• ETRI Journal
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• v.43 no.4
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• pp.674-683
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• 2021

A trust-aware secure routing protocol (TSRP) for wireless sensor networks is proposed in this paper to defend against varieties of attacks. First, each node calculates the comprehensive trust values of its neighbors based on direct trust value, indirect trust value, volatilization factor, and residual energy to defend against black hole, selective forwarding, wormhole, hello flood, and sinkhole attacks. Second, any source node that needs to send data forwards a routing request packet to its neighbors in multi-path mode, and this continues until the sink at the end is reached. Finally, the sink finds the optimal path based on the path's comprehensive trust values, transmission distance, and hop count by analyzing the received packets. Simulation results show that TSRP has lower network latency, smaller packet loss rate, and lower average network energy consumption than ad hoc on-demand distance vector routing and trust based secure routing protocol.

• Journal of Digital Convergence
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• v.11 no.8
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• pp.159-173
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• 2013

The purpose of this study examines the relationship among private brand value, brand trust, brand attitude and brand loyalty. Theoretical studies and the current study indicate that private brand loyalty is influenced by brand value, brand trust, and brand attitude. Through the empirical survey undertaken for this study, it was found that emotional value, social value, functional value, and brand trust including brand attitude influence brand loyalty. The results of empirical analysis can be summarized by the following: First, private brand value had a significant direct effect on brand trust and brand attitude. Second, emotional value and functional value had a positive effect on brand trust and brand attitude. Further, social value had a significant direct effect on brand attitude. And social value had a significant indirect effect on brand attitude through brand trust. Third, brand trust had a significant direct effect on brand attitude. And brand trust had a significant indirect effect on brand loyalty through brand attitude. Fourth, brand attitude had a positive effect on brand loyalty. Therefore, These finding will spawn both academic and practitioner interest in the private brand value and serve as a foundation for further research in this important area.

• Asia Marketing Journal
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• v.22 no.4
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• pp.1-25
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• 2021

This paper explores how the positive effect achieved when consumption value matches brand benefit can increase brand loyalty. Prior research on consumption value mainly focused on perceived value; these studies omit consumers' views of consumption value. Therefore, this study examines the effect of congruence between consumption values (functional, emotional, social, and ethical value) and perceived brand benefits (enabling, enticing, symbolic, and socially responsible benefits) on consumers' brand identification, trust, and loyalty. We find a positive effect on brand identification and brand trust when a consumer's value is similar to a brand benefit, particularly between functional value and enabling benefit, and ethical value and socially responsible benefit. However, congruence between consumption value and perceived brand benefit only had an indirect effect on brand loyalty by mediating brand identification and trust. This study provides a basis for implementing a marketing strategy to build brand assets and increase brand loyalty by providing consumers with the value they want in a diversified market.

• Management & Information Systems Review
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• v.25
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• pp.339-370
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• 2008

As the Internet environment develops, Internet has already been being established as important tool of business marketing and branding. In particular, a brand community where customers interact with other customers who have the same interest in brand provides a variety of benefits to customers as well as companies. The brand community makes it possible for company to build, and retain relationships with customers, and capture new market opportunities. Therefore, this study examines the relationship among service quality of brand community, customer value, customer satisfaction, customer trust, and brand community loyalty in online brand communities. The results of empirical analysis can be summarized by the following: First, service quality of brand community had a significant direct effect on customer value. Second, service quality of brand community had a significant direct effect on customer satisfaction. It had also a positive, significant indirect effect on customer satisfaction through customer value and customer trust. Third, service quality of brand community had a significant indirect effect on brand community loyalty through customer satisfaction, customer value, and customer trust. Therefore, These finding will spawn both academic and practitioner interest in brand community and serve as a foundation for further research in this important area.

• Korea Journal of Hospital Management
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• v.20 no.4
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• pp.14-30
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• 2015

Purpose: This study was conducted to investigate the independent role of sub-dimensions of job stress, DiSC(R) type of personal behavior, and organizational social capital on job satisfaction and to identify the structural relation among them. Method: Study subjects were 317 registrated nurses employed in 4 general hospitals in a metropolitan city. Results: As the results of multiple regression analysis, the factors influenced independently on overall job satisfaction were as follows; job stress were significantly decreased job satisfaction. Regarding DiSC, job satisfaction of influence type was significantly higher than that of conscientiousness type. Of sub-dimension of OCS, the higher common value and reciprocity were, the high over all job satisfaction, but in a sub-dimension(trust), the relationship was reversed. Major findings of structural equation model analysis were as follows. Regarding DiSC, there were founded only direct effect on job satisfaction(D, i, S>C in relations with peer and others, job performance, retrospectively). Regarding common value of OCS, there were founded significant positive direct effect and indirect effect via job stress on all sub-dimensions of job satisfaction. Regarding trust of OCS, there were founded negative direct effect alone on 2 sub-dimensions of job satisfaction(work itself, job performance). Regarding trust of OCS, there were founded positive direct and indirect effect on satisfaction towards work itself, and indirect effect alone on 2 sub-dimensions(relations with peer and others, job performance). Conclusion: Summing up above finding, to manage job satisfaction of nurses, it is suggested for nursing staffs to provide behavioral training programs according to type of DiSC(R) and to introduce strategic programs fostering organizational social capital such as common vision and reciprocity.

• Journal of Digital Convergence
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• v.11 no.4
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• pp.45-55
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• 2013

New information communication technologies are changing our society completely, offering the government new possibilities for providing citizens and businesses with better, and more efficient E-Government services. This study analyzes the direct and indirect impact of service value, innovativeness, and users' participation level on the trust toward the Government. Results from a citizen survey indicate that service value, innovativeness, and participation positively affect the trust toward the Government, and that innovativeness has been found to affect service value as well as the level of participation. However, the moderating effect of political efficacy on the relationship between two variables(service value and participation) and trust have been found to be insignifcant. Several other findings and policy implications are also discussed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.51-61
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• 2018

As Korean society becomes more matured, more people consider trust valuable, as a social capital. Researchers introduced trust literatures focusing on public policy, sociology than business. In this paper, it is empirically analyzed how Organizational Justice, Shared Values, Organizational Trust, 3 dimensions of social capital explained by Nahapiet & Ghoshall, together with Job Satisfaction and Innovative Behavior, as a proxy of performance at the organizational level. The results of this study are as below. Firstly Organizational Justice, consisted of 4 sub-variables of Distributional Justice, Procedural Justice, Interpersonal Justice and Informational Justice, classified by Colquitt, affects Job Satisfaction positively. Secondly Shared Values, consisted of 2 sub-variables of CEO's Core Value and Organizational Culture, availing Competing Value Model of Cameron & Quinn, affect Job Satisfaction positively. Thirdly Job Satisfaction, consisted of 2 sub-variables of economical satisfaction and self-efficacy, affects Innovative Behavior positively. Lastly Organizational Trust has mediating effect on the relationship between Job Satisfaction and Innovative Behavior. However, while the direct effect of Job Satisfaction on Innovative Behavior shows 69%, the indirect effect of Organizational Trust on Innovative Behavior shows 31%, which may not be ignorable. Furthermore in case of smaller organization with less than 30 members, the indirect effect of Organizational Trust shows 64%, comparing to 36% of direct effect of Job Satisfaction. This study was able to confirm that organizations need to maintain Organizational Trust as much as they strive to increase Job Satisfaction through securing Organizational Justice and Shared Values in order to effectively increase Innovative Behavior. For small organizations with less than 30 members, they can never achieve Innovative Behavior without Organizational Trust. Conclusively it is acknowledged that Organizational Trust is the most important prior condition for innovation and long-term survival of SME ventures.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.687-696
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• 2021

This paper investigates the effect of environmental performance and environmental management on firm value using financial performance as mediation variable. There are still inconsistencies in research on environmental performance and environmental management and their impact on company value. This research used a quantitative approach involving secondary data. The variables used are environmental performance, environmental management, company financial performance, and company value. Multiple regression was used because it allowed the researchers to examine the relationship of each variable contained in the research framework by describing all of the direct effects (non-mediated effects) and the indirect effects of the research variables. The research sample consisted of 144 manufacturing companies listed on the Indonesia Stock Exchange from 2012 to 2017. Statistically, this study found that there was no direct effect that had a significant impact on environmental performance and firm value, and found that there is a significant direct effect of environmental management variables on firm value. Improved environmental management by the company is proven to increase the value of the company directly. This paper found that, not only does an increase in stakeholder trust happen when a company increases its environmental awareness, but there is also an increase in the financial aspects of the company.

• Asia Marketing Journal
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• v.14 no.2
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• pp.39-63
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• 2012

Previous studies of reward programs have generally focused on designing the best programs for consumers and suggested that consumers' perception of the value of reward programs can vary according to the type of reward program (e.g., hedonic vs. utilitarian and direct vs. indirect) and its timing (e.g., immediate vs. delayed). These studies have typically assumed that consumers' preference for reward programs has a positive effect on brand loyalty. However, Dowling and Uncles (1997) pointed out that this preference does not necessarily foster brand loyalty. In this regard, the present study verifies this assumption by examining the effects of consumers' perception of the value of reward programs on their brand loyalty. Although reward programs are widely used by online shopping malls, most studies have examined the conditions under which consumers are most likely to value loyalty programs in the context of offline shopping. In the context of online shopping, however, consumers' preferences may have little effect on their brand loyalty because they have more opportunities for comparing diverse reward programs offered by many online shopping malls. That is, in online shopping, finding attractive reward programs may require little effort on the part of consumers, who are likely to switch to other online shopping malls. Accordingly, this study empirically examines whether consumers' perception of the value of reward programs influences their brand loyalty in the context of online shopping. Meanwhile, consumers seek utilitarian and/or hedonic value from their online shopping activity(Jones et al., 2006; Barbin et al., 1994). They visit online shopping malls to buy something necessary (utilitarian value) and/or enjoy the process of shopping itself (hedonic value). In this sense, reward programs may reinforce utilitarian as well as hedonic value, and their effect may vary according to the type of reward (utilitarian vs. hedonic). According to Chaudhuri and Holbrook (2001), consumers' perception of the value of a brand can influence their brand loyalty through brand trust and affect. Utilitarian value influences brand loyalty through brand trust, whereas hedonic value influences it through brand affect. This indicates that the effect of this perception on brand trust or affect may be moderated by the type of reward program. Specifically, this perception may have a greater effect on brand trust for utilitarian reward programs than for hedonic ones, whereas the opposite may be true for brand affect. Given the above discussion, the present study is conducted with three objectives in order to provide practical implications for online shopping malls to strategically use reward program for establishing profitable relationship with customers. First, the present study examines whether reward programs can be an effective marketing tool for increasing brand loyalty in the context of online shopping. Second, it investigates the paths through which consumers' perception of the value of reward programs influences their brand loyalty. Third, it analyzes the effects of this perception on brand trust and affect by considering the type of reward program as a moderator. This study suggests and empirically analyzes a new research model for examining how consumers' perception of the value of reward programs influences their brand loyalty in the context of online shopping. The model postulates the following 10 hypotheses about the structural relationships between five constructs: (H1) Consumers' perception of the value of reward programs has a positive effect on their program loyalty; (H2) Program loyalty has a positive effect on brand loyalty; (H3) Consumers' perception of the value of reward programs has a positive effect on their brand trust; (H4) Consumers' perception of the value of reward programs has a positive effect on their brand affect; (H5) Brand trust has a positive effect on program loyalty; (H6) Brand affect has a positive effect on program loyalty; (H7) Brand trust has a positive effect on brand loyalty; (H8) Brand affect has a positive effect on brand loyalty; (H9) Consumers' perception of the value of reward programs is more likely to influence their brand trust for utilitarian reward programs than for hedonic ones; and (H10) Consumers' perception of the value of reward programs is more likely to influence their brand affect for hedonic reward programs than for utilitarian ones. To test the hypotheses, we considered a sample of 220 undergraduate students in Korea (male:113). We randomly assigned these participants to one of two groups based on the type of reward program (utilitarian: transportation card, hedonic: movie ticket). We instructed the participants to imagine that they were offered these reward programs while visiting an online shopping mall. We then asked them to answer some questions about their perception of the value of the reward programs, program loyalty, brand loyalty, brand trust, and brand affect, in that order. We also asked some questions about their demographic backgrounds and then debriefed them. We employed the structural equation modeling (SEM) method with AMOS 18.0. The results provide support for some hypotheses (H1, H3, H4, H7, H8, and H9) while providing no support for others (H2, H5, H6, H10) (see Figure 1). Noteworthy is that the path proposed by previous studies, "value perception → program loyalty → brand loyalty," was not significant in the context of online shopping, whereas this study's proposed path, "value perception → brand trust/brand affect → brand loyalty," was significant. In addition, the results indicate that the type of reward program moderated the relationship between consumers' value perception and brand trust but not the relationship between their value perception and brand affect. These results have some important implications. First, this study is one of the first to examine how consumers' perception of the value of reward programs influences their brand loyalty in the context of online shopping. In particular, the results indicate that the proposed path, "value perception → brand trust/brand affect → brand loyalty," can better explain the effects of reward programs on brand loyalty than existing paths. Furthermore, these results suggest that online shopping malls should place greater emphasis on the type of reward program when devising reward programs. To foster brand loyalty, they should reinforce the type of shopping value that consumers emphasize by providing them with appropriate reward programs. If consumers prefer utilitarian value to hedonic value, then online shopping malls should offer utilitarian reward programs and vice versa.

• Korean Security Journal
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• no.29
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• pp.59-86
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• 2011

The purpose of this study is to investigate the relationship between organizational culture, organizational trust and organizational performance of special guard organization. This study had selected special guards from 4 different private guard companies which are in Seoul area on March 2011. Using Judgement Sampling, 161 samples were drawn for the use of final analysis. Questionnaire used in this study was consisted of the total 42 question, and executed frequency analysis, factor analysis, reliability analysis, correlation analysis, multiple regression analysis, path analysis by SPSSWIN 18.0. The Cronbach's ${\alpha}$ value which represents the reliability of the survey came out to be over .592. The results are following: First, the organizational culture of special guard organization affects organizational trust. That is, when a developmental, reasonable, consensual and hierarchical culture is activated, cognitive emotional and behavioral trust is increased. Second, organizational culture of special guard organization affects organizational performance. That is, when a reasonable and consensual culture is activated, job-satisfaction becomes higher. On the other hand, when a developmental, reasonable and hierarchical culture is activated, organizational flow becomes higher. Third, organizational trust of special guard organization affects organizational performance. That is, when a cognitive emotional and behavioral trust works highly, job-satisfaction and organizational flow is increased. Fourth, Special security organization's organizational culture affects as a result in organization result. As well as organizational culture exerts direct influence on organization outcome, I exert effect that is indirect in organization outcome through action trust which is low rank factor of organization trust.