본 연구는 수출 딸기 ‘매향’의 상품성 유지를 위한 이산화염소 가스 농도 및 처리 효과를 구명하고자 수행되었다. 과피의 착색이 60±5%로 진행된 딸기를 수확한 후 10oC로 설정된 저온저장고에서 이산화염소 가스를 무처리(대조구), 0.2와 0.4mg·L-1의 농도에 각각 30분간 노출 시킨 처리, 저장기간 동안 이산화염소 가스를 0.4mg·L-1 의 농도로 지속적으로 노출시킨 처리로 총 4가지 처리를 수행하였다. 딸기의 무게 손실률, 경도, 당도, 색도, 잿빛곰팡이 발생률, 품질 등급을 저온저장고에 저장하면서 16일간 3일 간격으로 조사하였다. 무게 손실률은 이산화염소 가스 0.2mg·L-1 처리에서 지속적으로 높았고, 이산화염소 가스가 지속적으로 처리됐을 때 무게 손실률은 다른 처리들에 비해 낮은 경향을 보였다. 경도는 저장 13일째 이산화염소 가스 0.2와 0.4mg·L-1 처리에서 유의적으로 높았다. 당도는 지속적인 이산화염소 가스 처리에서 낮은 경향을 보였다. 색도는 이산화염소 가스 농도 및 처리 방법에 따른 경향성을 보이지 않았다. 지속적인 이산화염소 가스 처리에서 저장 13일째까지는 잿빛곰팡이가 발생하지 않았다. 품질 등급은 이산화염소 처리구에서 대조구에 비해 낮은 경향을 보였다. 결과적으로 수확 후 저장기간 동안 수출 딸기 ‘매향’에 이산화염소 가스를 지속적으로 처리함으로써 무게 손실률과 잿빛곰팡이 발생률을 감소시킬 수 있었다. 하지만 과실의 품질 등급을 유지 시킬 수 있는 방안에 대한 추가적인 연구가 필요하다.

수출 시 장미의 절화수명을 효과적으로 연장시켰던 친환경 살균물질인 ClO2의 적용 가능성과 수출 유통 환경분석을 위해 실험을 수행되었다. 일본 수출절화 장미 ‘Wildlook’의 수출유통단계에 따른 온･습도를 측정한 결과, 로즈피아 선별 및 포장 단계에서는 26~27℃/RH 40~43%, 로즈피아 저장고단계에서는 1~6℃/RH 35~64%, 부산 운송단계에서는 17~22℃/RH 48~73%, 일본 배 운송단계에서는 5~11℃/RH 54~70%, 일본경매장 및 소매점단계에서는 13~28℃/RH 46~81%로 총 5단계로 고온과 저온이 반복되었으며, 습도는 35%이상이었다. 각 단계별 평균 온･습도는 26.9℃/RH 41.6%, 2.3℃/RH 56.6%, 20. 3℃/RH 58.2%, 6.9℃/RH 65.6%, 23.9℃/RH 69.45%로, 고온과 저온이 반복되었고 습도는 지속적으로 높아졌다. 관행 수출방식(박스당 30송이, 절화 60cm) 절화에 물과 ClO2 5μL･L-1 약 800mL을 공선장 포장단계에서 보존용액 처리 후 소매점에서 절화수명실험을 한 결과, 절화수명은 물과 ClO2처리구에서 각각 12.6일, 11.6일로 유의차가 없었다. 결론적으로 장미는 수확 후 일본 수출 시 운송 3일 동안 고온과 저온이 반복되는 것을 알 수 있었으며, 습도는 운송시간이 경과 될수록 높아지는 것을 알 수 있었다. 또한 수출보존용액으로 ClO2를 처리하였지만 대조구와 차이가 없었으므로 수출 절화 장미의 보존용액 처리에 ClO2 적용을 위해서는 적정 농도를 찾는 연구가 필요할 것으로 판단된다.

당대는 축적된 연유기술을 바탕으로 화려한 삼채도기 문화를 꽃피운 시기였다. 당대의 연유도기는 이전의 단색 연유기술과 달리 다양한 색상의 구현이 가능했으며, 세 가지 색 이상을 혼용하기도 하여 시각적인 화려함이 극대화되었다. 소위 당삼채라는 당대의 대표적 연유도기는 7세기 중반 盛唐 이후 크게 유행하였다. 주로 부장품인 明器로 활용되었으나 출토 상황에 의하면 일상생활에서도 적지 않게 사용되고 있음이 확인된다. 오늘날 고고학적 발굴 성과에 의하면 당대의 연유도기는 화북 및 화남 등 여러 窯場에서 생산되었으며, 중국 내 소비와 함 께 동아시아는 물론 동남아시아와 서아시아로까지 널리 수출되어 활발한 소비가 이루어졌다. 본 연구에서 당대의 주력 생산품이었던 당대 연유도기의 생산과 소비, 그리고 수출에 관한 그간 학계의 연구성과를 소개하고 관련 논제들을 검토해보고자 하였다. 아울러 그간 동아 시아에 비해 덜 주목되었던 동남아시아와 서아시아 지역의 출토 사례를 중심으로 해외 전파와 그 의미를 살펴보고자 하였다. 그 결과 몇 가지의 결론을 내릴 수 있었다. 먼저 여러 발굴 성과를 토대로 살펴보면, 당대 厚葬문화 덕에 初唐부터 이미 삼채 도용이 대규모로 생산되었고, 이는 황족묘나 고관대작 분묘 출토품을 통해 어렵지 않게 추정이 가능하다. 하지만 한 편으로 섬서 서안의 中堡村이나 하남성의 張思忠夫婦墓 등의 출토 예를 통해, 無官職이거나 중상급의 평민계층 사이까지 폭넓게 향유되었음을 알 수 있어 이는 당대의 전형적 부장문 화임을 알 수 있었다. 그러나 8세기 중엽 안녹산의 난(755~763) 이후, 화려한 당삼채의 생산이 종식되고 대 신 백유녹채의 생산이 활발해졌다. 이는 성당기의 삼채와는 성격을 달리하는 새로운 채유 도기로 성당시기 당삼채는 부장용 명기의 성격이 강했으나, 9세기 백유녹채도기는 실용기에 가깝다. 그런데 이 백유녹채도기의 제작을 촉구한 역사적 배경은 바로 8세기 후반 이후 바닷길을 통해 이루어진 서아시아, 즉 이슬람제국과의 교역이라고 할 수 있다. 특히, 9세기 폭발 적으로 증가한 이슬람과의 도자무역은 결과적으로 이슬람 시장과 영향력에 대한 당나라의 태도에 기인한 것이라 판단된다. 이는 단순히 동방의 연유 도기가 이슬람권에 수출된 것이 아니라 이슬람권의 기호를 중국 측이 수용한 결과로 보아야 할 것이다.

농산물 검역통계를 통해서 채소 모종 수출 현황과 채소 접목묘의 일본 선박 수송 시의 온도 및 상대습도 변화를 분석하여 국내 채소 모종 수출 연구와 정책 수립을 위한 기초자료를 제공하기 위하여 본 연구를 수행하였다. 2007~2016년 사이 수출된 채소 모종은 배추, 양배추 등 엽채류 4종, 토마토, 오이 등 과채류 7종, 근채류 1종으로, 전세계 20여 국가에 46,146,536주(총 1,839건) 수출 되었다. 상업적 목적을 위한 채소 모종의 주요 수출국은 일본이었고, 2016년 기준 일본에 수출된 모종은 주로 과채류 접목묘인 가지, 토마토, 오이, 수박 및 고추 등으로 총 2,575,446주가 수출되었으며, 총 수출 금액으로는 0.7~1.6백만불로 추산된다 일본으로 수출되는 접목묘는 도시농업용과 농가용으로 구분되고 있으며, 온도 15~18oC의 냉장 컨테이너를 이용한 선박 수송은 포장 → 선적 → 검역(한국 부산항) → 검역(일본 시모노세키항) → 바이어 수령의 과정으로 대략 24시간 내외가 소요되고 있었다. 일본의 도시농업 발달로 인한 채소 모종 수요의 급격한 증가와 러시아 등 인근 국가들의 채소 접목묘에 대해 높아지고 있는 관심과 수요는 우리나라 채소 접목묘 수출 규모를 확대할 수 있는 기회가 될 것이다. 채소 모종 수출을 확대하기 위해서는 본 연구 결과를 기반으로 정확한 채소 모종수출 정보의 수집 및 분석이 이루어질 수 있도록 정부의 적극적인 정책 지원과 수출 전용 모종 생산, 모종 저장 및 수송 관련 기술 개발을 위한 연구가 필요하다.

선박이나 컨테이너로 수출입되는 곡류 및 박류는 검역용 훈증제인 메틸브로마이드(이하 MB)와 인화수소(이하 PH3)를 사용하는데, 처리 온도/수용비/선적방식에 따라 충분한 배기시간을 필요로 한다. 현장에서 배기시간 미설정으로 검역관 및 방제기술자에게 훈증제 TLV(Threshold Limit Value)-TWA(Time Weighted Average) 기준 이상의 농도에 노출될 위험이 있으므로, 소독 전, 후 작업자 안전을 고려하여 각 훈증제 별 작업자 안전기준에 적합한 배기시간이 설정되어야 한다. 따라서, 실내 훈증상에서 곡류(쌀, 대두) 및 박류(대두박, 주정박)를 대상으로 현행 소독처리기준으로 소독 후 탈착되는 가스농도를 측정해 MB 1 ppm, PH3 0.3 ppm 수준 이하로 감소되는 배기시간을 조사하였다. 조사결과 TLV-TWA 기준이하의 수준으로 감소되는데 필요한 배기시간은 주정박/대두박/대두에 MB가 처리된 경우는 모두 30시간, 쌀에 PH3가 처리된 경우는 30분이 소요되는 것을 확인하였다.

ECM 분석을 통해 카메룬 코코아 수출시 GDP와 비교우위가 주요 결정요인임이 밝혀졌다. 수출시장에서의 환율변동에 따른 코코아 수출가격의 변동은 국내 코코아 가격을 결정하는 주요인이다. 가격변동에 따라 수출되지 못하는 코코아의 국내 시장 공급은 과잉공급으로 연결되고 이는 국내시장가격의 현저한 하락을 초래한다.

알락하늘소(Anoplophora chinensis)와 유리알락하늘소(A. glabripennis)는 전 세계적으로 검역상 중요한 하늘소과 해충이다. 우리나라에서 이들은 자연 기주목과 분재에서 피해를 주고 있다. 본 연구에서는 분재에서 phosphine의 이들 두 하늘소에 대한 방제효과를 조사하였다. Phosphine은 솔수염하늘소 유충과 알에 대해 높은 훈증효과를 보였다. 2 g/m3 농도의 phosphine을 24시간 훈증처리 시 유리알락하늘소와 알락하늘소 난은 부화하지 못하였고, 알락하늘소 유충은 동일농도에 168시간 훈증처리 시 100% 치사되었다. 분재 생육기(2월)나 휴면기(1월) 모두에서 phosphine 훈증제는 2 g/m3 농도에서 두 알락하늘소를 100% 치사시켰다. 그러나 2월에 각 분재목[단풍나무(Acer palmatum)와 소사나무(Carpinus turczaninowii), 아그배나무(Malus sieboldii)]을 대상으로 훈증처리 시, 세 수종 모두에서 잎과 꽃잎의 크기가 작아지고, 꽃의 개화가 지연되는 약해가 발생되었다.

Building on insights from institutional theory and dynamic capabilities, this study investigates the relationships of cross-functional capabilities with export marketing strategy implementation and, ultimately, its influence on export performance. This study utilizes multiple-informant and time-lagged primary data from 218 exporting firms in Nigeria to contribute to an understanding of how export marketing capabilities can be implemented to drive export performance. The results suggest contrasting moderating effects of psychic distance and competitive intensity on the cross-functional capabilities to export marketing strategy implementation relationship. This research contributes to the international business and marketing literature by advancing the knowledge on marketing capabilities and strategy implementation, and highlights managerial implications for international business.

Export diversification – the extent to which the firm seizes export sales opportunities across different nations and/or geographic regions – is a critical element of export marketing strategy. Yet, knowledge of the export performance consequences of export diversification is lacking. Underpinned by contingency and resource dependence theories, we examine the export diversification-export performance relationship as well as critical contingencies of this link. Based on a sample of UK exporters we find that firms gain the highest export performance benefits when they simultaneously increase national and regional export diversification. Our results also show that the export diversification-export performance link is weaker when firms operate in markets that are very in dynamism. Additionally, the relationship between export diversification and performance is stronger when both resource sharing and interfunctional coordination are high. Such contextual factors provide a better understanding of the diversification-performance relationship.

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), 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 a comparison of Korean and Japanese exporters. Most empirical research about product strategy and innovation capability has been conducted in Western-based context. This means that managers operating in non-Western business environments have only Western-based empirical evidence to help them develop strategies for managing levels of market orientation in their international businesses. However, non-Western business cultures may be different from those found in Western firms, and therefore generalizing studies of exporting behavior from Western to non-Western business contexts may be misleading. Indeed, it is noted that there is a need for more studies into the transferability of Western research to the Asian business setting (Ambler, Styles, & Xiucun, 1999). Thus, in order to fill this imbalance, the purpose of this study is to attempt to investigate product strategy and innovation capability of Korean and Japanese firms in international markets. Conceptual background 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). 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 haveshown 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. Hypotheses 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). In addition, with a cost leadership strategy, firms focus on reducing costs through operational efficiency. 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. On the other hand, 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). 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. Firms that position their products in a manner that co-aligns with their “home country competitive advantages” will, on average, tend to perform better than those that do not. The impact of home-country advantages is lessening over time as firms develop firm-specific global core competencies to replace home-country advantages. The corporate climate in Japanese firms is characterized by worker participation and long term employment. These factors not only tend to increase costs, but also may have a positive effect on product quality through better employee motivation and more knowledgeable workers. Japanese firms have the highest labor and taxation costs and a demand base that is more quality than price sensitive. This creates a home-country environment that favors higher quality. Therefore, Japanese firms most easily achieved a strategic fit with their home country business environment by pursuing a differentiation strategy. On the other hand, Korean firms tend to focus innovation on small, incremental improvements in process and product development, exploiting experience effects. Over time, this focus results in higher quality for Korean products and lower costs, thus creating the potential for Korean firms to use a cost leadership strategy. Moreover, Korea’s capital markets (which offer inexpensive capital below short-term market rates), a demand base that is price sensitive, and the Korean corporate culture’s emphasis on low prices all contribute to an environment favoring lower cost and lower price strategy. Hypothesis 1: Cost leadership strategy pursued by Korean firms is positively associated with export performance, compared to Japanese firms. Hypothesis 2: Differentiation strategy pursued by Japanese firms is positively associated with export performance, compared to Korean firms. 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). 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 3: Exploitative innovation capability moderates the relationship between cost leadership strategy and export performance positively. Hypothesis 4: Exploratory innovation capability moderates the relationship between differentiation strategy and export performance positively. Results This study conducted survey data from Korean and Japanese exporters, regarding to product strategy, innovation capability, and export performance. 223 usable questionnaires were obtained in Korea, and 124 usable questionnaires were obtained in Japan. With regard to number of years of international experience, international experience averaged 15 (S.D. = 23.54) for Korean samples and 37.95 (S.D. = 21.90) for Japanese samples. In addition, export intensity by total sales over exporting sales averaged 15 (S.D. = 23.54) for Korean samples and 36.91 (S.D. = 26.15) for Japanese samples. Using survey data from Korean and Japanese exporters, the findings indicate that cost leadership strategy enhance export performance for Korean firms. On the other hand, for Japanese firms, differentiation strategy is more related on export performance positively. Moreover, exploitative innovation capability strengthens the relationship between cost leadership strategy and export performance, while exploratory innovation capability enhances the link between differentiation strategy and export performance for both Korean and Japanese firms. 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. Furthermore, this study found that different effects of product strategies on export performance in line with home country competitive advantages. Understanding the nature of marketing strategies employed by Korean and Japanese firms as well as its different effects may provide a useful reference point for exporters from other emerging countries in Asia. 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.

Researchers have yet to investigate whether it is beneficial for exporters to engage in greater levels of product adaptation in their export operations, or whether there is some limit to the amount of adaptation exporters should engage in. We posit that customer value creation, a central marketing concept and a mechanism to achieving market and financial goals in business to business markets, is a core outcome of export product adaptation activities. In order to explore the routes by which adaptation may shape export customer value creation, we adopt a multi-faceted conceptualization of firm-level product adaptation, comprising export product adaptation (i) quantity, (ii) intensity and (iii) novelty. Drawing on survey data from 249 Finnish exporters involved in business-to-business activities, we find evidence to support the claim that the impact of export product adaptation on export customer value creation is contingent on various factors, and we identify instances where greater adaptation is beneficial for export customer value creation, and instances where greater export product adaptation is potentially harmful for export customer value creation.

Emerging market exporters can no longer merely rely on cost/price advantages as bases for competition. They need to keep up with environmental changes and to initiate the exploitation of market opportunities in order to accelerate foreign market expansion and financial growth. Some of these exporters have begun developing strategies to manage these environmental uncertainties of foreign markets. The adoption of such strategies are consistent with the premise underlying the environment-strategy-performance (ESP) framework, which explains how environmental changes influence strategic choices. The aim of this study was to advance our knowledge of emerging market exporters’ strategic actions by examining the extent to which these exporters utilize information and communication technology (ICTU) and behave proactively under conditions of export market dynamism, which refers to the exporters’ perceived customer-related changes in foreign markets. Literature suggests that ICTU and exporter proactiveness are essential strategic postures for exporters to enhance their performance; nonetheless, an empirical investigation that simultaneously examines both of these factors is still lacking. Our conceptual model was based on the ESP framework, integrating concepts from dynamic capabilities and information processing theory. Four corresponding hypothesized relationships were tested among a diverse sample of 259 exporters in Thailand. Existing scales were adopted to measure Export market performance (EMP), Export financial performance (EFP) and Export market dynamism (EMD) and new scales were developed for ICT utilization (ICTU) and proactive export market development (PEMD). Firm size and exporting experience were included as control variables. With the presence of common method variance (CMV), CMV-adjusted correlations were used in the analyses. Scale validation and hypotheses testing were conducted using factor analyses and structural equation modeling. The results partially substantiate the ESP paradigm, as EMD had a positive relationship with PEMD, but not with ICTU. Also, consistent with dynamic capabilities theory, our findings indicate that PEMD enhanced both EMP and EFP. The pooled data results did not provide full support of the information processing theory, as we only discovered significant EMD-ICTU-PEMD-EMP relationships amongst firms with more exporting experience. Firms with less exporting experience may not be as prepared as those with more experience in processing new information and adjusting their strategies accordingly in a timely manner. These findings have meaningful practical implications for export managers.

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

This study analyzed the impact of FTA tariff elimination on the export prices for Norwegian fresh and chilled salmon, of which Korean import has significantly increased since the Korea-EFTA FTA implementation. Korea's fresh and chilled salmon market is almost monopolized by Norway, and Korea's price level is higher than other countries, so it is highly likely that price discrimination occurs. This study theoretically explained that exporters could adjust their prices by market power when tariffs are eliminated in imperfectly competitive markets. And the empirical analysis provided evidence that the exporters have made price adjustments since the FTA took effect, and similar results were found in the relative price comparison with trade statistics and Nasdaq Salmon Index. Therefore, in order to increase consumer welfare in Korean salmon market, it is required to transform the monopolistic market structure into a competitive one.

수출 시 절화 장미의 재배 및 공선단계의 관행 기술을 개선하고자 수출 절화 장미 ‘Beast’와 ‘Cappucino’의 관행 관리 실태를 조사하였다. 일본으로 장미를 수출하는 파주시와 전주시의 재배농가 농가와 공선장 내 채화와 선별 시 사용하는 관리도구의 청결수준을 조사한 결과, 채화가위, 길이 선별 가위와 장갑과 선별대, 포장 시 사용하는 장갑과 선별대에서 300CFU･mL-1이상의 박테리아수가 검출되었다. 파주시 재배 농가 저온고 내 절화가 담긴 저장수는 2.8×105CFU･mL-1로 박테리아가 검출되었으며, Chrysal RVB clear intensive(Chrysal, Netherlands, 1%)를 사용하는 전주시 농가의 저장수에서는 4.7×105CFU･mL-1로 검출되었다. 파주시 공선장의 수출박스내 박테리아수는 후처리제(Al2O3, pH 4.5)를 사용함에도 불구하고 2.7ⅹ104CFU･mL-1이었다. 한편 파주시 재배농가에서 포장을 마친 국내 생산수출용 ‘Beast’와 ‘Beast’의 가공장미인 매직로즈의 절화보존제(Florallife-Clear200, Oasisfloral, Japan) 유무에 따른 절화수명 연장 효과를 알아보고자 실험한 결과, ‘Beast’의 경우 절화보존제 처리구의 절화수명은 TW에 비해 3일 절화수명을 연장시킬 수 있었다. 반면 매직로즈의 절화수명은 TW와 절화보존제처리 간 유의적 차이가 없었다. 이때 보존용액 내 박테리아수는 ‘Beast’의 경우 TW와 절화보존제 처리구에서 각각 8.1×104, 2.0×103CFU･mL-1이었으며, 매직로즈의 경우 9.9×104, 1.0×103CFU･mL-1이었다. ‘Cappuccino’를 이용하여 국내용 선별 단계(건식운송)와 수출단계(습식운송)를 마친 절화의 절화수명을 조사한 결과, 국내유통용의 절화수명은 8일인 반면 수출용은 12일로, 습식운송했던 수출용 절화가 건식운송한 국내유통용절화보다 4일 길었다. 이에 따른 절화수명종료 현상은 국내유통용처리에서는 꽃목굽음(bent neck)과 꽃잎 탈리 현상이 각각 50%로 나타났고, 수출용처리구에서는 꽃잎탈리는 72.7%, 꽃목굽음은 18.2%이 나타났으며, 국내유통용처리에서 나타나지 않았던 잿빛곰팡이병이 9.1%로 나타났다.

분 식물의 식재 배양토를 선발하기 위하여 호랑가시나무 (Ilex cornuta Lindl.), 무늬산호수(Ardisia pusilla ‘Variegata’), 석곡(Dendrobium moniliforme Sw.) 및 염좌(Crassula portulacea) 를 인공배양토, 하이드로볼, 녹소토, 마사토와 수태에 심어 식물의 생장을 조사하였다. 호랑가시나무의 생존율은 하이드로볼, 수태, 녹소토에서 100%이었으며 초장 및 엽수의 생장율은 수태가 26.7% 와 26.8%, 녹소토는 20.6%와 23.7%로 양호하였으나 마사토는 6.7%와 14.1%로 낮았다. 초장당 엽수는 녹소토가 10.0개, 마사토 는 8.0개 이었으며, T/R율은 녹소토와 수태가 1.0과 1.1이었다. 무늬산호수의 생존율은 모든 배양토에서 100%이었고, 초장 및 엽수의 생장율은 녹소토가 27.3%와 60.8%, 수태가 30.7%와 50.5%로 높았다. 초장당 엽수는 녹소토와 수태가 2.5개와 2.2개이 었다. 석곡의 생존율은 모든 배양토에서 100%이었고, 초장과 엽수의 생장율은 인공배양토가 17.6%와 12.6%, 하이드로볼이 16.0%와 24.6%이었으나 마사토는 8.5%와 7.2%로 낮았다. 초장당 엽수는 하이드로볼이 3.4개로 많고 마사토는 1.9개 적었으며, T/R율은 하이드로볼과 녹소토가 2.5와 2.0이었다. 염좌의 생존율 은 모든 배양토에서 100%를 보였으며, 초장과 엽수의 생장율은 인공배양토가 62.6%와 50.9%, 녹소토가 69.7%와 53.1%로 높았 고, 하이드로볼은 28.0%와 27.7%로 낮았다. 초장당 엽수는 하이 드로볼을 제외한 토양에서 3.0개 이상이었다. 염좌의 T/R율은 수태와 인공배양토가 10.8과 10.7로 높아 지상부가 과도하게 생장하였다. 따라서 호랑가시나무, 무늬산호수, 염좌는 수태 및 녹소토에, 석곡은 녹소토 및 하이드로볼에 식재하여 수출하는 것이 바람직하다.

경기도농업기술원에서는 2015년도에 수출에 적합한 흰색 홑꽃형 스프레이 국화 ‘Snow Dream’ 품종을 개발하였다. 2010년도에 선명한 흰색 홑꽃형 ‘Salinas’품종을 모본(♀)으로, 착화수가 많고 조기개화 특성이 있는 흰색 ‘Sei-Lolydis(W)’ 품 종을 부본(♂)으로 인공교배를 하였고 2012년부터 2015년까지 억제재배, 촉성재배, 자연개화 작형에서 특성검정을 거쳤다. 2015년에 재배농가, 소비자, 육묘업체의 기호도 조사를 통해 개화특성과 기호도가 우수한 GCS10-89-1계통을 최종 선발하 여 ‘Snow Dream’로 명명하였고 2016년에 국립종자원에 품종 보호출원 하여 2017년에 등록번호 6508번으로 품종보호권이 등록되었다. ‘Snow Dream’은 흰색 홑꽃형 스프레이 품종으로 여름철 재배시 개화소요일수가 짧아지고 화색이 선명하게 발 현되어 수출에 적합한 품종이다. 단일처리 후 개화소요일수는 자연개화 작형 51일, 억제재배 작형 52일, 촉성재배 작형에서 49일로 여름철 재배시 개화가 빨라지는 특성을 보였다. 자연 개화 작형, 억제재배 작형, 촉성재배 작형에서 초장은 각각 90.0cm, 85.3cm, 91.5cm로 여름철 재배시 신장성이 우수하였 고, 꽃의 크기는 각각 5.1cm, 5.0cm, 4.9cm, 착화수는 각각 21.1개, 22.7개, 22.5개로 연중 비슷한 특성을 보였다. 흰녹병 에 완전한 저항성을 가지지는 못하여 저온기 재배시 환기와 습도조절에 주의하여 재배를 해야 하며, 절화수명은 자연개화 작형에서 22.0일, 여름철 촉성재배 작형에서 16.0일로 대조품 종 ‘Dream Water’에 비해 조금 길었고, 선호도 조사결과 4.3 의 높은 기호도를 보였다.