Based on expectancy theory, this study examines the extent to which franchisees share innovative ideas within the franchise system as a function of their expectation that the ideas are adopted (success expectancy), and their belief that such effort benefits their own personal interests (valence) under different service industries. In addition, satisfaction is considered as an additional motivator that may promote the sharing of ideas. We argue how can the decision maker (franchisor) be aware and take advantage of unknown innovative ideas the franchisees may have.

Diversity has long been discussed to impact on firm innovation (Arun and Joseph, 2021; Tshetshema and Chan, 2020; Xie et al., 2020; Zhan et al., 2015; Ostergaard et al., 2011). On the one hand, the value of diversity literature suggests that employee’s diverse knowledge is a key driver of competitive advantage at organizational level (Lungeanu and Contractor, 2015; Teece, 2009; Chandler, 2001; Grant, 1996). Employees with diverse knowledge, experience and skills benefit the firms by creating more innovation opportunities via triad-and-error or knowledge combination approaches (Quintana-Garca and Benavides-Velasco, 2008). They extend organizational routines and search activities (Dosi, 1988), and increasing absorptive capacity (Zahra and George, 2002) and organizational learning (van der Vegt and Janssen, 2003). The integration of different resources and knowledge embodied and embedded across the diversified employees within a firm generates new products (Grant, 1996). On the other hand, some empirical studies found that employee diversity result in conflict, division and disbanding of the innovation teams. It creates stereotyping, and in-group/out-of-group and cognitive biases (Williams and O’ Reilly, 1998). For example, gender diversity can create emotional conflicts, reducing team performance (Pelled et al., 1999), and the quality of new ideas may be reduced (Cave and Valentine, 1999). Thus, it is very difficult for firms to manage the employees with diverse cognitive and demographic backgrounds (Joshi and Roh, 2009; Harrison and Klein, 2007; Williams and O’s Reilly, 1998), and eventually get benefits of it (Roberge and Dick, 2010). Employee diversity “appears to be a double-edged sword, increasing the opportunity for creatively as well as the likelihood that group members will be dissatisfied and fail to identify with the group” (Milliken and Martins, 1996, p.403; Zhan et al., 2015; Gonzalez-Moreno et al., 2018).

휴먼서비스를 제공하는 사회적기업은 제조업과 달리 무형의 서비스를 상품화하여 판매하기 때문에 상품에 대한 자사의 경쟁적 우위의 서비스와 가치를 제공해야 한다. 또한 취약계층의 클라이언트들(clients)은 사회적기업 서비스와 그 서비스를 제공하는 종업원들에 의해 높은 기대치를 가지고 있다. 본 연구는 휴먼서비스만을 제공하는 사회적기업 종업원을 대상으로 이들의 서비스지향성에 대한 정확한 개념과 이를 구성하는 요인들은 무엇이며, 이러한 서비스지향성이 조직구성원의 서비스태도(예를 들면, 직무만족과 서비스몰입)와 친사회적 서비스행동에 어떠한 영향을 미치고, 이들이 어떻게 지각되고 있는지를 구체적으로 분석하여 차별화된 전략적 시사점을 사회적기업 연구자나 실무자에게 제공하는 것이다. 휴먼서비스 사회적기업은 인적자원관리 관점에서 볼 때 종업원의 서비스지향성 인식이 클라이언트 만족에 영향을 미칠 수 있으므로 서비스지향적 성향을 가진 종업원의 특성을 파악하고 관리해야 한다. 따라서 본 연구는 종업원 서비스지향과 관련된 종업원의 직무관련 태도를 예측하는 인과관계 모형을 제시함으로써 사회적 기업의 서비스지향성이 높을수록 직무만족과 서비스몰입이 높아져 클라이언트에게 친사회적 서비스행동으로 이어진다는 점에서 종업원을 친사회적 자산(pro-social capital) 관점에서 관리하고 평가해야 할 필요성을 제시하였다.

With the introduction of the Internet in the 21st century, the manufacturing-oriented industry, so called EMS(Electronic Manufacturing Service) specialized in manufacturing only, is rapidly expanding. From the beginning of the year 2000, the EMS industry in advanced countries around the world, whereas a strong Motivation System in which a manufacturing related staff plays a main role, has began providing the source of competitiveness. And this industry is regarded as a core of management linking productivity directly to management performance. Thus, all the manufacturing sectors including not only the electronic industry but also mechanical industry in the future are observed to be divided into two industries; a Maker strategy industry focused on marketing and development, and a EMS industry specialized in manufacturing. Therefore, we need to evaluate whether the industries should continue to support the Manufacturers Strategy or attempt to change into the EMS industry However, with no approved evaluation standard on hand as to an actual EMS industry, in this thesis, we develop the EM(EMS-Maker) Chart in order to analyze both the Manufacturer Strategy and the EMS industries.

By the continued island-mainland bridging works, increased consumer demand for seashore regions and fundamental improvement of accessibility to metropolitan areas, rural service industries in the island areas has been rapidly developed in the past decades, and also, their functions differentiated geographically. In most island areas, catering and accommodation sectors have been expanded, while traditional trading sector decreasing. And the dominant power of public sectors has been increased but private ones decreased. So, the overall development trends of service industries in island areas would be considered as unhealthy for rural economic sustainability. As a tentative solution, it may be proposed that through the functional specialization/differentiation and efficient linking/networking of rural service industries with multifunctionality of countryside capitals, their spatial cohesion would be strengthened.