본 연구의 목적은 한국 외식기업의 해외시장 진입유형 선택의 결정 요인을 제도이론을 적용하여 검증하는 것이 다. 외식기업에게 중요한 시장지원제도인 지적재산권 보호, 무역 자유, 투자 자유가 진입유형 선택에 어떻게 영향 을 미치는지 분석하였다. 통제와 자원투입 수준에 따라 진입유형을 거래형, 제휴형, 투자형으로 구분하여 순서형 로지스틱 회귀분석으로 검증한 결과는 다음과 같다. 첫째, 현지의 지적재산권 보호 제도가 취약할수록 통제와 자 원투입 수준이 높은 진입유형을 선택하는 것으로 나타났다. 이는 외식기업의 경영 성과에 중요한 지적재산권이 제대로 보호되지 않을 경우 기업은 이를 보호하기 위해 투자 부담이 증가하더라도 통제력이 높은 진입유형을 선 택하기 때문인 것으로 해석된다. 둘째, 무역 자유 제도가 엄격하게 시행될수록 통제와 자원투입 수준이 높은 진 입유형을 선택하는 것으로 나타났다. 외식업은 음식의 맛과 가격이 중요하므로 한국에서와 동일한 맛을 외국에서 구현하기 위해서는 식재료의 반입 가능성과 조달 비용이 매우 중요하다. 따라서 자유무역이 보장되면 필수 식재 료를 한국에서 직접 반출하여 맛과 가격경쟁력을 확보하려는 유인이 작용하는 것으로 볼 수 있다. 이렇게 거래를 내부화 하려는 것은 한식 식재료들이 해외 시장에서 활발하게 거래되는 품목이 아니기 때문에 현지에서 구하기 어려울 뿐 아니라 가격도 매우 비싸기 때문이다. 셋째, 투자 자유 제도에 대한 가설은 유의확률이 높아 채택되지 않았는데, 이는 외식기업의 특성상 마스터 프랜차이즈 계약을 하더라도 본사의 통제력이 상당 정도 확보되기 때 문인 것으로 유추된다. 본 연구는 한국 외식기업이 해외시장에 진출할 때 현지의 시장지원제도에 따라 진입 전략 에 변화를 준다는 것을 실증적으로 규명했다는 점에서 중요한 의미를 갖는다.

Introduction Japanese convenience-store (CVS) chain retailers have grown by establishing store networks. In fact, Seven-Eleven, Lawson and Family Mart continuingly have opened about 1000 new stores per year. The reason for the rapid growth of their store-networks is that a key aspect of a chain retailer’s marketing strategy is the number of stores its needs to reach its customers (Srinivasan et al. 2013). In particular, CVS chain retailers seek to open new stores and obtain spatial dominance in a particular geographical area, which is called “area-dominance strategy,” so they can save on logistical costs, increase consumer proximity and loyalty, and prevent rival from opening new stores in the area (Ogawa 2004, Tamura 2014, Nishida 2014). Thus, a retailer’s decision of how to expand store-network in a given regional market is important to improve its sales. However, little attention has been paid to this problem in Japanese academic research. This study attempts to explain the influence of entry of rivals on a focal retailer’s store-network in regional markets of Japanese CVS industry. Especially, the author focuses on the regional competition between a focal retailer who is the first entrant and rivals who are late entrants in the region. First, we review prior research, and then propose hypotheses about the influence of entry of rivals, the degree of dominance of a focal retailer, and entry of rivals in multiple regions, on the number of the focal retailer stores. This is followed by an empirical analysis with panel data. Last, we discuss some implications and direction for future research. Literature Review and Proposed Hypothesis Entry of rival stores Prior research suggests that the existence of rival chain stores in the same market decreases the store-revenue of the focal retailer (Erickson et al. 2013, Nishida 2014).When rival retailers open the large number of new stores in a regional market, the focal retailer may be taken away their business of existing stores and latent new stores, so the focal retailer will be forced to close existing stores and slow down the pace of opening new stores. Then, we propose following hypothesis: H1: In a regional market, the higher the number of net increase of rival stores is, the lower the net increase of focal retailer stores is. Dominance of the focal retailer According to prior research, CVS chain retailers benefit from area-dominance (opening own stores aggressively in a given region), because it enables retailers to reduce their distribution and promotion cost, increase consumer loyalty and their power against manufactures (Ogawa 2004, Tamura 2014, Nishida 2014). If the focal retailer has already established a high density store-network, and had strong relationships with its customers and manufactures in the regional market, they will be less likely to suffer from entry of rival chain stores, and they will be able to continue expanding their store-network. These arguments lead to: H2: In a regional market, the higher the degree of dominance of the focal retailer is, the smaller the negative effect of entry of rival stores is. Entry of rival stores in multi-market Though H1 and H2 do not consider multi-market competition among chain retailers, this macro-level competition may have a great impact on their competitive action in a given region (Chen 1996). When a rival entries to multiple regions simultaneously where the focal retailer has already operated, the focal retailer will delay its decision making and competitive responses, so the impact of entry of rival will be larger (Poter 1980, Ferrir 2001, Boyd and Bresser 2008). Therefore, we propose following hypotheses: H3a: The higher the number of regions which rival entry is, the bigger the negative effect of entry of rival chain stores is. H3b: The higher the number of net increase of rival stores across the regions is, the bigger the negative effect of entry of rival chain stores is. Methodology To test the proposed hypotheses (see FIGURE 1), we collected panel data from the Census of CVS Market, which includes the number of stores of Japanese CVS chain retailers in each prefecture. Due to the restriction of data availability, we treated prefectures as the unit of regional market, and focused on the cases that Lawson was the first entrant, and Seven-Eleven and Family-Mart ware the later entrants in prefectures. Accordingly, the sample was limited in space to 17 prefectures, and limited in time to the period from the year that Seven-Eleven or Family-Mart opened their stores for the first time to 2014. Results We tested the hypotheses using panel date analysis by fixed effects model. The estimated results are shown in FIGURE 2. Regarding our hypotheses H1, involving the negative effect of rival entry on the focal retailer’s store-network, is not supported. However, the interaction of “the dominance of the focal retailer” with “rival entry” and the interaction of “rival entry in multiple regions” with “rival entry” are significant, although their signs of coefficients differ depending on whether the rival is seven-eleven or family-mart. Thus, hypotheses H2 and H3b are supported in part. Implication and Future Research Our findings have several important implications. First, our empirical results suggest that the effect of rival entry on a focal retailer’s store-network depends on (1) rival’s position in CVS industry, (2) the focal retailer’s dominance, and (3) rival’s multiple entry. Second, when a rival has a superior position than the focal retailer, dominance advantage of the focal retailer increases the negative effect of rival entry, which is contrary to our expectation. This implies that enhancement of the density of own store-network will cause cannibalization, so each store of a focal retailer may be highly vulnerable to entry by a rival who has superior competitive position (i.e. Seven-Eleven). Finally, multiple entry by a rival in superior position reinforces the negative effect of their entry on expansion of the focal retailer’s store-network in the regional market. Though this study was a rare attempt to explain regional competition among Japanese CVS chain retailers empirically, it did not include the prefectures that Seven-Eleven and Family-Mart were the first entrants. This may limit generality of the empirical results, hence it is valuable to take this problem into consideration in future research.

Although the internationalization decision making process amongst managers from developed nations has been extensively studied, this phenomenon has been sporadically explored among managers from newly opened and transition economies. Given the risks and commitment inherent in international market entry, a thorough understanding of the decision making process of managers in such dynamic markets becomes crucial in charting the firms’ future direction. Hence, drawing on concepts from cognitive science, this study aims to explore cognitive biases and mental models for international market entry decision making among managers from a transition economy, namely Myanmar. Myanmar is recognized as Asia’s last large economy to become globally linked. Myanmar has long posted a negative trade balance, with the import value nearly double that of exports. The country’s population of 54 million, its abundance of natural resources, and its economic integration in the fastest growing region of the world have attracted firms of global brands such as KFC and VISA, who strive to gain market access. After decades of military rule, Myanmar’s ‘open’ economy is dominated by state-run enterprises in heavy industries, with growing opportunities for the private sector to aid in the growth of the domestic market as well as to exploit foreign market opportunities. Scholars from a diverse range of disciplines have argued that elements of an organization’s international strategic abilities stem from managers’ cognitive processes that balance national, industry, organizational and functional issues (Prahalad & Doz, 1987). This study explores Myanmar decision-makers’ strategic cognition, which describes the information-filtering or sense-making process by which strategic issues are interpreted (Finkelstein, Hambrick & Cannella, 2009). The fact that management and marketing research in Myanmar contexts is virtually nonexistent, understanding the strategic decision making processes of managers in Myanmar is warranted, given the significant business opportunities for and within this country in transition. Strategic cognition describes the how cognitive structures relate to the decision process in terms of strategy formulation and implementation (Narayanan & Zane, 2011). Cognitive structures refer to the manager’s beliefs about the environment, the state of the organization, and the business portfolio. The strategic cognition perspective presumes that managers rely on their belief structures when undertaking a strategic decision task (Hambrick & Mason, 1984). According to Finkelstein et al. (2009), managers’ ability to deal with complex decisions is inhibited by cognitive biases as well as interpretive frames. Such biases, in part, influence which information is attended to and how it is interpreted. ‘Biases’ and ‘frames’ in decision making receive considerable attention in the strategic decision making literature because they often lead to committing decision errors. While there are a number of cognitive biases, our interest lies in framing bias (Kahneman & Tversky, 1984) because the interpretation of economic gains and losses are highly relevant for strategic decision making. Framing bias occurs when modifications in the way a decision problem is presented, focusing either on the potential gains or on the potential losses of alternatives, result in a change in the decision-makers’ initial preference, such as when a decision maker becomes risk-averse when gains are highlighted while becoming more risk-taking when losses are. Two propositions are tested in this study. First, if we assume that framing bias influences strategic decision making under complex and uncertain contexts, we should discover substantive differences in managers’ risk preferences. More specifically, differences should be found when managers are presented with alternative versions of elaborated problem scenarios that are the same in all aspects except for the fact that the alternatives have been systematically manipulated in terms of (1) the potential gains (positive presented version) or (2) the potential losses (negative presented version). Second, prior research reports that strategic cognition is influenced by personal characteristics (e.g. educational background) and values as well as organizational characteristics (e.g. firm size, firm age) (Finkelstein et al., 2009; Hambrick & Mason, 1984). With this in mind, we should observe significant differences in risk preferences between participants of different demographic and trait groups. This study implemented an experimental investigation into the potential framing and priming effects arising from a strategic marketing decision problem of whether to develop a new marketing plan to serve the home market or to commit marketing resources to the export market. The stimuli were adapted from those developed by Hodgkinson et al. (1999), which were crafted to solicit responses to a case scenario that described a convincing strategic investment decision encountered by a firm that provides innovative automotive vehicle fast paint-drying systems. This scenario was deemed appropriate for the Myanmar context given that the participants were familiar with automobiles and auto painting services. The scenario was moderately adapted to suit the Myanmar context, with a fictitious local firm, Yannawa Co., which was faced with domestic intensified competition and up-and-coming advanced technology product substitution. The case scenario was explained with about 260 words that describe Yannawa’s 10-year history, the domestic industry environment and Yannawa’s objective to achieve a profit of $3 million. A photo of a modern fast-drying automotive painting system was included in the stimuli. Participants were instructed to assume the role as one of Yannawa’s board of directors and were asked to choose one option between a ‘less-risky’ alternative (focus on the domestic market) with a higher likelihood of occurrence and a ‘riskier’ alternative (invest in overseas markets) that had two possible outcomes that had different likelihoods of occurrence. Framing effects were manipulated as positively and negatively worded versions. In the negatively framed version, participants had to choose between (A) developing a new marketing plan to serve its home market with a 100% chance this option will lead to profits of US$1 million below management’s targeted level or (B) committing its marketing to the export market overseas, with a 33% chance to reach the targeted level and a 66% chance to earn profits of US$3 million below management’s targeted level. In contrast, in the positively stated version, participants were asked to choose between (A) developing a new marketing plan to serve its home market with a 100% chance to earn profits of US$1 million or (B) committing to the export market with a 33% chance for profits of US$3 million and a 66% chance to make no profits at all. To control for potential priming effects, the presentation order of the alternatives varied, with the ‘less-risky’ higher likelihood of occurrence alternative presented first in the stimuli followed by the ‘riskier’ alternative, and vice versa in the other versions. Altogether, we developed four experimental conditions: positively versus negatively framed decision scenarios, with lower risk versus higher risk in alternate sequence. The research instrument also included items asking participant demographic characteristics. The decision task was also accompanied by a free-elicitation method to capture a mental model of the variables that the participant considered while making the decision. In other words, participants were asked in an open-ended question, “Please write in sequence the variables that you thought about while making your decision.” Unlike the stimuli of Hodgkinson et al. (1999), which provided a list of 18 variables, which participants could rely on to complete the cognitive mapping task, our free-elicitation method was deemed necessary in order to gain better insights to Myanmar managers’ thought processes. Both studies involved Myanmar professionals who were enrolled in a global MBA program being offered at campuses in Yangon and Mandalay where English is used as the medium of instruction. Study 1 comprised a sample of 118 students enrolled in the Marketing Management course, which is the first course taken in the program. The sample comprises 35 (29.7%) males and 83 (70.3%) females, with a majority (72%) within the age range of 22 to 31 years, and 62 (52.5%) with a Science education, 26 (22%) in Economics/Business and 21 (17.8%) in Arts/Language. A count of 46 (39.0%) occupy top/senior management positions, 36 (30.5%) are business owners, and the remaining 36 (30.5%) hold entry-level organization positions. Each participant was assigned randomly one of the four stimuli versions. The task was administered in class and participants were given 30 minutes to provide their responses. Study 2 replicated and extended these findings on a sample of 81 final semester MBA students in the same program. The sample composition of Study 2 is similar to that of Study 1. Data were analyzed using nonparametric approaches to test the significance of joint frequency distribution of cases. The statistical analyses indicate that the distribution of risk preferences are consistent in both Study 1 (i.e. participants new to the MBA program) and Study 2 (i.e. more experienced MBA students) (χ2 = 0.64, p = 0.27), which is similar to the findings of Bateman and Zeithaml (1989). Also, the risk preferences are consistent in both Yangon and Mandalay subgroups (χ2 = 0.00, p = 0.57). Thus, the data collected from both studies were pooled for further analyses. As for the control of priming effects, we find a significant difference in risk preferences (χ2 = 5.32, p = 0.04, 113 vs. 86), with a larger proportion of the second listed marketing alternative (i.e. more recent) being selected, irrespective of whether that alternative is higher-risk or lower-risk. With respect to a test of our first proposition of a framing effect, we found no support (χ2 = 0.32, p = 0.35) of a systematic association between framing and decision choice. The distribution of decisions shows that irrespective of whether the alternative was positively framed or negatively framed, a larger proportion of the participants chose to higher-risk alternative to focus on exporting. As for testing our second broad proposition that there would be significant risk preference differences between demographic groups in the sample, we found no support for sex (χ2 = 0.58, p = 0.27), age (χ2 = 0.29, p = 0.96), education background (χ2 = 2.40, p = 0.30), and no support for occupation (χ2 = 7.33, p = 0.11). The qualitative responses obtained from the free-elicitation section of the instrument, were analyzed by categorizing responses as either concrete, i.e. a greater focus on specific details (e.g. mention of numbers, such as ‘a 100% chance’, ‘a 33% chance’ and ‘$1 million below’, ‘profits of US$3 million’) or abstract, i.e. focus on the bigger picture (e.g. such as ‘more competition’, ‘threat of new products’). Based on this approach, we find that 138 (69.3%) of the participants began their mental model with an abstraction and 105 (52.8%) of those participants relied on a mental model that was entirely abstract, absent of specific details. In contrast, 33 (16.6) of the participants constructed mental models that were completely concrete, while the remaining 61 (30.7%) of the participants developed mental models comprising both abstract and concrete information inputs. Interestingly, a statistical test of an association between these three different mental models and risk preference show no significant association (χ2 = 2.80, p = 0.25). This exploratory study contributes to the management and international marketing literature by providing initial evidence and insights of the strategic cognition of Myanmar managers. The fact that there were no framing effects nor any differences in the risk preferences between different demographic groups suggest that participants in our study may be relying on a common heuristic (i.e. rule of thumb) that guides them towards the option to seek foreign market opportunities. The marketing doctrine concept introduced by Challagalla, Murtha and Jaworski (2014), is indicative of the influence of institution-wide principles that guide all decision-makers throughout the institution. In the case of Myanmar, national trade policies emphasizing export initiatives and increased export promotion activities may be regarded as fundamental drives for economic growth. As such, managers may be adopting this national principle to simplify their decision task and therefore prefer to pursue foreign market opportunities. Relatedly, it is worth noting that among the participants that opted to focus on the home market, nearly half were employed by a non-government organization (NGO) operating in Myanmar. This reiterates earlier findings of the influence of organizational characteristics on the strategic cognition of managers (Finkelstein et al., 2009; Hambrick & Mason, 1984). From our sample, we found that managers working for a NGO may be accustomed to adhering to their own organizational principles, which emphasize the needs of the domestic market. From a practical perspective, caution should be taken when decision managers rely largely on a heuristic approach to decision making. Although recent studies report that heuristics can be a valuable approach in the wake of overwhelming data and information (e.g. Patterson et al., 2012 ), others show that accurate mental models bring about better decision rules (e.g. Gary & Wood, 2011). To ensure that the decisions made by managers align both their personal preferences and the logic of rational choice, a deliberate model designed to compare the underlying costs and benefits of the decisions must be carefully developed in such a way to prevent decision makers from minor distractions. To date, our study is the first to gain insights on the ‘black box’ of decision making among a sample of managers from Myanmar. Despite the valuable insights provided from our exploratory study, it is not without limitations. Although our sample comprises businesspeople from two major cities in Myanmar and represents businesspeople from a diverse range of industries and demographic characteristics, the generalizability of our findings is still limited. In addition, we only designed and implemented one hypothetical business scenario in our study due to the complex nature of the decision task. Using one hypothetical case may further limit the generalizability. Moreover, our results revealing the absence of framing effects but the presence of priming effects seem inconsistent with prior studies that have reported that such effects alter individual perceptions. Based on our preliminary findings, future studies are called upon to verify, confirm, and extend this current study to other contexts in Myanmar and other emerging and transition economies.

International Joint Venture (IJV) is one of the most popular market entry mode in emerging markets. The instability and stability of IJV have also been receiving ongoing attention in the literature (e.g. Deitz et al. 2010; Kogut 1989; Rhoades & Lush 1997; Sim & Ali 2000). IJV instability and stability are often treated as opposite to one another in the literature, and assumed the factors that account for instability has an inverse impacts on stability. However, conceptually and empirically they are not exactly two contrasting phenomena. This study adopts the perspectives of Superficial Friendship theory (Yan 2010) to differentiate the determinants of IJV instability and stability and empirically compares their determinants. The results indicate that the factors that account for instability do not have inverse impacts on stability. The empirical results not only contribute to an understanding of the different drivers of IJV instability and stability but also have important implications for international business managers in both parents and IJVs with regard to keeping an IJV profitable and successful.

전반적인 경영환경의 글로벌화가 진전되고 기업의 국제 활동이 더욱 증가함에 따라 서비스기업들의 국제 활동 도 증가하고 있다. 다국적 기업의 해외시장 진입방식 선택 문제는 국제화 전략과 관련된 가장 중요한 의사결정 영역 중의 하나이다. 서비스기업에 있어서도 이러한 연구주제에 대한 학자들의 관심이 비교적 많은 편이지만, 서 비스기업 중 외식서비스기업에 대한 연구는 그 해외진출 활동 현황에 비해 아직 부족한 실정이다. 본 연구는 제조업과 구별되는 서비스 특성을 지닌 한국 외식서비스기업을 대상으로 해외시장 진입방식 및 경영 통제수준 결정요인이라는 연구주제를 고찰하고 실증적으로 분석하였다. 84개 기업, 103개 브랜드, 246개 해외 진출 건수를 표본으로 설문조사하여 얻은 107개(응답률 43.5%) 자료에 대한 로짓과 회귀분석 결과 진입방식과 경영 통제수준의 결정요인은 상당히 다르게 나타났다. 한국 외식서비스기업의 해외시장 진입방식 결정에는 서비스의 종류, 경쟁우위, 기업의 규모 등이 통계적으로 유의한 영향을 미치는 것으로 나타났으며, 경영 통제수준에는 경쟁우위, 국제 경험, 문화적 거리, 시장기회, 최고 경영자의 마인드 등이 영향을 미치는 것으로 분석되었다. 이는 진입방식과 경영 통제수준 사이의 관련성에도 불구하고 이 둘에 대한 연구 접근 방식이 달라야 함을 의미하기도 한다.

While the relationship between market orientation and new product performance has been extensively investigated, the mechanism by which market orientation contributes to new product performance was further studied in a business-to-business context. We developed a set of alternative research models to examine the roles of timing of entry and positional advantage in the market orientation—new product performance relationship. The results showed that industrial firms’ positional advantage is a key step in the process. Market orientation does not directly influence new product performance. Instead, market orientation helps to establish a firms’ positional advantage, which, in turn, positively influences new product performance in the marketplace. Timing of entry, shown to be an outcome of positional advantage, is not a determinant of new product performance in the business-to-business context. The findings revealed that market-oriented firms achieve superior new product performance through thoughtfulness indicated by a well-defined positioning strategy, not rapidity of action.

본 연구는 기업의 신흥시장진입과정에서 기업간 자원교환에 있어서 상호 의존적 네트워킹의 역할과 몰입이 영향주는 시장진입의 속도를 분석하는데 그 목적이 있다. 특히 기업의 중국과 인도자동차시장 진입시 시장진입속도에 어떠한 요소의 변화가 영향을 미쳤는지, 지역 중요행위자들과 네트워킹이 시장진입을 촉진하는지 그리고 네트워크 관점에서 학습과 몰입이 시장진입과정의 속도에 효과를 나타냈는지 규명하는 것이다. 본 연구에서는 신흥시장 특성에 적합한 기업의 전략적 경쟁위치 개발을 위한 포괄적인 이론적 연구모형을 제시하였다. 연구방법은 한국기업의 시장진입과 관계된 전략과 경험에 기초하여 심층면접을 실시하고 부가적으로 필요한 2차 자료를 수집하였다. 연구모형은 시장에서 3단계의 네트워킹, 학습과 몰입의 발전과정에 대한 실증분석을 위하여 현대자동차의 중국과 인도사례 분석을 적용하였다. 기업의 해외시장진입 속도는 지역 중요행위자들과 사회-정치적 행위자들 사이의 네트워킹에 의해서 중대한 영향을 미친다는 것을 도해하였다. 사례에서 현대자동차는 신흥시장 진입초기에 네트워킹의 효과를 거두었으며, 이때 네트워킹의 여러 유형들은 학습과 몰입의 수준을 결정하였다. 특히 자회사의 위치개발과정에서 경쟁기업이 순차적으로 진입하는 동안에 현대차는 차별적인 형태의 협력을 통한 네트워킹으로 빠른 시장진입의 속도를 이루며 경쟁위치를 개발하였다. 본 연구 결과에서 도출한 시사점은 한국기업이 신흥시장에 진입하는데 전략적으로 도움을 주거나, 이미 진출한 기업에게 자사의 현 위치를 정의하고 나아가 경쟁위치를 개발할 수 있는 기회를 갖고자 한다.

해외직접투자를 실시하기로 결정한 기업은 어느 국가 시장에, 언제, 어떠한 형태로 진입할 것인가 하는 문제에 직면하게 된다. 이 세 가지 사안에 따라 자원투입 수준과 해외직접투자의 궁극적인 성과에까지 영향을 미치게 되는 만큼 매우 중요한 문제이다. 그러나 다른 두 가지 문제에 비해 진입 시기에 대한 연구는 충분한 관심을 받지 못했다. 이러한 배경 하에, 본 연구는 국가시장의 불확실성이 진입시기와 진입방식에 미치는 영향을 분석함으로써 해외직접투자의 중요한 세 가지 사안을 연결시키고자 한다. 즉 진입 국가의 불확실한 환경이 진입시기와 진입방식에 미치는 효과를 실증적으로 조사하고, 이러한 관계 내에서의 기업자원이 가지는 조절효과 가능성을 발견하며, 진입시기와 진입방식이 상호작용하여 성과에 미치는 영향을 조사하여 기업의 해외시장 진입전략에 관한 결정요인과 결과를 포함하는 통합적인 프레임워크를 제시하고자 한다. 본 연구의 표본은 한국증권거래소에 상장된 기업들의 해외시장진출케이스로 구성되었으며, 가설검증을 위해 중재회귀분석을 실시하였다. 분석 결과, 기업들은 불확실성이 높은 시장으로는 진입시기를 늦추는 경향이 있지만, 기술적 자원이 풍부한 기업에서는 이러한 관계가 약해지는 것으로 나타났다. 한편, 진입시기와 기업성과의 관계에서는 진입방식의 조절효과가 발견되었다.

본 연구는 한국시장에 진입한 일본기업들을 대상으로 진입방식 선택 결정요인을 분석하였다. 즉 합작투자 혹은 라이센싱을 선택케 하는 요인들이 무엇인지를 거래비용 특성요인, 환경적 특성 요인, 전략적 요인, 그리고 기업 특성 요인으로 구분하여 조사하였다. 합작투자 55개 기업과 라이센싱을 선택한 24개 기업들을 대상으로 로짓분석을 실시하여 다음과 같은 연구결과를 얻었다. 거래비용 특성 중에서 파트너의 기회주의 속성이 높을수록, 그리고 전략적 요인 중에서는 현지시장의 전략적 중요성이 높을수록 라이센싱 보다는 합작투자를 선택하는 것으로 나타났다. 반면에 환경적 특성 중에서는 현지시장의 수요 물확실성이 높을수록 합작투자 보다는 라이센싱을 선택하는 것으로 밝혀졌다. 마지막으로 기업 특성 중에서는 모기업의 국제영업 경험이 있는 기업들이 합작투자를 선택하며, 모기업의 규모는 진입장식의 선택에 영향을 미치지 않는 것으로 드러났다. 초록(외국어)

The study offers the first large scale product-level study of the factors which influence Japanese manufacturing firm`s order of U.S. market entry. Our results support market rivalry rather than firm-specific advantages arguments. Japanese first-investors do not have as strong a research concentration as second-investors and late-investors. Japanese firms with medium market shares have a greater tendency to be first-investors. Japanese firms belonging to enterprise groups tend to be first-investors due to stiff competition across enterprise groups. In addition, Japanese firms with previous experience in the U. S. market tend to be first-investors in another product market. On the other hand, Japanese firms` advertising intensity and their membership in a keiretsu group do not affect its order of U.S. market entry.

전략경영의 관점에서 볼 때, 해외시장진입방식의 선택문제를 설명해 주는 기존의 모형들은 경영자가 당면하는 보다 현실적인 문제, 즉 의사결정의 결과로 얻게 되는 성과가 무엇이며, 원하는 성과를 얻기 위해 선택한 진입방식을 어떻게 관리해야 하는가 하는 문제에 대해 만족할 만한 설명을 할 수가 없다. 기존의 선택모형은 기업의 내부환경과 외부환경에 따라 이익(효율성)의 극대화 가능성이 가장 높은 진입방식을 사전적으로 연결시켜 주는데 그치며, 이러한 가능성이 실제 이익(효율성)의 극대화로 실현되는 과정에 대해 설명할 수가 없다. 그리고 그 동안의 연구는 학자들의 관심분야와 학문적 배경에 따라 다르게 진행되었기 때문에 학제적인 접근법(interdisciplinary approach)을 통해 기존의 연구결과를 통합해야 할 필요성이 증가하고 있다. 이 논문에서는 해외시장진입방식의 전략적 모형을 통해 기존의 선택모형이 가지고 있는 한계점을 보완하고자 하였다. 전략적 모형은 해외시장진입방식의 선택모형과 전략경영을 결합한 모형이다. 해외시장진입방식의 선택을 설명하는 이론을 성과와 연관시킴으로써 경영자가 당면하는 문제에 대해 보다 나은 답을 제공할 수 있다. 한편 전략경영분야에서는 그 동안 해외시장진입방식이 기업의 성과에 미치는 영향에 대해 관심을 가지지 않았다. 이런 점에서 볼 때 전략적 모형은 기업의 성과에 관심을 가지는 전략경영분야에도 보다 풍부한 연구문제를 제시해 줄 가능성이 있다.

본 문의 연구은‘제도이론(Institutional T heory)’이 다국적기업의 해외시장 진출전략 결정에 미치는 영향과 작용 메커니즘에 대한 이론적 연구성과를 이론적으로 풍부하게 확장하였다. 또한, 중국 다국적기업의 해외시장 진출전략 결정을 이해하고 해석하는데 이론적 분석방법을 했으며, 실천적으로는 정부와 기업의 관련 정책을 수립할 수 있는 근거를 마련하는 데 도움이 된다. 마지막으로, 본문 연구의 한계와 미래 연구 방향을 제시하였다.

Purpose - The purpose of this study is to apply a cost effective ultrasonic odor reduction method that generated micro-bubbles using ejector to the Southeast Asian wastewater market. Research design, data, and methodology - A leather maker located in Ansan-city, Gyunggi-do, South Korea was sampled from the collection tank to select experimental materials. Experimental setup consisted of circulating water tank-air ejector-ultrasonic device, and circulating wastewater. Sample analysis was performed by CODcr, T-N, T-P, and turbidity by the National Environmental Science Institute. Results - Experimental results show that it is most effective in removing odors when the frequency range of ultrasonic wave is 60∼80 Khz and the output is 200 W. It showed that the concentration of complex odor dropped from a maximum of 14,422 times to a minimum of 120 times. Also, analysis of ammonia and hydrogen sulfide in specific odor substances has shown that they were reduced from 1.5 ppm to 0.4 ppm and from 0.6 ppm to 0.1 ppm, respectively. Conclusions - It is possible to shorten more than 12 hours in the treatment of micro-organisms. It can be seen that the processing time of odor after ultrasonic treatment in the pre-treatment facility is reduced by 25% when compared to the resultant micro-organisms after the chemical treatment, that is, the time of the bio-treatment of micro-organisms. Based on the results, it was confirmed that the pre-treatment method using the ultrasonic and the air ejector device of the experiment shows the effect of reducing the water pollutants and odor more effectively in a relatively short time than the conventional advanced oxidation method.

This study is proposed to establishment of collaborative environment utilizing BIM-based digital model for cable bridge oversea market entry. It is important to utilization of digital model based framework as such analysis interface, pre-construction technology, data sharing system by design company, general contractor, maintenance agent and government office.

As China has gradually enhanced the levels of economic development and national income or consumption in recent years, to increase the consumption of baby products, markets for high-quality baby products are spotlighted so that the baby product market in China has been growing rapidly and the prospect is bright as well. The government changed the one-child policy into the two-child policy to increase the birth rate from 2015. This policy change can result in the enlargement of the baby goods market. In this regard, this study suggests the following strategies for promoting infant products to China and concrete ways of entering the market. The strategies to enter the Chinese markets are as follows. First, in order to successfully enter China, it is important to understand the situation and characteristics of the Chinese market with Chinese market research and accurate understanding about the recent economic environment in China. Second, enabling online and offline integration and SNS on brand advertisement are necessary. Third, reinforcement of the Wang Hong marketing. Fourth, reinforcement of customer service. Fifth, products promotion through TV advertisement. Sixth, usage of the relationship properly. Seventh, securing the overseas certification system. This study may provide the good implications not only to Korean baby product companies which want to enter the Chinese market but also to the peoples who want to establish the entry strategy into China.

enterprises' entry into the Chinese market. By studying Korean companies’ strategy and current situation in the Chinese retail market and analyzing Lotte Mart’s strategy, this study was aimed at identifying comprehensive strategies for Korean companies striving to expand in China’s retail market. Research design, data, and methodology - A case study approach is used, focusing on the three northeastern provinces in China, and examining global firms' entry into the Chinese market. The study employed a direct survey and a literature review. Results - Korean distribution firms' entry into the overseas market is in the inception stage and it should be developed, considering its effects on the national economy and other industries. Conclusion - The cases of E-mart and Lotte Mart, representing Korean distribution firms, showed that they should not rely on scale to succeed in China. Both preliminary analysis and careful strategies are required to ensure success. Considering the high growth potential of the Chinese market, a management strategy that takes account of Chinese people's emotions was needed.

국내 해양플랜트 산업은 Drill-ship 이나 FPSO(Floating Production Storage and Off-loading) 제작 분야에 집중되어 있다. 하지만 플랫폼에 장착되는 장비 중에는 국내 제품이 많지 않다. 그것은 국내에서 개발된 장비는 국내 플랫폼이 없어 검증하기가 힘들기 때문이다. 본 연구는 슬랙모델을 도입하여 고정 해상 플랫폼의 유지 보수 및 해체 분야의 OSI 분야에 우리나라가 접근할 수 있는 방법을 모색하였다. 첫 번 째로, 고정식 연안 해양플랜트로 먼저 진출하여 우리나라의 기술 슬랙을 확보하는 전략을 제안하고, 해양플랜트 장비에 대한 운영, 수리, 해체 등에 관련된 실무적인 현장 경험을 가진 인력을 슬랙으로 확보하며 해외 시장 진출을 위한 정책적인 슬랙을 제공할 것을 제안하였다. 그 외의 다양한 슬랙을 창출하기 위해서 컨소시엄을 구성할 필요도 있다.

국내 대기업 물류회사(2자 물류기업)의 물류시장 대거 잠식으로 국내 물류시장의 3자 물류 비중은 약 30% 수준으로 매년 축소되고 있다. DP, DHL 등 글로벌 3자 물류기업은 글로벌 물류시장 장악력을 강화하고 있는 반면 국내 중, 소규모의 3자 물류 기업은 성장의 한계에 부딪혀 세계 물류시장에서 차지하는 비중은 극히 미미하다. 다행스럽게도 새 정부의 중소기업 육성 강화정책과 UN의 아시아지역, 개도국 공급선 확대 추세는 아주 긍정적인 환경이라고 할 수 있다. 이러한 때에 국내 중소 물류기업이 유엔 조달 물류시장에서 글로벌 네트워크를 가진 유럽, 미국계 기업들과 경쟁하여 입찰에 성공할 수 있게 도움을 주기 위하여 운송사례 연구와 SWOT 분석으로 국내외 물류환경 여건을 분석하여 세부적인 산학협력방안 및 정부의 지원 방안을 제안하고자 한다.

온라인 게임은 최근 십년간 IT 기술의 발전에 힘입어 국내는 물론 해외에서도 눈부신 발전을 거듭하고 있다. 그런데 최근 대작 게임인 아이온이 나오기 전까지 수년간 MMORPG의 상위 순위가 변동되지 않고 과점상태를 유지했었다. NHNgames는 그 기간에 성공적으로 시장에 진입하여 좋은 성과를 내고 주요한 플레이어로 자리매김에 성공했다. 이러한 맥락에서 본 연구는 MMORPG 시장에 성공적으로 진입한 NHNgames의 사례를 Kalyanaram과 Gurumurthy의 기본전략 프레임을 통하여 성공적인 시장 진입 전략의 요소를 정리하고 분석하였다. 이 논의는 이후에도 끊임없이 반복될 온라인 게임 시장 진입의 문제에 함의를 제공하여 산업의 발전을 도모하는 데 기여할 수 있으리라 기대된다.