The retailing industry is experiencing a significant transformation driven by e-commerce adoption and tech-innovations; being under pressure to provide exciting and memorable shopping experiences that lead to customer acquisition and brand loyalty. This paper depicts three innovative retail solutions from Australia for business growth through strategic implementation of technology, in-store design and customer engagement.

본 연구에서는 국제 전략적 제휴에서 파트너 간 문화적 거리가 점진적 혁신 성과와 급진적 혁신 성과에 미치는 효과에 대해 분석하고자 하였다. 이에 더하여, 동일 산업 간 제휴 및 이종 산업 간 제휴의 차이로 대표되는 파트너 간 산업 지식 기반의 차이가 독립변수의 효과를 조절하는지 규명해 보고자 하였다. 구체적으로, 문화 차이에서 비롯된 파트너 간 인지적 거리(recognition distance)가 혁신에 필요한 학습 능력에 영향을 미친다는 이론적 논의와 이러한 영향력이 산업 환경의 지식 기반 차이에 따라 달라진다는 관점 하에 가설을 설정하였다. 본 연구의 가설 검증을 위해서는 2009년부터 2012년까지 4년의 기간 동안 139개의 국내 코스닥 상장 기업이 체결한 364건의 국제 전략적 제휴를 표본으로 특허 창출 건수를 종속변수로 하는 음이항 회귀분석(negative binomial regression)을 실시하였다. 분석 결과, 제휴 파트너와의 문화적 거리가 멀수록 점진적 혁신에 긍정적 영향을 미치는 반면, 급진적 혁신에는 부정적 영향을 미치는 것을 확인할 수 있었다.

A well-known dilemma in strategic marketing is whether a firm can be simultaneously both efficient in its existing business and innovative in creating new business (Atuahene-Gima 2005; Christensen 1997). Beleaguered companies such as AOL, Kmart, Motorola, Nokia, Polaroid, and Sears are examples that were once highly efficient in serving customers, but partly due to that efficiency in their existing business, paradoxically failed to introduce innovations. The potential tension “between innovation and efficiency—is one that’s bedeviling CEOs everywhere” (Hindo 2007). Two questions regarding the efficiency–innovation tradeoffs are especially intriguing to researchers and managers alike. First, to what extent are such tradeoffs driven by efficient firms’ lack of eagerness or willingness to innovate in the first place, or lack of ability to innovate and promote innovations? Second, can certain strategic marketing factors mitigate the tension of such tradeoffs? Indeed, anecdotal evidence indicates that not all firms that are efficient in their current business (e.g., Charles Schwab, Capital One) lack innovative thrust. In fact, efficient firms may actually be eager to innovate: Nokia, for instance, originally innovated an online “app store” service as well as touchscreen smartphones and Internet tablets in the 1990s and 2000s, much earlier than Apple (Ben-Aaron 2009; MobileGazzette 2008). Similarly, Polaroid was originally a pioneer in developing digital cameras and imaging services in the 1980s (Tripsas and Gavetti 2000). The eventual failures of Nokia’s and Polaroid’s innovation efforts, thus, do not seem to be due to their lack of eagerness to innovate, but perhaps the inability to manage the efficiency–innovation tension. In contrast, other companies seem to be able to manage this tension. For instance, in financial services, Charles Schwab is often commended both for its efficiency and its innovativeness, and the firm itself feels the “need to invest in innovation to maintain a competitive edge” (Gilson 2012). Against this backdrop, we focus on two questions: (1) What exactly are the tradeoffs and tensions between a firm’s existing efficiency, innovativeness in its new offerings, and new offering performance? And (2) how can strategic marketing assets such as customer base and advertising intensity mitigate the tradeoffs? Should such assets help to alleviate the inherent tension, they would give executives tools to pursue both efficiency and innovation at the same time and succeed with their new innovative offerings. Empirically, we focus on the service sector, whereby the actual technical development of innovations is not very costly in tangible financial terms (Crawford and di Benedetto 2008; Droege et al. 2009; Thomke 2003)―making the intangible firm capabilities most likely determinants of (innovation) performance rather than tangible resources (cf. Vorhies, Morgan, and Autry 2009). Therewith, we examine our research questions with a comprehensive census dataset of all new service introductions (n≈500) in one national market: The Finnish mutual funds industry (1997–2010). The sector of financial services is especially relevant for the efficiency–innovation tradeoffs because in this sector, many firms are compelled to engage in both efficient operations and effective (financial) innovations. Our empirical focus on all firms in one market precisely identifies and measures the efficiency levels of all competing firms, relative to the best-performing competitors, as well as innovativeness (earliness) in introducing new services compared to all rivals. For a marketing perspective, we focus on firms’ existing customer-perceived service efficiency (over the entire portfolio of existing services, i.e., funds)—defined through the ratio of output value that customers obtain from the firms’ current services to the (customer) cost inputs. We also carefully delineate between (a) innovativeness of a new service introduction and (b) its performance. Doing so can reveal the potentially contradictory effects of existing efficiency on new service innovativeness (willingness to innovate) vis-à-vis new service performance (ability to make innovations succeed). As our key results, we firstly identify and explicate the baseline efficiency–innovation tradeoffs. Specifically, our results suggest that while existing service efficiency increases the innovativeness of new services introduced by the firm, it simultaneously (1) leads to decreased business performance for the new services introduced and (2) diminishes the positive influence of innovativeness on performance. In sum, these findings imply that on the baseline, highly efficient service firms may be too eager to innovate, considering the sub-par performance they are likely to receive for those innovations. Secondly, our results reveal two strategic marketing factors, which have the potential to mitigate the tradeoffs. We find that the firm’s (a) focused customer base and (b) high advertising intensity can nullify the negative effect of existing service efficiency on innovativeness and the negative moderating effect of efficiency on the innovativeness–performance link.

This study aims to analyze the agreement of service innovation using contingency approach (manager personality, organizational structure) moderated by leadership agility. The study has been carried out on Islamic banking companies’ managers in Indonesia, from East Java and Yogyakarta region using purposive sampling technique with questionnaire and interviews as the method of data collection. The total number of respondents in the sample is 184. This sample is then analyzed using Euclidience Distance Simple Regression and Simple Regression Moderation method. The results prove that: (1) there is a partial fit between incremental strategy with reactive personality and mechanical organizational structure, which increases the service performance; (2) there is a partial fit between radical strategy with proactive personality and organic organizational structure, which increases the service performance; (3) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and reactive personality toward service performance; (4) leadership agility is able to strengthen the fit the relationship between radical innovation strategy and proactive personality toward service performance; (5) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and mechanical organizational structure toward service performance; and (6) leadership agility is able to strengthen the fit of the relationship between radical innovation strategy and organic organizational structure toward service 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.