The purpose of this study is to explore the value structure of sharing economy for consumers, and to construct a model of consumers' continuoususe intentionin the sharing economy. Firstly, based on the characteristics of sharing economy platform technology, this paper explores the composition of platform value (time adaptability, location adaptability, content accessibility) through qualitative analysis. Then through quantitative analysis, this paper explores the influence of platform value on consumers' perception of emotional value and economic value. Finally, on this basis, this paper studies the impact of consumer value of sharing economy on consumer behavior, and compares and analyzes the impact of consumer value of sharing economy on consumers under different product types. In short, this paper aims to study the value creation of sharing economy from the perspective of consumption value, and shape its future development direction.

Due to the explosive growth of peer-to-peer transportation sharing services offered by micro-entrepreneurial travelers, investigating how their quality cues affect demand is of paramount importance. The goal of this study was to identify what types of intrinsic and extrinsic quality cues affect the demand of peer-to-peer transportation sharing services. Based on the rich data set of 414,292 transactions from a leading peer-to-peer ridesharing platform, it was identified that intrinsic quality cues – car status and driver status – and extrinsic quality cues – price and offering duration – significantly affect the peer-to-peer transportation demand independently and interactively. Although the lower price and longer offering duration of a transportation sharing service positively affect its demand, the higher price or shorter offering duration can increase its sales when combined with better intrinsic cues. Implications for vulnerable segments such as female and minority drivers are provided

The government focuses the innovation paradigm of public institutions on the realization of social value through national tasks. Efforts are now being made to legislate the Framework Act on the Realization of Public Institutions’ Social Value, which allows public institutions to serve as the foundation and check the progress of social value realization plans every year. According to this Act, the government performance review must also reflect efforts and outcomes made to create social value. Traditional public institutions in the road sector are trying to convert social responsibility, job creation and related activities into indicators of social value realization. Social value refers to a “value that can contribute to public interests and community development in all areas including social, economic, environmental, and cultural ones.” This definition commonly used in government policy includes the concept of public institutions’ social responsibility and shared value creation. Here, social responsibility refers to the returning of corporate profits to society for the continued development of a community while shared value creation refers to the solving of a social problem by a company pursuing both economic and social value creation. The performance sharing scheme in particular is regarded as an important tool for companies to create social value. In this regard, this study examines how public institutions in the road sector used the performance sharing scheme. The purpose of this study is also to discover more cases based on this analysis. The analysis so far found the following 5 types of performance sharing schemes in the road sector: (a) service improvement, (b) technology development, (c) conditional purchasing, (d) technology transfer, and (e) performance sharing between multiple parties. Notably, technology transfer or performance sharing between multiple parties means that public institutions provide support to the private sector so that it can take the lead and develop required technology. These instances can be good examples of public institutions serving as the foundation and creating social value by removing new technology entry barriers for small and medium-sized enterprises and supporting the development of the latest prioritized technology or product. Accordingly, there needs to be established a cooperative ecosystem between small, medium, and large companies in a win-win approach to increase the adoption rate of SME support projects and provide more technical advice in the road sector and thereby, to expand the cases of shared growth where outcomes are shared in the road sector.

These days, thanks to lots of smart devices and advanced communication technologies, consumer’s recognition and relations have been changed. They, beyond relying on information and services which are produced by experts, produce information and knowledge by themselves via SNS or web that they want to know. As consumer’s recognition is changing like this, SNS is evolving into social platform. Therefore, this paper is intended to clarify overall relationship between network characteristics in social platform, knowledge sharing, social capital, social innovation and customer’s value. This paper has clarified influences between variables related to consumer’s behaviors in social platform and the results are summarized as following: First, network characteristics in social platform are found to positively affect knowledge sharing efforts of social platform. Second, knowledge sharing has been found to positively affect social capital and innovation in social platform. However, enjoyment in helping others i.e a sub variable is found to positively affect social capital and innovation through anticipated reciprocal relationships. Third, social capital and innovation in social platform have affected customer value in social platform positively. Consequently, this paper is intended to solve various problems found from overall societies and industries through social innovation and also to advance them. For these purposes, social platform is believed to prompt sharing idea and knowledge based on interactions between users and social relationship. These actions become social capitals resulting in social innovation. Moreover, these would create new businesses and marketing opportunities across various areas in the processes that innovative activities form customer values.