The new businesses started by the companies usually results in being unsuccessful. The main reasons for that are either aiming targeting wrong customers, unsatisfaction of customers’ requesting quality standards, or taking wrong actions against the competitors in the market. Therefore, companies should aim the targets for the newly developing products based on the fulfilling values for the customers when they start the new businesses, and should take good cares for risk managements at the each step of the new business to prevent the failure in advance. In addition to that, the companies starting new businesses not only need to take the customers attributes (CA) into account, but they also should apply the new technologies as one system to initiate a new business to satisfy the basic wants of the customers. This article suggests the New Product Development Pursuing Model using the Indicative Planning methodology and the Quality Management tools. The New Product Development Pursuing Model would be completed by the following steps as below; 1. Drawing the CTQ (Critical To Quality) for setting up the new product development objectives by : i) using the VOC (Voice Of Customers) obtained by the QFD (Quality Function Deploypment) if the market is mature, ii) applying AHP (Analytic Hierarchy Process) to information in the QIS (Quality Information System) if the market is unmature to get enough need information of the customers. 2. Risk Management in NPD : The NPD pursuing model consisted of the IP (indicative planning) is suggested not by the process of top-down-way mandatory planning process, but by the tools used in the administrative science and economic fields, namely by governance. The companies could apply innovative methodology for new products development processes to fulfil the customers satisfaction in the fields, through the CA (Contingency Approach) of the NPD (New Product Development) process.

국문초록：본 논문에서는 지역혁신체제 및 혁신클러스터에서 상호작용을 촉진하는 주요 주체로서의 혁신중개인과 기업의 흡수역량 및 성과 간의 연계성을 기업 차원에서 탐구한다. 대덕연구개발특구 내 기업을 대상으로 한 실증연구결과, 기업이 활용하는 혁신중개인과의 관 계는 기업의 흡수역량과 혁신 및 경영성과에 긍정적인 영향을 유의하게 미치며, 흡수역량은 이 과정에서 강력한 매개역할을 하는 것으로 나타났다. 이는 혁신중개인이 기업의 혁신과정 에서 내부 활동을 대신할 수 있는 대체자라기보다는 보완재의 역할이 크다는 증거를 의미한 다. 본 연구는 기업의 혁신과정에서 흡수역량의 선행요인으로서 혁신중개인의 역할과 중요 성에 대한 이해에 기여한다.

본 연구는 제품혁신에 초점을 맞추어 기술혁신이 기업의 수익과 재무안정성에 미치는 영향을 분석하고 기업의 지속성장을 위한 전략적 시사점을 도출하는 데 목적이 있다. 제품혁신은 신제품개발 및 도입으로 정의한다. 기업의 수익은 종업원 1인당 매출액과 매출액 증가율로 측정하고, 재무안정성은 자기자본대비 부채비율과 유동비율로 측정한다. 실증분석 은 제품혁신의 내생성을 고려하여 2단계 추정법을 사용하였고, 분석자료는 ｢인적자본기업패 널(HCCP)｣의 1차(2005년)～6차(2015년) 자료와 한국신용평가(주)의 기업재무자료를 병합한 자료이다. 분석결과에 의하면, 제품혁신은 기업의 지식자본스톡과 인적자원투자, 시장선도전 략 등에 영향을 받으며, 제품혁신이 활발히 이루어지는 기업일수록 1인당 매출액과 매출액 증가율이 높고 부채비율은 낮으며 유동비율이 높다. 이러한 분석결과는 기술혁신투자와 이 를 통한 제품혁신이 기업의 단기수익 창출 및 장기적인 재무안정성을 촉진하는 중요한 전략 이라는 것을 의미한다.

본 연구는 혁신주체 간 협력이 기술혁신 성과에 미치는 영향을 알아보기 위해 사회네트워크분석 및 분산분석 그리고 회귀분석을 실시하였다. 2009년부터 2012년까지 한국 특허청의 공동 출원인 자료를 토대로 네트워크 구조 변수 및 특성 변수를 도출하였다. 이를 통해 전체 네트워크의 구조적 유형, 혁신주체 별 역할 그리고 혁신 성과에 영향을 미치는 네트워크 특성 변수가 무엇인지를 실증 분석하였다. 분석결과를 요약하면 다음과 같다. 첫째, 특허 공동출원 인 네트워크는 비교적 소규모 그룹들이 산재해 있는 분산집중형 좁은세상 네트워크 구조이며 혁신주체들이 비교적 느슨하게 연결되어 있었다. 둘째, 특허 공동출원인 네트워크에서 가장 중심적인 역할을 하는 것은 대학교로 밝혀졌으나 협력 파트너의 다양성은 모든 혁신주체가 비슷하였다. 셋째, 익숙한 몇몇 협력 파트너로부터 얻는 신속하고 정확성이 높은 지식이 다양한 분야의 협력 파트너로부터 얻는 생소한 지식보다 성과를 창출하는 데에 보다 긍정적이었다.

본 연구는 창조경제혁신센터의 향후 활용에 관한 논의를 목적으로 한다. 하지 만 단순한 활용은 의미가 없다. 새로운 방식으로 탈바꿈 시킬 필요가 있다. 본 연구는 이에 관심을 가지면서 창조경제혁신센터형 생태계의 변화방향에 대한 단서를 얻는 것을 연구목적 으로 하였다. 연구는 다음의 과정을 거쳤다. 첫째, 창조생태계 비교를 위한 기준을 이론적 고 찰을 통해 도출하였다. 둘째, 도출된 기준을 중심으로 실리콘 밸리, 교토생태계 및 창조경제 혁신센터형 생태계를 비교하였다. 셋째, 이런 분석을 통하여 창조경제혁신센터형 생태계 변 화방향에 대한 논의를 하였다. 변화방향으로는 교토생태계가 적합할 것으로 제시되었다. 단, 정부의 역할은 직접적 통제에서 환경조성, 예로 지역 창조경제혁신센터형 생태계가 살아날 수 있도록 자극하는 규제완화와 시장형성을 돕는 것 등에 국한되어야 할 것으로 제시하였다.

본 연구는 ICT 분야 중소기업의 외부환경 민감도와 혁신활동에 대한 조직성향 이 기업성과에 미치는 영향요인에 대해 실증분석하였다. 분석방법으로는 첫째, 탐색적 요인 분석(Exploratory Factor Analysis)을 통해 투입된 변수간의 관계성과 패턴을 파악하였고 둘 째, 요인분석에 의해 축약된 영향 요인들을 유형화하는 군집분석(Cluster Analysis)을 실시 하였다. 마지막으로 유형화된 군집들의 혁신활동과 기업성과간 구조적 관계를 규명하고자 구조방정식모형(Structural Equation Modeling)을 이용하여 분석을 실시하였다. 본 연구는 국내 ICT분야 중소기업을 대상으로 실시한 E-연구원의 수요조사 결과 1,022부에 대해 실증 분석에 활용했다. 내⋅외부 환경에 대한 40개 투입변수에 대해 탐색적 요인분석을 실시한 결과, 총 7개의 요 인이 추출되었으며 7개의 요인을 기반으로 총 4개의 군집(n=1,022)이 형성되었다. 군집 4개 의 대해 구조방정식 모형을 활용하여 실증분석을 한 결과, 기술⋅경쟁 환경에 민감하며, 혁 신적인 조직 성향을 가진 군집1은 자체기술개발만이 기업성과에 긍정적 영향을 미치는 것으 로 나타났다. 시장 환경에 민감하며, 내부 협력적 조직 성향을 가진 군집2는 자체기술개발과 공동연구를 통해서만 기업성과에 긍정적 영향을 미치는 것으로 나타났다. 경쟁적인 환경에 민감하며, 혁신적이고 정부/관련기관과의 협력적 조직 성향을 가진 군집3은 공동연구 그리고 매개변수인 정부 지원 프로그램 활용을 통해 기업성과에 긍정적 영향을 미치는 것으로 나타 났으며, 기술도입은 기업성과에 부정적 영향을 미치는 것으로 나타났다. 개방적인 조직 성향 이 강한 군집4는 자체기술개발과 매개변수인 네트워크 활용 및 정부 지원 프로그램 활용이 기업성과에 긍정적 영향을 미치는 것으로 나타났다. 본 연구의 결과는 중소기업 혁신을 위한 전략 및 정책 수립에 유용하게 활용될 수 있을 것이다.

‘제4차 산업혁명’ 시대의 도래와 ‘공유경제’라는 경제 모델의 등장으로, 세계는 사회, 경제, 문화적 패러다임의 변화를 경험하고 있다. 창의적 기업가들은 기존의 시장 모델과는 전혀 다른 기술 ⋅제품⋅서비스⋅유통방식을 선보임으로써 주류 산업이 가진 가장 큰 단점을 극복하고 시장 주도권을 쟁취하고 있으며, 다양한 분야에서 기존 질서가 무너지는 ‘창조적 파괴’와 ‘파괴적 혁신’이 일어난다. 그러나 혁신적인 기업가가 현상 유지를 뒤집을 때 종종 법적 부정합이 초래되며, 현재 사회를 지탱하는 법과 제도는 기술 속도를 따라가지 못한 채 충돌하는 양상을 보이고 있다. 본 논문에서는, 우리 사회가 겪고 있는 창조적 혁신 모델 사례를 ① 공유경제 분야(우버, 에어 비앤비 등), ② 금융⋅자본 분야(핀테크 등), ③ 디지털 기술 분야(자율주행자동차, 사물인터넷 등)로 유형화하여 어떠한 법적 충돌이 발생하는지 분석하고, 기업가정신이 요구되는 시대 속에서 변호사의 역할에 대해 고민하였다. 이에 변호사의 역할에는, 기존 법제를 수호하는 책무에서 더 나아가 기성 제도의 불합리성을 극복하여 기업가정신을 활성화하는 소임이 있음을 전제로, 변호사가 창조적 혁신에 기여할 수 있는 바를 고찰하고자 한다. 변호사가 혁신 기업의 활동을 법적으로 지원하기 위해서는, 먼저 현행 법제도에 대한 철저한 분석이 필요하다. 혁신 비즈니스 진출에 장애가 되는 법적 불리점과 흠결을 찾아내어 리스크를 줄이고, 적용 가능한 법률에 대한 합리적인 법해석 및 외국법제와의 비교를 통해 개선안을 마련할 수 있다. 기술과 정보환경의 변화에 부응하려는 행정부와 입법부의 정책에 대해 적극적인 법률 의견을 개진할 수 있고, 융합적인 법적 지식을 공급함으로써 입법속도의 단축과 유연한 입법정비에도 이바지 할 수 있다. 또한 신속처리, 임시허가제도 등 을 최대한 활용하여 법제의 미비로 인해 혁신기업의 시장진입이 거부되는 손해를 줄이고, 기술혁신 지원제도를 소개할 수 있다. 한편, 산업과 고용 형태의 변화가 가속화되면서 집단 간 이해관계의 마찰이 발생하는 바, 의견진술절차를 통해 상충적 이해의 조정 및 통합을 매개할 수 있고, 부상하는 온디맨드 경제 하에서 몸소 기업가정신을 실현하 는 직업인으로서 법률상담 플랫폼을 운영할 수도 있을 것이다. 기술과 제도의 공진화를 위하여 미래의 정책은 공공-민간-정치가 연계되는 범정부 네트워크형 으로 구축되어 호혜적 상호작용을 통해 마련될 것으로 기대되는 바, 변호사는 사법의 일원이자 혁신전문가로서 이슈를 선도할 수 있는 역량을 갖추어 나가야 할 것이다.

본고는 기술혁신과 경제성장 간의 관계에 대한 연구동향을 비판적으로 검토한 다. 경제성장에서 혁신의 역할에 대한 여러 가지 입장들이 존재하며 이러한 입장들에 따라 그러한 연구동향을 정리한다. 신고전파의 성장론, 국가혁신체제론, 기술역량론, 경제추격론 등의 관점에 따라 한국을 대상으로 한 기술혁신과 경제성장에 관한 국내⋅외 연구가 본고의 검토대상이다. 이러한 비판적 검토와 성찰을 통해 앞으로의 연구과제들을 제시한다.

이 글에서는 사회문제 해결과 과학기술혁신에 대한 국내 연구들을 리뷰한다. 사회문제 해결형 혁신은 산업혁신과 비교할 때 혁신의 목표, 추진 방식, 생태계가 다른 새로 운 접근이다. 이 연구에서는 사회문제 해결과 과학기술혁신을 논의한 기존 연구를 검토하고 향후 연구의 발전 방향을 다룬다. 이 글은 사회문제 해결을 지향하는 혁신을 특정 분야에 한 정된 논의가 아니라 혁신이론과 정책을 파악하는 새로운 프레임으로 바라보는 관점을 취한 다. 이를 바탕으로 사회문제 해결형 혁신의 특성, 혁신 거버넌스, 혁신주체들의 역할과 생태 계, 사회문제 해결형 정책과 다른 정책들간의 관계에 대한 주요 연구 이슈를 제시한다.

Industrial innovation in Britain, during the eighteenth and nineteenth centuries, stimulated the introduction of the factory system and the migration of people from rural agricultural communities to urban industrial societies. The factory system brought elevated levels of economic growth to the purveyors of capitalism, but forced people to migrate into cities where working conditions in factories were, in general, harsh and brutal, and living conditions were cramped, overcrowded and unsanitary. Industrial developments, known collectively as the ‘Industrial Revolution’, were driven initially by the harnessing of water and steam power, and the widespread construction of rail, shipping and road networks. Parallel with these changes, came the development of purchasing ‘middle class’, consumers. Various technological ripples (or waves of innovative activity) continued (worldwide) up to the early-twenty-first century. Of recent note are innovations in digital technology, with associated developments, for example, in artificial intelligence, robotics, 3-D printing, materials technology, computing, energy storage, nano-technology, data storage, biotechnology, ‘smart textiles’ and the introduction of what has become known as ‘e-commerce’. This paper identifies the more important early technological innovations, their influence on textile manufacture, distribution and consumption, and the changed role of the designer and craftsperson over the course of these technological ripples. The implications of non-ethical production, globalisation and so-called ‘fast fashion’ and non-sustainability of manufacture are examined, and the potential benefits and opportunities offered by new and developing forms of social media are considered. The message is that hand-crafted products are ethical, sustainable and durable.

한국이 산업혁신에 성공한 대표적인 국가의 하나로 주목받아 혁신연구의 사례로 연구되기 시작한 이래 30여 년이 되어 가고 있다. 그간 한국의 산업혁신에 관한 연구는 성공적 산업 추격을 진화적 관점에서 이해하는 데 초점이 맞추어져 왔다. 성공적 추격을 위한 진입전략, 추격을 가능하게 한 학습의 메커니즘 등에 관한 다양한 연구들이 수행되었다. 그러나 최근 추격체제의 성장 잠재성이 한계에 이른 여러 징후들이 나타남에 따라 새로운 관점 의 산업혁신 연구의 필요성이 제기되고 있다. 본 논문은 이러한 문제의식 하에 이제까지의 한국 산업혁신 연구를 주요 연구주제별로 리뷰하고, 현재의 상황변화에 비추어 앞으로 요청되는 연구주제를 도출하는데 목적을 두고 있다. 특히 한국의 산업혁신 연구를 산업혁신시스템과 추격이라는 두 가지 관점을 기반으로 추격국 산업혁신의 특성 및 패턴, 기술능력 축적과 추격과정, 추격혁신과 제도, 성장동학의 형 태 등을 중심으로 기존 연구성과를 리뷰했다. 또한 한국 산업혁신의 진화적 특성, 산업의 기술적 특성과 추격의 용이성, 산업혁신에서의 제도의 중요성, 산업혁신의 지향성 등의 논점을 중심으로 기존 연구성과를 비판적으로 검토하였다. 기존 연구성과의 검토와 현재 한국 산업 혁신이 직면한 환경 변화를 고려하여 향후 국민경제 차원에서 산업혁신 고도화에 대한 고찰 필요성, 산업혁신 고도화와 전환 가능성, 추격의 그늘에 대한 검토 필요성, 산업혁신의 비기 술적 요인에 대한 검토와 산업혁신연구에서의 다양한 가치의 통합 필요성 등을 중심으로 향후 연구과제를 도출하였다.

스마트폰의 대중화 및 정보통신기술의 발전, 공유경제 개념의 확산은 생활, 경제, 산업구조 및 노동시장 등 다양한 분야에 막대한 영향을 끼치고 있다. 우버는 정보통신기술과 공유경제 개념을 활용하여 승객과 운전자를 연결하여 주는 서비스이다. 해외에서 우버 서비스가 활성화되어 있는데 반하여, 우리나라의 경우 정보통신기술 및 공유 경제에 터 잡은 서비스를 위한 법령 및 제도가 아직 정비되어 있지 않아 우버가 제공하는 대부분의 서비스가 법령상 금지되어 있다. 그러나 기술 혁신 및 이에 기반을 둔 새로운 서비스는 뉴 노멀 시대를 극복할 수 있는 성장 동력이므로, 이를 활용하여 우리나라에서 기술 혁신이 활발히 이루어지고 이에 터 잡은 새로운 서비스가 뿌리내려 발전할 수 있도록 정부 차원의 노력이 필요하다. 다만, 새로운 서비스로 인하여 소비자 또는 기존의 산업이 피해를 입지 않도록 기존의 규제를 재검토 하고 관련 법령 및 제도를 정비함으로써 새로운 서비스를 제도권 내로 수용하기 위한 방안이 모색 되어야 한다. 이때, 만약 기존의 규제 체계로 새로운 서비스를 규율하는 것이 적합하지 않다면, 새 로운 서비스를 위한 분류 기준을 신설한 뒤, 동 서 비스의 성질에 부합하는 규제를 하는 것이 바람직 할 것이다.

This study develops a framework that links commitment, relationship investment, relationship learning, functional conflict and innovation orientation to innovation. This framework has three main features. First, it examines the direct effects of commitment and relationship investment on relationship learning. Second, it examines the direct effect of relationship learning on innovation. Third, it investigates the moderating effects of functional conflict and innovation orientation on the relationship between relationship learning and innovation.

Overseas R&D subsidiaries contribute to the cross -border knowledge sourcing of MNC headquarter by providing tacit and context specific knowledge and reducing the searching cost of the headquarter

The approach will be to study the fast evolving use of technology in fashion, especially related to creating innovative materials in the clothing business. From discussing nano technology as well as embedded sensors, we shall try to take a look at the evolution of technology in fashion garment construction. Special mention will be given to companies like Intel who are working with designers to create innovative fabrics and material prototypes. We shall also touch upon the use of technology to create unique and rare products that cannot be recreated and hence have a lot of value associated with them.

By adopting transactional social commerce functions from mobile apps, individuals can sell products and services directly to friends on their contact list. This drives micro entrepreneurs with fewer than ten employees and less than a €2million annual balance (European Union Law, 2013) to become key drivers for economic growth (Paoloni & Dumay, 2011). In particular, individuals aged 18-34 become inspired by images on social networks for clothing and fashion products. Hence, fashion products are popular business items for micro-entrepreneurs. Despite potential benefits for social commerce, micro-fashion entrepreneurs in many countries are still unaware of apps’ use in social commerce to sell products, and to create and manage social capital for their business. This exploratory research aimed to investigate how micro-fashion entrepreneurs adopt transactional-focused social commerce and utilize social capital embedded in network ties for their marketing and sales, based on innovation diffusion and social capital theory. Research questions included: (1) How do micro-fashion entrepreneurs adopt social commerce? (2) How does social capital in network ties contribute to marketing and sales in social commerce? To answer these research questions, qualitative data from phone interviews with 16 micro-fashion entrepreneurs selling fashion products through WeChat in China were analyzed, adopting a thematic analysis. Data indicated micro-fashion entrepreneurs have positive attitudes, based on their experience and knowledge of WeChat. They adopt social commerce to (1) sell products in a new way, (2) connect with customers, and (3) reduce financial risk, while an innovative channel for entrepreneurship. Also, operating a business through WeChat required less time commitment compared with brick and mortar, and online stores, because accessing services like WeChat have payment systems, share images and messages. Free calls and messages are already available. The interview data demonstrated micro-entrepreneurs have an advantage when adopting social network ties in WeChat and implementing social capital embedded in marketing sales networks. Structural, relational, and cognitive capital contribute to micro-entrepreneurs’ marketing and sales interactively. An individual could access target customers, based on networks already established social media platforms and facilitate entrepreneurs’ adoption of social commerce. Also, since trust, shared goals, and languages exist on these network ties, there exists an increase for entrepreneurs’ accessibility to use social commerce to initiate their business, while decreasing business operating expenses, promoting products, and building relationships with customers. In addition, relational capital built by interactions with each customer brings cognitive capital to promote products and strong network ties.

This study employs the resource-based view to understand how product strategy influence export performance. According to the organizational learning perspective, moreover, the ability to manage existing assets and capabilities and the development of new capabilities are arguably among the most relevant innovation success factors. Based on these theoretical backgrounds, a model is proposed to analyze the effects of cost leadership and differentiation strategy on export performance, as well as the moderating effects of exploitative and exploratory innovation capability. Using survey data from Korean exporters, the findings indicate that the cost leadership and differentiation strategy enhance export performance. While exploitative innovation capability strengthens the relationship between cost leadership strategy and export performance, exploratory innovation capability enhances the link between differentiation strategy and export performance. Introduction The trade-off between cost leadership strategy and differentiation strategy is of importance and presents a key challenge to exporters because it is intrinsically related to innovation (Gebauer, 2008; O’Cass et al., 2014). Nevertheless, resources are limited, and firms must make choices in their allocation and determine the extent to which they will emphasize one strategy over another (Danneels, 2007; Lant, Milliken, & Batra, 1992). Although the individual roles of product strategies or innovation capabilities on export performance have attracted considerable attention (e.g., Hortinha, Lages, & Lages, 2011; Lages, Silva, & Styles, 2009; Molina-Castillo, Jimenez-Jimenez, & Munuera-Aleman, 2011), few studies have assessed their integrating impact - that is, the difference in the strengths of the relationships between cost leadership or differentiation strategy and innovation. Drawing on resource based view, we examine how innovation capabilities related with the relationship between cost leadership and differentiation strategies and exporters’ performance. Thus, we consider the moderating role of two distinct capabilities - exploratory innovation and exploitative innovation - on the relationships between product strategies and export performance. Exploratory innovation includes activities aimed to enter new product-market domains, while exploitative innovation activities improve existing product-market domains (He &Wong, 2004). The objectives of this study are to explore (1) impacts of cost leadership strategy and differentiation strategy on export performance, (2) moderating effects of exploitative and exploratory innovation capability on the relationship between product strategy and export performance, and (3) these relationships in the context of Korean exporters. The Korean exporting firms are more concentrated on international markets because of limited size of domestic market (Nugent & Yhee, 2002). These characteristics of Korean exporters are more useful to examine the effect of product strategy and product innovation capability of firms on export performance in international markets. Conceptual Background Product Strategy and Competitive Advantage Porter (1980) argues that a firm can achieve a higher level of performance over a rival in one of two ways: either it can supply an identical product or service at a lower cost, or it can supply a product or service that is differentiated in such a way that the customer is willing to pay a price premium that exceeds the additional cost of the differentiation. A cost leadership strategy is designed to produce goods or services more cheaply than competitors by stressing efficient scale of operation. When a firm designs, produces, and sells a comparable product more efficiently than its competitors as well as its market scope is industry-wide, it means that the firm is carrying out the cost leadership strategy successfully (Campbell-Hunt, 2000). Thus, the primary thing for a firm seeking competitively valuable way by reducing cost is to concentrate on maintaining efficiency through all activities in order to effectively control every expense and find new sources of potential cost reduction (Dess & Davis, 1984). The differentiation strategy provides value to customers with the unique attributes or perceptions of uniqueness, and characteristics of a firm’s product other than cost. The firm pursuing differentiation seeks to be unique in its industry along some dimension that is valued by customers, which means investing in product R&D and marketing (Porter, 1980). Rather than cost reduction, a firm using the differentiation needs to concentrate on investing in and developing such things that are distinguishable and customers will perceive (Gebauer, 2008). Overall, the essential success factor of differentiation in terms of strategy implementation is to develop and maintain innovativeness, creativeness, and organizational learning within a firm (Dess & Davis, 1984; O’Cass et al., 2014; Porter, 1985). Innovation Capability in International Markets A firm’s ability to compete in the long term may lie in its ability to integrate product strategy and its existing capabilities, while at the same time developing fundamentally new ones (Lavie & Rosenkopf, 2006). Simultaneous investments in the exploitation of existing product innovation capabilities and the exploration of new ones may help create a competitive advantage (Soosay & Hyland, 2008). Organizational learning represents the development of knowledge that influences behavioral changes and leads to enhanced performance (Crossan, Lane, & White, 1999; Fiol & Lyles, 1985). Product innovation is a tool for organizational learning and, thus, a primary means of achieving its strategic renewal (Danneels, 2002; Dougherty, 1992; O’Cass et al., 2014). Exploration pertains more to new knowledge - such as the search for new products, ideas, markets, or relationships; experimentation; risk taking; and discovery - while exploitation pertains more to using the existing knowledge and refining what already exists; it includes adaptation, efficiency, and execution (March, 1991). Exploration and exploitation compete for the same resources and efforts in the firm. With a focus on exploring potentially valuable future opportunities, the firm decreases activities linked to improving existing competences (Levinthal & March, 1993; March, 1991). In contrast, with a focus on exploiting existing products and processes, the firm reduces development of new opportunities. However, firms must develop both exploratory and exploitative capabilities because returns from exploration are uncertain, often negative, and attained over the long run, while exploitation generates more positive, proximate, and predictable returns (Levinthal & March, 1993; March, 1991; Özsomer & Gençtürk, 2003). Researchers have shown that both types of learning are essential to enhancing firm performance (Leonard-Barton, 1992; March, 1991). In this study, we use exploration and exploitation to describe two innovation-related capabilities that are critical elements on the relationship between product strategies and export performance. International markets are turbulent and diverse with respect to customer needs, cultures, and competitiveness; therefore, innovation assumes a primary role (Kleinschmidt, De Brentani, & Salomo, 2007). Firms can leverage their innovations by securing business opportunities in those markets and thus increase their innovative capabilities (Knight & Cavusgil, 2004). Through exploratory innovation, firms develop new competences and thus enhance superior export performance by product strategies (Teece, Pisano, & Shuen, 1997). Exploitation activities are also important to exporters because they facilitate the lower-risk extension of export operations. By searching for solutions in the existent competence base, exploitative innovation increases efficiency and productivity. Accordingly, this study based on organizational learning perspective to support the idea that innovation capabilities are a vehicle for a product strategy, and achieving superior export performance. We advance the literature by allowing for a role of product strategies while also considering moderating effects of innovation capabilities. Moreover, we provide insights into how choices about emphasizing one product strategy over another relates the balance between exploration and exploitation. Hypotheses Product Strategy and Export Performance Porter’s cost leadership and differentiation strategies have been linked to the achievement of superior performance by many studies (Campbell-Hunt, 2000; Dess & Davis, 1984). A firm that successfully pursues a cost leadership strategy emphasizes “aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidance of marginal customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on” (Porter, 1980: 35). A firm can, therefore, gain a competitive advantage over its rivals by having significantly lower cost structures in an industry without ignoring other areas such as product and service quality (Amoako-Gyampah & Acquaah, 2008). Thus, the maintenance of a strong competitive position for an organization pursuing a cost leadership strategy places a premium on efficiency of operations and scale economies that enable them to achieve and sustain their performance for a considerable period of time. In addition, with a cost leadership strategy, firms focus on reducing costs through operational efficiency. For example, they might exploit existing facilities and learn how to reduce costs through automation, modernization, capacity utilization, or economies of scale. Efficiency, control, planning, and variance reduction represent the key elements of a cost leadership strategy, and a typical example of a cost leadership strategy involves the implementation of an experience curve, on which cumulative production determines reductions in unit production costs. Firms engage in economies of scale and/or scope when they apply their knowledge and facilities from existing product lines to product line extensions. The associated positional advantage is a cost advantage pertaining to the firms’ value offering and is based on the product’s price–perceived value proposition in the export market. Hypothesis 1: Cost leadership strategy is positively associated with export performance. A firm that pursues a differentiation strategy may attempt to create a unique image in the minds of customers that its products are superior to those of its competitors (Miller, 1988). A firm creates these perceptions through advertising programs, marketing techniques and methods, and charging premium prices. Moreover, a firm may pursue a differentiation strategy by creating a perception in the minds of customers that its products possess characteristics that are unique from those of its competitors in terms of differences in design, physical attributes/features, and durability (Gebauer, 2008). Differentiation strategy aims to generate more outwardly focused product innovations that offer customers product differences that shape a distinctive value offering that is more responsive to their needs (Hughes, Martin, Morgan, & Robson, 2010; O’Cass et al., 2014). The associated positional advantage is a product or market differentiation advantage pertaining to the superior brand, quality, design, and product features that differentiate the firms’ value proposition from its competitors in the export market. Hypothesis 2: Differentiation strategy is positively associated with export performance. Moderating Effects of Innovation Capability From the generation of new ideas through to the launch of a new product, exploration and exploitation play a vital role in product innovation (Rothaermel & Deeds, 2004). Organizations can decide to use existing organizational competences to realize short-term results, or create new competences that may foster the development of innovations in the longer term (Atuahene-Gima, 2005). Both types of capabilities are considered to be dynamic in nature (Winter, 2003), given that their purpose is to transform existing resources into new functional competences that provide a better match for the firm's environment (Voss, Sirdeshmukh, & Voss, 2008). Although both exploitative and exploratory capabilities related to cost leadership and differentiation strategies, because of those different roles of capabilities in innovation process, the effects of those innovation capabilities on the relationship between product strategy and export performance might be different. In case of cost leadership strategy, firms focus on using and developing existing capabilities, promoting improvements in existing components and building on existing technological elements (Benner & Tushman, 2003; Rust et al., 2002). Similarly, exploitative innovation is aimed at improving existing product-market domains. The cost leadership strategy creates value through existing competences or competences that have been slightly modified (Voss et al., 2008). It promotes a routine-based and repetitive approach to organizational changes (Rust et al., 2002). Because exploitative innovation builds on existing knowledge and extends existing products and services for existing customers (Soosay & Hyland, 2008), exploitative capabilities helps firms pursuing cost leadership strategy to reap the benefits of improvement they make to their products and to continue making incremental improvements (Brucks, Zeithaml, & Naylor, 2000), which are designed to allow the firm to continue its superior performance (Griffin, 1997). Hypothesis 3: Exploitative innovation capability moderates the relationship between cost leadership strategy and export performance positively. Compared to cost leadership strategy, differentiation strategy is characterized by radical change, risk and experimentation and that allows for the creation of new methods, relationships, and products. Because exploration focuses mainly on trying to create variety, to adapt and hence exploit ever-decreasing windows of opportunity (Soosay & Hyland, 2008), this capability is more beneficial to the kind of product innovativeness to the firm (Augusto & Coelho, 2009). When exporters pursue differentiation strategy for acquiring new knowledge and developing new products and services, exploratory capability helps to engage new insight into the design of new features and benefits of a given product, that product is guaranteed to contain new ideas (Cho & Pucik, 2005; Yalcinkaya et al., 2007). In contrast with exploitation aimed at improving existing product-market domains, explorative innovation requires fundamental changes in the way an organization operates and represents a clear departure from existing practices (Menguc &Auh, 2006). Hypothesis 4: Exploratory innovation capability moderates the relationship between differentiation strategy and export performance positively. Discussion Focusing on product strategy through the application of the RBV has provided theoretical insights as well as empirical evidence as to which capabilities are required to achieve these critical product strategy outcomes. The support from this study provides further evidence of the usefulness of applying the RBV to the export setting and should encourage researchers to examine the other aspects of export strategy. Based on organizational learning perspective, in addition, this study found that exploratory and exploitative innovation capability are essential to the firm because they act as vehicles for renewing product strategy to achieve superior export performance. By considering product strategy with exploration and exploitation simultaneously, we present a new perspective of the roles of these product strategies in the development of firms’ innovation capabilities. Our results indicate that cost leadership and differentiation strategy are pivotal in ensuring a proper balance between exploratory and exploitative innovations. One of the main implications for managers is that both exploratory and exploitative product competences should consider in parallel when developing product strategy. The findings underscore the need for managers to invest in cost leadership and differentiation strategy to ensure the development of exploration and exploitation. Therefore, resource allocation decisions should, consider the firm's needs for innovation capabilities and, on the other hand, be guided by the firm’s product strategy. Exporters operate in highly complex environments, characterized by high levels of technological and market uncertainties and highly diverse and dispersed customers (Kleinschmidt et al., 2007; Mohr & Sarin, 2009). Therefore, in addition to the product strategy toward the development of innovations using state-of-the-art technologies, managers of these firms need a similarly strong focus on understanding both current and potential exporting markets. By acknowledging the need for product strategy, managers can ensure the balanced innovation capabilities.

This preliminary qualitative research investigates how stylistic innovation affects sales performance of small arts and crafts firms in business-to-business and business-to-consumer markets in Taiwan. Specifically this research examines entrepreneurial cognitive complexity, which is the cognitive structure of an entrepreneur on his or her social world, and its interplay with stylistic innovation, particularly the changes of design in appearance or symbolic meaning of products, and strategic decisions of five Taiwanese small arts and crafts firms. Applying cognitive mapping to determine the cognitive contents, structures and also their relations of the entrepreneurs in making decision related to stylistic innovation, this research examines how owners of small Taiwanese arts and crafts firms specifically seek, interpret and internalize information and knowledge on style and design in the new product development and innovation processes. Research results show that the domain specific cognitive complexity of the entrepreneur influences the selection of relevant and appropriate dimensions in stylistic innovation. Entrepreneurs’ strategic decision to target at the business-to-consumer (customer-oriented or designer-driven) or business-to-business (mainly designer-driven) markets and also the buyer-seller relationship will affect the seeking, interpretation and internalization of information and knowledge in the process of stylistic innovation. Respondents targeting at business-to-business markets tend to have a higher level of cognitive complexity, compared with those targeting at business-to-consumer markets. Research results tend to suggest that the higher level of cognitive complexity, the greater the sales turnover. Future research should determine the relationship between cognitive complexity and marketing performance.

The purpose of this study is to review the relationship between managerial system and incremental innovation, and the mediating effect of knowledge transfer in small business. In order to verify and achieve the purposes mentioned above, questionnaire data were gathered and analysed from 255 enterprise managers in western Kangwon-do province. Empirical survey's findings are as follows; First, CEO's support and education/training appeared to be positively related with knowledge transfer. Second, managerial system and knowledge transfer appeared to be positively related with incremental innovation. Third, knowledge transfer had mediating effect on the relationships of CEO's support-incremental innovation and education/training-incremental innovation.