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.

The purpose of this study was to analyze structural relationships with regard to the effect of customer integration, which is a type of integration in the supply chain, and market orientation of supply chain on the resulting change in the supply chain and management performance. The results of analysis in this study are as follows: First, customer integration and market orientation had a positive effect on reducing the flexibility and uncertainty of SCM. The decreased flexibility and uncertainty of SCM had a positive effect on non-financial performance, which also had a positive effect on financial performance. Second, customer integration and market orientation had a positive effect on financial and non-financial performance indirectly by decreasing the flexibility and uncertainty of SCM. Third, the effect of customer integration and uncertainty of SCM on the flexibility of SCM changed depending on the position in the supply chain; the effect was larger in the distribution group. The implications based on the analysis results are as follows: It is expected that the ability to deal with market changes in the overall supply chain is improved by laying the foundation for cooperation through establishing information infrastructure, including sharing information with trade partners and integrating systems, and implementing customer integration based on these achievements. It is also necessary to consider the business types and characteristics of individual companies in establishing information infrastructure.

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.

기업의 사회적 책임 활동은 일반적으로 재무성과 향상, 정부 및 지역사회와의 원활한 관계 형성, 브랜 드 가치 증가, 소비자 충성도 향상 등을 가져오는 것으로 알려져 있다. 최근에는 다국적기업의 자회사가 현지국가에서 벌이는 사회적 책임 활동 관련 연구가 주목받고 있다. 현지국의 정부, 사회, 고객과 원활한 관계 구축이 필수적인 다국적기업의 자회사는 위와 같은 효과를 목적으로 현지에서의 사회적 책임 활동을 전개할 유인이 크다. 다만 자회사의 사회적 책임 활동이 전략적 차원에서 이루어지는 만큼 이는 기업의 해외 진출 전략에 영향을 받을 것으로 예상할 수 있다. 즉 다국적기업 자회사의 현지시장지향성은 현지에서의 사회적 책임 활동에 긍정적 영향을 미칠 것으로 예상된다. 또한 본국과 현지국 간의 제도적 거리가 멀수록 외국인 비용 감소 동인이 커질 것이므로, 현지 사회적 책임 활동 수준은 높아질 것이다. 본 연구에서는 다국적기업 자회사의 현지시장지향성에 따라 사회적 책임 활동 수준이 어떻게 달라지는지, 또한 다국적기업 자회사의 전략적 의사결정에 영향을 미칠 수 있는 제도적 거리가 현지시장지향성과 사회적 책임 활동 간의 관계에 어떤 영향을 미치는지를 국내 도·소매업에 진출한 다국적기업 자회사를 대상으로 실증분석하였다. 2006년에서 2016년까지 193개 기업의 1,239개 관측치를 분석한 결과, 현지시장 지향성(한국어 홈페이지)이 현지 사회적 책임 활동과 정(+)의 관계를 가지는 것으로 나타났다. 또한 본국 과 현지국 간의 제도적 거리는 현지 사회적 책임 활동에 정(+)의 영향을 미치며, 광고집중도와 현지 사회적 책임 활동 간의 관계에 대하여 정(+)의 조절효과를 가지는 것을 확인하였다. 본 연구는 다국적기업 자회사의 현지시장지향성과 현지 사회적 책임 활동 간의 관계를 실증적으로 규명함으로써 다국적기업의 현지 사회적 책임 활동에 대한 이해를 넓힐 수 있을 것으로 기대된다.

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.

Specifics of emerging markets raise some questions on the applicability of wellestablished marketing concepts and scales, widely used in the developed markets, in the context of emerging markets. Over the past twenty years emerging markets have remained one of the main focus of marketing research. The interest of the researchers to the emerging markets is not accidental, it is caused by the peculiarities of the developing markets. Specific features of the emerging markets challenge the use of approaches designed for developed markets in emerging markets. Existing research describes peculiarities of emerging markets and shows the evidence of inability to use the theories designed in the developed markets in emerging markets (Burgess, Steenkamp, 2006; Sheth, 2011). The external environment and the increasing competition force companies to rethink their marketing activities and seek new sources of competitive advantages, and one of the primary tasks for the company is the development of customer orientation (Jacob, 2006; Ellis, 2006; Frambach, Fiss, Ingenbleek, 2016). Customer orientation (CO), as one of the key concepts of contemporary marketing, requires rethinking in the context of emerging markets (Sheth, 2011; Roersen, Kraaijenbrink, Groen, 2013; Smirnova, Rebiazina, Frosen, 2018). The purpose of this paper is to develop a tool for a complex evaluation of the company’s CO adapted to the specifics of the Russian emerging market. The empirical study includes mixed qualitative-quantitative design: at the first stage a quantitative survey with representatives of 239 companies operating in the Russian market, and at the second - 62 in-depth interviews were conducted to test the CO scale’s applicability to the Russian market.

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.

Export Market Orientation (EMO)- one of the most important strategic orientations of exporting firms- has received much attention in the last two decades within organization and academia alike. EMO has become an emerging issue that benefits the integration of market orientation, internationalization, and export performance literature into coherence. After the introduction of this concept in international business (IB) literature, we observed a surge of research focusing on EMO incorporating scale development for measurement as well as empirical studies that investigate the antecedents to and consequences of EMO along with moderation and mediation. This review systematically examines EMO research, analyzing 31 articles published in 19 leading journals available between 1999 and 2017. What we can conclude from the review is that EMO research is still in its infancy. We attempted to identify some research gaps and suggest some future avenues of research.

본 연구는 국내 수출중소기업의 시장지향성, 브랜딩역량, 신제품개발역량 및 경쟁우위 간의 관계를 살펴보고 이들의 관계가 수출하는 제품유형에 따라 상이하게 나타나는지 살펴보고자 하였다. 이를 위해 대한상공회의소의 DB를 바탕으로 수출중소기업을 대상으로 설문조사를 실시하였으며 총 407부가 실증분석에 이용되었다. 경로분 석을 실시한 결과, 시장지향성은 신제품개발역량 및 수출경쟁우위를 제고하였으며, 신제품개발역량은 경쟁우위에 긍정적인 영향력을 미쳤으나 브랜딩역량은 유의한 영향력을 미치지 않는 것으로 나타났다. 제품유형에 따른 변수 간 관계의 차이를 검증하기 위해 다중집단 경로분석을 실시한 결과, 신제품개발역량, 브랜딩역량 그리고 경쟁우 위에 대한 시장지향성의 긍정적 영향력은 산업재 수출기업보다 소비재 수출기업에 대해 더 높은 것으로 나타났으 나, 경쟁우위에 대한 브랜딩역량의 영향력은 소비재 보다 산업재 수출중소기업에게 더 높은 것으로 드러났다. 또 한 산업재와 소비재 기업 모두에 신제품개발역량은 수출경쟁우위를 차지하기 위한 중요 요인으로 밝혀졌다. 본 연구결과는 수출중소기업의 해외시장 경쟁력 제고를 위한 시사점을 제언한다는 점에서 의의가 있다.

A market-oriented culture remains a source of competitive advantage for organisations. Despite calls for an integrated research perspective on the linkage between organisational culture and market orientation (e.g., Deshpande and Webster 1989; Deshpande and Farley 2004), scholars have made limited attempts to examine the relationship between the two concepts. The objective of this study is to investigate what kind of organisational culture encourages and rewards market orientation behaviours. A structured survey was administered to 870 senior managers attending part-time EMBA programmes in prestigious business schools in China. A total of 370 completed questionnaires were returned, representing a response rate of 43 percent. The research findings suggested that different organisational cultures have different impacts on market orientation. Specifically, the results indicate that an adhocracy and a market culture facilitate the development of a market orientation, while a hierarchical culture hinders market orientation behaviours. However, the hypothesised negative relationship between a clan culture and a market orientation was not supported. This study seeks to extend the literature by responding to Deshpande and Webster ’s (1989) call for an integrated research of organisational culture and marketing. Besides its theoretical contributions, this study also offers some important insights for leaders of organisations. As organisations are driving to become more market-oriented, leaders need to understand why certain organisational cultures exist and their impact on market orientation practices. Although this research provides interesting insights on the understanding of market-oriented organisational culture, it is important to recognise the limitations of the research. Culture is a complex system of norms and values that develops over time and influences organisational processes and behaviours (Hurley and Hult 1998; Schneider and Rentsch 1988). On the other hand, time affects market orientation in a number of ways, such as lagged or cumulative effects during the implementation of a market-oriented strategy (Gauzente 2001). The inclusion of

The increasing competition in recent years made more and more firms regard strategic alliance as an important alternative and solution to respond to fierce competition. As a kind of system arrangement among firms, the concept of strategic alliance was first proposed by Hopland and Nigel in the early 1980s, who defined strategic alliance as the collaboration mode in which two or more firms, aiming at joint-owned both market and resources, formed the kind of cooperation to enhance advantages, share risk or cost, and also mutual flow of production factors via different kinds of contracts or agreement. However, even before this definition, many firms have already begun their alliance strategies practices. As a cooperative form, strategic alliance, no matter its specific types, becomes one key choice for firms to acquire, maintain and enhance their market shares and positions. Shrader (2001) found that collaboration to foreign firms become key methods for newly-founded firms and small firms to enter foreign markets, which can bring these firms with suitable knowledge and market information, making these firms expand even faster with lower costs and market risks. The enhancing pace of globalization and internationalization triggered firms’ attentions to external markets, Archibugi and Iammarino (2002) found that fierce changes in internal market forced firms to expand their market and product scopes, making more and more firms realize product and R&D internationalization by searching, choosing and collaborating with foreign firms. Dong and Glaister (2006) found Chinese firms cared more about market positions, international expansion and technology exchanges, while foreign firms tended to enter to Chinese market and learn how to operate in China via strategic alliances. Although, many scholars brought out managerial practices of firms’ strategic alliances, and had already formed theoretical foundations, researches related to market orientation, especially how alliance firms establish and realize their strategic goals and performance goals under market motivation is still lack of studies. In reality, the mechanism how firms’ alliance intention transformed into their strategic or performance goals is still in the black box. Taken alliance firms as research objectives, this paper tends to explore how firms constructed strategic alliance due to market-orientation realize their strategic or performance goals via choice of patent strategies. We introduced patent strategies to establish the matching model, to analyze how firms market orientation influence choices of patent strategies, and their mutual effects on firms innovative performance, in hope to provide to the future studies and managerial practice how firms can choose the reasonable and effective alliance partners according to their own strategic and performance goals. Based on differentiation of market access and market extension motivation, we pointed out that, in order to realize the transformation from alliance motivation to innovation performance, alliance firms had to choose and determine among a set of practical and operational plans. Patent strategies, as a kind of operational plan, were conducive to transformation from alliance motivation to innovation performance. With the framework of market motivation, patent strategy and firms innovative performance, we put forward the hypotheses on how market motivation affect firms’ choices of patent strategies, and also the joint effects of market motivation and patent strategies on firm innovative performance. We selected alliance firms in IT industry as samples, with data from Cooperative Agreements and Technology Indicators Database, USPTO and R&D Scoreboard released by Department for Business, Innovation & Skills of UK, we empirically tested effects of market motivation on choices of patent strategies, and also effects of market motivation and patent strategies on firms innovative performance. Results showed that: different market positions led to differentiated motivations and patent strategies in their strategic alliances, firms with relatively weak market positions tend to pursue strategic profile of patent defensive and leveraging strategies under market access motivation, while firms with strong positions would like to implement patent proprietary and leveraging strategies in market extension motivation. The implementation of patent defensive and leveraging strategies under market access motivation enhanced innovation efficiency of the firms with weak market positions. Since these firms focused more on market positions and opportunities, their market capitalization tended to improve, but the motivation and utilization of patent strategies had no effect on patent output. Similar to these firms, the ones with stronger market position were inclined to strengthen their market opportunities and improve their market capitalization. Results indicated that because of their stronger market positions, these firms showed lower awareness of innovation efficiency and their emphasis on patent output was not high either, which then led to the fact that both market extension motivation and patent strategies used had no effects on firms innovative performance measured by innovation efficiency or patent output.

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

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.

This study intended to exploratively depict both the influence of Environmental Turbulence, Market Orientation, and Learning Orientation of IT companies on Marketing Capability which is one of the organizational performance, and the moderating effects of Learning Orientation and Environmental Turbulence of IT companies on the relationship between Market Orientation and Marketing Capability as well as the relationship between Learning Orientation and Marketing Capability based on respective interactions among related variables. Through this study, several factors contributing to the enhancement of organizational performance such as competitor orientation, shared vision, and open-mindedness were highlighted as major ones, with the fact that competitive intensity, market and technological turbulence of environmental turbulence dimension make effects on organizational performance through interaction effect.

본 연구는 곤충산업 시장에서 지역자원을 활용한 동애등에 체험프로그램을 개발하기 위해 체험객의 곤충체험 지향성에 따라 세분화 하고 세분화된 체험객의 특성을 프로파일 하고자 수행되었다. 문헌연구를 바탕으로 곤충체험 지향성의 주요 속성을 도출하였으며, 곤충 체험객과 곤 충체험 박람회의 참석자를 대상으로 설문조사를 실시하였다. 총 325부의 유효표본을 수집하여 실증분석에 사용하였으며 체험 지향성의 속성은 교육 지향성, 정서 지향성, 사회 지향성, 자아 지향성과 연관되었다. 응답자는 학생들과, 자녀가 있는 부모를 대상으로 설문조사에 응답하도록 하 였다. 군집분석 결과 2개와 3개의 군집으로 분류되었으며, 예측타당성 및 판별분석 결과 모두 높게 나타나 최종 분석을 위해 응답자를 3개의 군집 으로 적절하게 세분화하였다. 3개의 군집은 체험에 소극적, 중도적, 적극적 지향 집단으로 명명하였으며, 적극적 지향 집단은 곤충체험에 대해 다 양하게 지향하는 집단으로 5 ~ 9세와, 10 ~ 14세의 자녀를 둔 부모는 감성적 체험 프로그램을 선호하고 체험 프로그램 비용으로 7 ~ 8천원의 지 불의사를 밝혔다. 세분 집단의 특성을 살펴본 결과 소극적 지향 집단과 중도지향적 집단은 교육적 체험에 가장 높게 지향하는 것으로 나타났으나 이들을 체험 프로그램에 관심을 갖게 위해서는 교육 지향적 프로그램을 개발하고 홍보마케팅을 강화한다면 참가의도가 높아질 수 있을 것으로 보 인다. 본 연구의 결과와 시사점은 곤충산업의 6차 산업화 활성화에도 기여할 수 있는 기초자료로 다양한 지향성을 충족시킬 수 있는 곤충체험 프 로그램 개발에 유용하게 사용될 수 있을 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.