This article explores the different meanings of the number ‘three’ in proverbs. According to the analysis of this article, the number ‘three’ in proverbs, while carrying the basic meaning of quantity, has more expanded meanings in Korean, Chinese and Japanese proverbs, where it may mean ‘many’, ‘all (whole)’, ‘part’, ‘small’, and even more abstracted concepts. In contrast, the number ‘three’ in the English proverbs is largely biased towards negative meanings. At the end of this study, the analysis of the number ‘three’ in proverbs through machine translation shows that machine translation has many limitations on the translation of the many meanings of the number ‘three’.

이 연구의 목적은 2·8 독립선언 전후의 사정과 의의를 체계화하여 3·1 독립운동의 도화선의 한계를 넘어 학생운동의 한국적 의미와 독립운동 전반에 미친 영향, 이후 학생활동에 미친 영향 등을 규명하는 데 있다. 연구 결과는 다음과 같다. 첫째, 윌슨의 민족자결론과 고종황제의 서거는 조선 민족의 독립운동에 대한 기대와 기회를 만들어주었다. 둘째, 동경 유학생들의 2·8 독립선언과 해외 독립운동가와의 네트워크가 3·1독립운 동을 촉진한 요인으로 나타났다. 셋째, 동경 유학생 단체는 조선 독립의 방향과 이론을 정립하는 조직적 세력으로 성장하였으며 민족 독립의 지 혜와 역량을 갖추고 있었다. 넷째, 2·8 독립선언은 일단 실패로 돌아갔으 나 이후 독립운동으로 발전하였다. 유학생들의 독립선언은 국내 독립운 동가 지도층에게 적극적인 지원을 끌어냄으로써 3･1 독립운동에도 지대 한 영향을 미쳤다. 다섯째, 2･8 독립선언은 이후 오사카에서 독립선언이 나 국내 독립운동 등 다양하고 분화된 형태로 전개되는 과정에서 큰 역 할을 담당했다. 또한, 많은 유학생이 귀국하여 독립운동에 참여하거나 나 중에 임시정부에 가담하여 적극적인 항일투쟁을 전개하였다. 결론적으로 2·8 독립선언은 이후 실천적 행동적 의지를 갖추고 향후 독립운동을 전 개하는 데 발판을 제공하였다.

이 연구의 목적은 재일동포의 민족정체성 유형의 존재 형태와 차세대 정체성 의 변화, 그리고 이에 대응하기 위한 차세대 정체성 함양 방안 등을 모색하는 데 있다. 연구 결과는 다음과 같다. 지금까지 일본 정부의 재일동포 정책은 재 일동포 차세대에게 보이지 않는 차별과 동화의 시대로 이끌면서 차세대들을 변 화시키고 있다. 연구 결과, 재일동포 차세대 정체성의 함양 방안은 민단이 주최 하는 춘계학교 참여를 통한 정체성 인식 계기, 한국어와 한국문화를 접할 수 있 는 모국연수 기회 부여, 누구나가 방문할 수 있는 열린 포용적 단체 결성을 통 한 교류 기회 제공, 정체성의 위기에 대응하는 상담 전문센터 건립, 재일동포 귀화 증가와 커뮤니티 축소로 인터넷상에서 가상공간 네트워크 구축, 한국 정 부의 재일동포 현 상태 인식과 정책적 지원 등으로 나타났다. 따라서 향후 재일 동포 차세대에게 정체성 인식의 계기와 다양한 기회를 제공하는 것이 그들의 정체성을 함양하는 방안이 될 것으로 생각된다. 결론적으로 재일동포 차세대들 이 국가정체성 측면에서 글로벌 시민으로서의 자유로운 국적 선택이 가능하고 민족정체성 측면에서는 모국의 뿌리를 인식하고 언어와 역사 문화를 공유하는 프로그램이 강구되어야 할 것이다. 그러나 역설적으로 이민의 시대 일본 정부 의 이민정책과 재일동포 정책의 성과는 한국 다문화정책이 향후 어떠한 방향으 로 추진되어야 할지를 시사하고 있는 것으로 생각된다.

이 연구는 한일 양국 간 대학생이 서로의 문화에 대해서 어떤 계기로 관심을 갖게 되었는지, 어떠한 문화에 관심이 있는지에 대한 실태를 파 악하고자 하였다. 그 결과는 다음 세 가지로 요약된다. 첫째, 한국대학생 의 일본·일본문화에 대한 관심도는 상당히 높은 것으로 나타났다. 일본문 화에 처음 관심을 갖게 된 계기와 시기로는 초등학교, 중학교 때 접한 학생들이 많았으며, 주로 애니메이션을 통해서 접하였다. 고등학교 이후 에 관심을 갖게 된 학생은 학교에서의 일본어 수업이나 유튜브를 통한 일본 음식, 일본 여행을 통해서 관심을 갖게 되었다. 둘째, 국가 차원에 서의 한일관계는 현재는 부정적으로 생각하고 있으나, 미래에는 좋아질 것으로 판단하고 있다. 한일관계가 나쁜 원인으로 역사문제와 정치문제 에 기인하며, 이를 정치인들이 악용하여 해결보다는 갈등을 조장하고 있 으며, 한일관계가 좋아지기 위해서는 서로 간의 교류를 늘려서 원활한 대화가 필요하다고 생각하고 있다. 셋째, 민간 차원에서의 국가이미지와 한일관계는 긍정적인 것으로 나타났다. 한일 간의 관계가 악화되더라도 국가 간의 관계와 민간차원과의 관계는 별개로 보고 있다.

This study aims to investigate how the differences in expression caused by different ways of how to see and think affect the students learning Japanese at basic levels. The participants were 30 Korean students, learning translation into Japanese at basic levels. In the class, they read Japanese picture books and their Korean version ones and discussed the differences between them. A simple survey was conducted, and a m ini-exam w as g iven. The participants recognized the difference in how to see and how to think between the two languages, such as why particular expressions were used. The results showed an effect on enhancing their learning motivation and it also confirmed that there is an effect enhancing the learning motivation in the students who were interested in reading picture books while sitting in a circular fashion. In addition, the mini-exam results showed an improvement in the students' interest and concentration in class. As can be seen from these results, recognizing the difference between Korean and Japanese expressions in picture books can positively impact on raising students’ interest, motivation, and enthusiasm in beginner level of learners of Japanese.

본 연구 목적은 북한의 사회복지제도화 초기 단계의 역사적 동학을 추적하여 북한사회복지의 태동 배경과 요인을 규명하는 것이다. 본 연구의 분석범위는 해 방 이전 일제강점기부터 해방 이후 북조선임시인민위원회의 활동기간을 중심으 로 한다. 본 연구방법은 역사서술적 접근을 통한 문헌연구방법을 통해 분석하였 다. 분석결과, 첫째, 각 독립운동 단체와 단체, 계열과 계열 사이의 연결성에 이 은 상호성과 인과성은 비교적 존재하는 것으로 나타났다. 일제강점기 동안 각 독립운동 단체들은 독립운동과 사회복지에 대한 관심이 공존했다. 둘째, 마지막 으로 북한의 경우 사회주의계열의 복지정책을 이어받아 이를 적용하고 노력한 흔적이 확연히 나타났다. 북한은 정권 초창기부터 사상적 배경을 기반으로, 사회 복지정책을 도입하고 적용하고자 노력했고 이는 무엇보다 사회주의계열의 복지 정책을 기반으로 한 것이었다.

본 연구의 목적은 국가문화와 국제관광수요와의 인과성을 규명하는데 있 다. 본 연구의 목적을 달성하기 위하여 Hofstede 국가문화차원 이론을 바탕으 로 한국문화와 일본문화와 베트남관광수요와의 인과성에 대해 실증분석하였 다. 실증분석에 앞서 한국과 일본문화를 Hofstede 6가지 문화차원을 바탕으로 비교 분석하였으며, 국가 간 문화차이를 나타내는 문화적 거리를 계측하였다. 한국과 일본문화는 남성성 차원과 개인주의 차원에서 가장 큰 차이를 나타내 었다. 관광목적지 국가인 한국⋅일본과 관광객 원척국가인 베트남과의 문화 적 거리를 계측한 결과 일본문화에 비해 한국문화가 베트남문화에 더 가까운 것으로 나타났다. 본 연구에서는 중력모형을 기초로 국제관광수요 결정요인 중 전통적인 경 제요인으로는 GDP, 환율 변수 그리고 문화요인으로는 문화적 거리 변수를 설 명변수로 설정하고 한국과 일본을 방문하는 베트남 관광수요에 미치는 영향 을 분석하였다. 분석결과 본 연구모형에 사용된 모든 변수들은 한국과 일본을 방문하는 베트남 관광수요에 유효한 영향을 미치는 것으로 나타났다. 본 연구 에서 주요 관심사이었던 문화적 거리 변수는 한국과 일본을 방문하는 베트남 관광수요에 부(-)의 영향을 미치는 것으로 나타났다. 즉 문화적 거리가 멀수록 관광수요에 부정적인 영향을 미친다는 것을 추정할 수 있다. 특히, 문화요인 인 문화적 거리 변수는 GDP와 환율과 같은 경제요인보다 베트남 관광수요에 더 큰 영향을 미치는 것으로 추정되었다. 이는 한국과 일본을 방문하는 베트 남 관광객의 경우 관광목적지를 선택에 있어 문화가 중요한 요인이 되며 문 화적으로 유사한 목적지를 선택한다고 해석할 수 있다.

우리나라의 생물상 52,628종의 35.4%를 차지하는 곤충 18,638종의 국명 유형을 크게 11개(색깔, 크기, 모양, 식물, 위치, 생태, 외국어, 사람이름, 고유, 생리, 긍정·부정)범주로 구분하고, 그 뜻은 무엇인지를 조사하였다. 그 중 인종차별, 장애 및 생김새의 차별, 지역 차별 등의 혐오표현이 사용된 유형 506개에 대해 심층적으로 분석하여, 해당 표현의 본 뜻과 함께 향후 사용할 만한 대체 용어를 제시하였다. 더불어 일본어 표현(일본어, 일본인 이름, 일본 지명 등)이 사용된 유형 508개에 대해 분석하여, 세부 유형을 밝히고 해당 생물종의 국명의 사용이 적절하지 않다고 판단되는 경우에 대체 용어를 제시하였다.

The breakdown of the Korea-Japan fishing negotiations since 2016 has made it impossible for many domestic fishing vessels to operate in the Japanese EEZ water, and large purse seine fishing vessels are one of them. Mackerel is a highly migratory fish species, circulating in the East China Sea, South Sea, West Sea and East Coast throughout the year, and goes through a period of wintering, spawning, growth and feeding migration. In this study, in order to find out the dependence of large purse seine fishing vessels on mackerel fishing in the Japanese EEZ waters, we analyzed the characteristics of mackerel by large purse seine fisheries in the Japanese EEZ waters from 2010 to 2016. The catch and fishing details were investigated. The total catch of mackerel by large purse seine fishery, the average catch rate of mackerel in Japanese EEZ is 4 percent per year. The amount is estimated at 10.2 billion won per year. Although there was an effect, it was not judged to be a significant factor, and it was found that the amount of catch and fish price in the domestic waters had a greater influence on the total catch than the Japanese EEZ waters.

이 연구의 목적은 1945년 이후 해방 이후 70년이 경과 하는 시점에서 오덕 수 감독의 영화 세계가 곧 재일동포 세계라는데 초점을 두고 그가 영화에서 표 현하고자 했던 재일동포란 어떤 존재인가에 대해 살펴보는 데 있다. 오덕수 감 독은 자신은 물론이고 재일동포들이 자신의 역사에 무지하다는 사실을 깨닫고 이를 계몽하는 차원에서 재일동포 다큐멘터리 영화를 제작했다. 영화의 주요 내용은 외국인 등록문제, 지문날인제도 문제, 북송운동, 전후보상과 여성차별, 헤이트스피치 등 일본 근현대사를 망라하는 재일동포의 차별문제를 다루었다. 연구결과, 재일동포를 차별의 관점에서 다룬 그의 영화 세계는 다음과 같이 요약된다. 첫째, 오덕수 감독의 영화 세계의 근저에는 와세다대학 졸업과 동시에 도에이 입사 후 노동조합운동의 영향으로 재일동포 지문 날인 거부 운동 등 차별문제에 관한 많은 관심을 가지게 되었다. 둘째, 오덕수 감독은 일본 영화감독 오시마 나기사 감독의 영향으로 일본 영화 계에 입문하게 되었지만, 오시마 감독과의 관계는 사상적 측면에서 철저 히 분리된 길을 선택하였다. 셋째, 오덕수 감독은 일본을 지배하는 이념 가운데 천황제와 부락 차별이 가장 큰 문제로 존재한다는 사실을 재일동 포 문제를 다루면서 더욱 확신하게 된 것으로 생각된다. 이것은 오늘날 일본 내 헤이트스피치 문제로도 이어지고 있다는 것이 그의 주장이다. 넷째, 오덕수 감독의 재일동포 관련 기록영화의 목적은 재일동포의 삶을 통해 일본의 사회문제를 재조명하여 일본의 불합리를 표현함으로써 또 다른 방식의 일본을 묘사하고 있는 듯하다. 그는 영화를 통해 일본의 문 제가 곧 재일동포의 문제 그 자체라고 규정하였다. 결론적으로 오덕수 감독은 재일동포의 삶을 통해 ‘일본의 존재’를 표현하는 수단으로 일본의 불합리성을 영화를 통해 표현하고자 했던 것으로 생각된다. 현재 그의 영화는 일본 정부에 의한 재일동포에 대한 이중기준과 불합리, 재일동포 의 디아스포라적 존재로서의 정체성 찾기를 독특한 영상 세계를 통해 보 여주고자 했던 것으로 평가된다.

Chinese traditional dictionaries are often named after “文”, “ 字” or “dictionary” such as Shuowenjiezi, Zihui, Kangxi Dictionary, etc. The dictionary named Yupian began with Guyewang in the Liang Dynasty. It has its own cultural meaning to use jades comparing to characters. This paper analyzes the reasons for the naming of dictionaries in their own history. And the particularity of Yupian’s naming by examining the taking of such treasure as ‘yu’, a metaphor of Chinese characters. From this rhetorical perspective, it can also be seen that the things named ‘jade’ have their characteristics as well. According to the records of ‘jade’ in classical literature and its influence on people’s ideology in ancient cultural life, it is, in fact, found that the meaning of ‘jade’ has gradually developed and spread. Its metaphorical meaning has also extended to various fields in the same fashion. From the standpoint of the relation between jades and Chinese characters, and that between language and culture, this paper will explore the origin of the naming of Yupian as a dictionary and its influence on the naming of Japanese and Korean dictionaries.

The Hallyu (Korean Wave) boom that started with TV dramas in the 2000s expanded to various cultural areas, including food and music. As Korean culture gained popularity, Hallyu fans in Japan began to adopt Korean vocabulary like loan words. To study this phenomenon, the author collected vocabulary used by K-pop fans of native Japanese speakers and classified them by type. It was found that most of these words were currently being borrowed and used in their original Korean form; however, there were also words created by combining Korean words with Japanese words or newly coined by combining Korean words. Once Korean K-pop vocabulary becomes more established in Japan, it is expected that more words will emerge that originate from Korean but are independently created and used exclusively by Japanese speakers.

실제로 체험해보기 어려운 것 중의 하나가 감옥 체험일 것이다. 대부분의 사람들은 소설이나 영화, 드 라마 등을 통해 감옥에 대한 간접 체험을 하게 된다. 더운 여름철 감옥이라는 폐쇄된 공간은 이들의 이성을 마비시키고 좀 더 넓은 공간, 시원한 물만을 찾는 욕망의 존재로 전락시킨다. 욕망만이 남은 공간에서 민족적이고 이념적 사유는 불가능해지고, 개인적이고 육체적인 경험만 남게 된다. 한편 수감자 중 병에 걸린 환자들을 별도로 수감하는 병감을 배경으로 하는 ｢무명｣의 재소자들은 시기, 질투, 탐욕 등 욕망만 남은 인간의 모습을 보여주기도 한다. ｢태형｣, ｢물｣, ｢무명｣의 작가인 김동인, 김남천, 이광수 3 인은 모두 일제강점기에 수감 생활을 했다는 공통점이 있다. 이 글은 일제강점기 감옥을 배경으로 수감 자들을 형상화한 ｢태형｣, ｢물｣, ｢무명｣을 대상으로 과밀 수용과 기본권의 침해, 일본의 통제와 작품의 인물들이 순응하는 양상, 이기적인 태도를 극복하고 집단적 연대를 이루는 과정 등을 비교 연구하였다.

본 연구는 한국사회에서 증가하고 있는 다문화가정 중 일본인 다문화가정의 자녀양육 이해 및 국제비교 연구의 일환으로 일본인의 자녀양육관을 연구하고자 하였다. 이를 위하여 일본 오키나와지역에 소재한 유치원 2곳과 소학교 1곳의 학부모, 대학교 1곳과 공민관 1곳의 성인에게 설문을 통해 자료를 수집하여 분석하였다. 연구결과, 첫째, 일본인의 자녀에 대한 가치 인식에서 ‘자녀를 갖는 것은 인생에서 가치있는 일이다’란 인식이 4점 만점에 3.53점으로 가장 높게 나타났다. 자녀의 필요성은 ‘있는 것이 없는 것보다 낫다’가 62.2%로서 자녀의 필요성이 약함을 보여주었으며, 아들과 딸에 대한 기대에서 ‘성격 및 태도’에 대한 기대가 각각 가장 높았다. 둘째, 일본인의 자녀양육인식에서 자녀에 대한 정서적 지원은 ‘평생 동안 언제라도’가 56.4%로서 가장 높았고, 경제적 지원은 ‘대학졸업 까지’가 44.3%로 가장 높게 나타났다. 자녀가 영유아기 시기일 때 바람직한 경제활동상태에 대한 인식은 ‘아버지만 취업하고, 어머니는 집에서 자녀양육’이 56.2%로 가장 높게 나타났다. 셋째, 일본인의 자녀양육태도에서 자녀훈육태도는 ‘자녀가 올바른 행동을 했을 때 칭찬해 주기’가 4점 만점에 3.2점으로 가장 높게 나타나 긍정적인 훈육태도를 보였다. 좋은 부모의 조건 은 ‘자녀와의 의사소통’으로 나타났으며, 자녀양육의 어려움으로는 ‘자녀양육과 일의 병행’으로 나타났다. 본 연구는 일본인의 자녀양육관을 규명하여 한국인과 비교하였다는데 의의가 있다.

This study investigated how Japanese learners of Korean perceive the similarity of stop sounds between the Korean and Japanese languages. The results found, compared to the beginner’s group, the advanced group showed a lower rating value for the similarity for the same stimulus sound, and the learners with a higher perception ability distinguished lower similarities, even among the inner groups of the beginner’s and advanced group. This study also investigated how the related information in the native language affects how the learners perceive lenis consonants in word-medial position in the Korean language, as Japanese stop sounds are divided into two sounds depending on [±voiced] feature, whereas Korean stop sounds do not have a voiced sound in word-initial consonantal context, but the lenis consonants go through voicing in word-medial position. In result, Japanese learners tend to perceive the lenis consonants in word-medial position much better than other sounds, and it was shown that the related information in native language had played a positive role in perceiving Korean word-medial consonants.

Since the late 19 century, the Choseon dynasty forcibly opened the door to western countries, including Japan. In addition, cultural propagation called ‘modernity’ caused subtle changes in dietary life. Based on the theory of colonial dual society, this study examined the dietary modernity in Kyungsung (mid 1930s~early 1940s) when 50 years had passed since the Open-Door policy. Three films, <Turning point of the youngsters>(1934), <Sweet Dream>(1936) and <Spring of Korean Peninsula>(1941) (those made in 1930s~1940s) were analyzed. Twenty six scenes [14 scenes from <Turning point of the youngsters>, five scenes from <Sweet Dream>, and seven scenes from <Spring of Korean Peninsula>] related to the dietary life from films were chosen and classified according three criteria (degree of modernization, main influential countries, and benefit groups from modernization). The degree of modernization of all films was more than 80%. The average proportion of the countries that affected modernization were western (35%), western-Japan (28%) and Japan (20%). Approximately 33, 53 and 14% of the upper, middle, lower classes, respectively, benefited from diet modernization. The main places where modernized dietary culture could be enjoyed were cafes, western restaurants, tea rooms, and hotels. The main food or beverages that were considered as modernized dietary culture were liquor (especially beer), coffee, and western meals. People in Kyungsung in the mid 1930s~early 1940s experienced modernity in dietary life differently according to the social classes and these culture changes were generally accepted as a symbol of modernity.

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.