치에 관한 연구 가설을 검증하였다. 결 과: 첫째, 관계효익 중 경제적효익이 가격가치에 긍정적인 영향을 미쳤다. 둘째, 관계효익의 네 요인, 즉 경제적효익, 고객화효익, 사회적효익, 심리적효익이 모두 품질가치에 미약하지만 긍정적인 영향을 미치 는 것으로 나타났다. 셋째, 관계효익 중 경제적효익이 사회적가치에 긍정적인 영향을 미치며, 넷째, 관계효 익 중 사회적효익이 감정적가치에 긍정적인 영향을 미치는 것으로 나타났다. 결 론: 본 연구에서는 안경원의 관계효익 중에서 경제적효익이 가격가치와 사회적가치에 중요한 역할을 하는 것과 관계효익의 네 요인이 고객의 품질가치에 약하지만 고르게 영향을 주는 것을 발견하였다. 또한 사 회적효익은 감정적가치에 영향을 미치므로 안경원 경영자는 고객에게 제공되는 경제적효익을 개발하는 노력 뿐만 아니라 안경원을 지속적으로 이용함으로써 획득하게 되는 사회적효익을 높이고 고객이 인식하는 다양 한 가치를 개발하기위한 노력을 기울여야 할 것이다.

본 연구는 경영자의 사업에 대한 가치관을 경제적 가치관과 사회적 가치관으로 구분하고, 두 가치관이 교육훈련 투자(교육훈련 총액, 교육훈련 방법 다양성)에 미치는 영향을 파악하고자 하였다. 그리고 경영 자의 사업 가치관과 교육훈련 투자의 관계에서 불확실한 환경과 전년도 경영성과를 조절변수로 설정하여 환경 및 재정적 여건들 하에서 교육훈련 투자에 대한 경영자 사업 가치관의 영향력을 확인하고자 하였다. 조사는 군산 소재 500여 개의 중소기업 경영자들을 대상으로 사업 가치관과 교육훈련 투자(금액 및 방법)에 대해 설문조사하였다. 설문조사는 우편, 이메일, 그리고 직접 방문 등을 통해서 이루어졌으며, 총 153개 업체의 자료를 통계 처리하였다. 연구결과는 다음과 같다. 첫째, 중소기업 경영자의 사회적 가치관은 교육훈련 투자액과 교육훈련 방법 다양성 모두에 통계적으로 유의한 정(+)의 영향을 나타냈다. 이 결과는 경영자가 기업 운영을 통해 사회 에 기여하고자 하는 신념이 강할수록, 보다 고품질의 제품과 서비스를 양산하기 위해 교육훈련 투자액을 높이고, 다양한 교육훈련 방법들(현장 OJT, 멘토링, 직무 관련 교육 프로그램, 관리자 승진 교육훈련, e-Learning, 외부 강사 초청 교양교육 등)을 동원함을 보여주는 것이다. 둘째, 경영자의 경제적 가치관과 교육훈련 방법 다양성과 통계적으로 유의한 부(-)의 영향을 나타냈다. 즉, 경제적 가치관의 중소기업 경영 자는 필수적인 교육훈련 이외의 다양한 교육훈련에 부정적임을 알 수 있었다. 셋째, 환경 불확실성과 전년 도 경영성과는 통계적으로 유의하지 않았으며, 그 이유를 논의하였다. 마지막으로 연구의 시사점과 한계점을 토론하였다.

Purpose The current rapid growth of internet-based commerce is putting pressure on brick-and-mortar retail outlets due to an urge to redefine the role of store spaces from sales channel to, among others, a branding instrument (Hines & Bruce 2008, Nobbs et al 2013). Differentiation in the fashion business being mostly based on non-tangible, emotional, produt attributes, fashion brands recognise the importance of offering a three dimensional environment in order for people to ‘experience’ the brand (WGSN 2014, Lea-Greenwood 2013, Easey 2008). The increased amount of flagship and (or) concept stores must be understood in this context. However, given the need for a clearly identifiable brand identity, one could argue that, depending on a brand’s idiosyncratic identity, sometimes a flagship store might be superfluous, or else it should present different features and chatracteristics. So for instance the introduction of what are commonly know as ‘third spaces’ in stores goes at the expense of space where garmets could be stocked, and thus impacts an important metric like turnover per square meter. Hence, in the context of flagship stores, the questions arise of 1) should every fashion brand have a flagship store? or else: 2) given that a brand has a flagship store: is there a relationship between its symbolic value some flagship store’s characteristics? Design/Methodology The methodological stance in this paper is mainly interpretative, as we aim at a richer understanding of the relationship between branding and retailing. At first a large number of qualitative data (22 interviews and 678 store observations) have been collected about characteristics of flagship stores around the globe. Afterwards the brands, owners of the stores, have been classified according to their Glue Value, i.e. according to the benefits that the symbolic value of the brand implies. We have then looked for a corrispondence between the store features and the brand that would reflect the Glue Value dimension. Findings We have found partial evidence of a correspondence between the glue value of a brand and its flagship store’s characteristics. We hypothesise this might be due to two main reasons 1) brands with a lower glue value tend to profile emotional rather than functional values, and attempt to portray that in a store with mixed results (literally). Secondly it is clear that the location and ownership of the store has a major impact on the need to fulfill ‘harder’short term financial goals (like e.g. turnover per square meter). Limitations One main limitation in this study is the self-selection bias. As normally brands with a higher glue value feel the need for a flagship store , the data could be richer and results more valid if we did include data from a wider range of store typologies. Social/Managerial implications The outcomes suggest that brand owners are seldom aware of the longer-term strategic function of their stores. Especially given the growth of internet based transactions, we offer a framewokr for brand owners to rethink the role of their stores in the context of their branding strategy. Also we suggest that, as with strategy (cfr Michael Porter) making a unique and definitive choice about the role and function of a store is increasingly important for the perception of a brand’s identity. Originality To our knowledge som eauthors suggest a relation between branding and distribution strategy, but little work has been done that tends to infer a relationship between a brand’s characteristics and the physical characteristics of its retail outlets.

Impacts of Relationship value on Loyalty of Online Group-Buying Customer in China With the development of e-commerce industry, online group-buying pattern has been one of the most popular online shopping patterns in China. Although the online group-buying platform has a large number of consumers, the consumer loyalty to specific online group-buying platform is low. For this phenomenon, scholars usually studied from the perspective of factors which influenced consumer behavior intentions. However, few studies focus on the component and measuring of relational benefits in the process of group-buying. Based on the perspective of consumers, this paper studied the relational benefits between consumers and online group-buying platform, and the perceived benefits of consumers who are in different relationship life cycle.This paper used SPSS to test the reliability and validity of data and carried some discussions about research model through factor analysis and regression analysis. The results indicated that relational benefits were significantly related to customer loyalty, that relationship quality and relationship life cycle was considered as mediator and moderator, respectively. Further, we made some management recommendations for operators in the online group-buying platform.

본 연구는 개인-조직간 가치부합이 조직구성원의 직무만족에 미치는 영향을 규명하고 두 변인간의 관계를 조절하는 변인들의 효과를 검증하는데 그 목적이 있다. 개인-조직간 가치부합과 직무만족간의 관계를 조절하는 변인들은, 다양한 가치를 추구하는 기업에서 조직의 가치와 다른 가치를 지닌 구성원을 유지하면서 낮은 수준의 가치부합이 직무만족에 미치는 부정적인 영향을 완충하는데 활용할 수 있다는 점에서, 실증적인 연구와 검증이 필요하다. 본 연구에서는 낙관성, 주도

본 연구는 우리나라 기업의 구성원이 지각하는 조직문화 가치변수 변화 추세와 조직성과의 관계에 관해 살펴본다. 이를 위하여 본 연구는 한국의 상장기업 240개 표본을 대상으로 실증분석을 하였다. 연구결과, 먼저 시간적 흐름(IMF 이전과 현재시점)에 따라 구성원이 지각하는 각 조직문화 가치 변수의 평균치는 “구성원 노동력의 중요성”에 관한 조직문화 가치 변수를 제외한 나머지 조직문화 가치 변수의 평균치는 변화된 것으로 분석 되었다. 세부적으로 우리나라 기

The purposes of this study identify how attributes of the website impact on consumer attitude toward the website. For this purpose, the study tested covariance structural model which set relationships among independent variables (interactivity and shopping value), meditated variable (relationship commitment), and dependent variables(attitude toward website). The data were collected from a sample of 239 internet shopper of college female students. The covariance structural model and research hypothesis analyzed by using SPSS 16.0 and AMOS 5.0 program. The results are as follows: First, the structural model is accepted significantly. Second, interactivity and shopping value of website have a positive influence on relationship commitment. Third, interactivity, shopping value of website, and relationship commitment have a positive impact on attitude toward the website. Forth, even if shopping value has not a positive influence on attitude toward the website, it was found to have a significant effect on attitude toward the website through the relationship commitment.

소프트 콘돼트렌즈의 재질파 보관용액에 의한 세포독성과 홉수 스펙트럼에 대한 홉광도를 비교하여 상호간에 관련이 있는지 여부를 조사하기 위해 본 연구롤 시행하 였다.7 개 제품의 각 제품별로 16 개 렌즈를 5ml의 증류수가 들어있는 병에 넣어 12 1 "C에서 1 시간 동안 용출하였다. 전에 연구한 배양세포 증식저해 시험에 대한 결과를 토대로 용출액과 보관용액에 대한 홉광도를 UV Spectrophotorne따를 이용하여 220- 350nm에서 측정하였다. 고함수 이온성 재질인 2 개 제품의 용출액과 보관용액의 홉 광도는 220-240nm에서 기준값보다 높게 나왔으나 241-350nm에서는 모두 훨씬 낮은 값올 나타내어 투명한 것으로 판명되었다. 이러한 결과로 용출액과 보관용액의 세포독성과 홉광도와는 거의 관련이 없는 것으로 판단된다.

The study aims to examine the relationships between service quality, experience value, relationship quality and behavior intentions. Validated measurements were identified from a literature review. The total of 309 valid respondents were used in this research. The measurement model and the conceptual model depicting hypothesized relationships were evaluated based on the 309 responses using confirmatory factor analysis and a structural equation modeling, accordingly. In addition, this study systematized the concepts, defined and tested the component scales of the relationship model between service quality, experience value, relationship quality and behavior intentions from the collected data, which helps to adequately identify the relationship between the factors in the model as well as the impact. The findings confirm that service quality influences experience values, relationship quality and purchase intention. Service quality, experience value, relationship quality and behavior intentions altogether are not well understood in current literature despite the important implication for managers, academicians and consumers alike. Contributes to a better fit between relationship marketing models and managerial practice in business markets. This study provides managerial implications regarding service quality and experience value so that firms and marketers can consult and apply. Managers should not only focus on the improvement of service quality but overall strategic planning.