Since rice is the main food in Korea, there are no regulations on corn milling yet. Corn is known as one of the world's top three food crops along with wheat and rice, and it is known that 3.5 billion people worldwide use corn for food. In addition, corn mills are not developed or sold in Korea, but the use of corn mills is increasing significantly in many countries in Southeast Asia. In the Philippines, as Korea's rice mill import increases, Korea's KAMICO (Korea Agricultural Machinery Industry Cooperative) and domestic company A agreed to develop a corn mill jointly with PHilMech, an organization affiliated with the Philippine Ministry of Agriculture. However, research on corn milling was very insignificant, so the development was carried out based on the technology of Korea's rice mill. Rice milling is performed by peeling off the skin of rice and producing brown or white rice, so it is carried out by removing the skin and cutting the skin. On the other hand, in the corn mill, the skin of the corn is peeled, pulverized and selected to produce main products suitable for edible use. Therefore, in order to develop a corn mill, processes such as peeling, transfer, grinding, sorting, and by-product separation are required, and suitable parts must be developed. In addition, the performance must be gradually improved through experiments in which corn is repeatedly milled. The Philippines produces 7.98 million tons/year of corn, which is about 100 times that of Korea, and is mostly consumed as a staple food. This is about 10% of the total crop production in the Philippines. In addition, the main cultivation complexes of corn are the mountainous regions of Tarlac or Pangasinan, and the produced corn is 72.4% of the so-called yellow corn called Arabel and Sarangani, and the remaining 27.6% are known as white corn. In this study, it was intended to produce grains of 2.5 mm or less suitable for food for yellow corn and to develop a corn mill for 200 kg per hour. Detailed conditions for development are stipulated as more than 55% of the main product recovery rate, more than 31% of the by-product recovery rate, less than 5% of the raw material loss rate, and more than 80% of the embryo dislocation rate. In this study, to achieve this, the overall process of the corn mill was developed, and the optimal conditions for the corn mill were obtained through the development of parts and empirical tests to improve performance. In addition, it was intended to achieve the development goal by evaluating and analyzing the performance of each part so that it did not conflict.

Emerging markets are experiencing immense institutional transformations, which present substantial opportunities and challenges for entrepreneurial firms attempting to grow their businesses. The main challenges arise from the fact that emerging markets are less productive, and uncertainty and risk are high due to less transparency. Consequently, dissimilar to their counterparts in developed markets, entrepreneurial firms in developing economies are characterised by limited internationalisation knowledge and process, which are pivotal for developing export marketing strategy effectively.

본 연구는 수출성과 결정요인의 주요 이론을 기반으로 메타분석을 수행하여 기업의 특성에 따른 주요한 수출성 과 결정요인의 차이와 연구 방법에 따른 효과크기 차이를 규명하고자 하였다. 이를 위해 1992년부터 2021년 6 월까지 수행된 한국 기업의 수출성과 관련 실증연구 197편으로부터 946개의 효과크기를 도출하였고 중소기업만 을 대상으로 142편 연구물의 651개 효과크기를 분석하였다. 분석결과, 첫째, 무선효과모형으로 분석한 한국 중소기업의 수출성과 결정요인의 전체 평균효과크기는 .336 (p < .001)으로 중간 수준 이상으로 나타났다. 둘째, 한국 중소기업의 수출성과 결정요인은 자원기반이론이 산 업조직론보다 효과크기가 더 큰 것으로 나타났으나 글로벌 금융위기 이후에만 차이가 있었다. 셋째, 일반기업과 벤처기업의 수출성과 결정요인은 차이가 있었으며 벤처기업은 해외시장특성과 경영진의 국제경험이 일반기업보다 효과크기가 더 크게 나타났다. 넷째, 정량적 수출성과 측정보다 정성적 수출성과 측정에 의한 효과크기가 상당히 크게 나타났다. 다섯째, 2차 자료에 비해 1차 자료를 사용한 효과크기가 더 크게 나타났다. 본 연구는 수출성과 결정요인에 관한 이론을 기반으로 메타분석을 수행함으로써 수출성과 분야의 단편적이고 다양하며 일관성 없는 문제를 해결할 수 있는 범주화 프레임과 방법론을 제시하였다는 점에서 학문적 의의가 있 다. 분석결과는 수출성과를 높이기 위한 기업의 전략 수립과 정부의 효과적인 수출지원정책 수립에 도움을 줄 것 으로 기대한다.

기업의 혁신적이고 적극적인 성향 또는 활동인 기업가 지향성은 최근 국제경영 분야에서 중요하 게 연구되고 있다. 특히, 기업가 지향성은 기업의 학습 및 역량 개발을 촉진하고, 새로운 시장의 기 회를 인지하고 포착하며, 경쟁 기업들과의 차별화를 가능하게 한다는 점에서 성과에 긍정적인 영향 을 미친다는 주장이 있다. 일부 연구에서는 기업가 지향성이 오히려 성과에 유의미한 영향을 미치 지 않는다는 연구결과도 나타났다. 하지만, 기업가 지향성과 성과 간의 관계는 기업의 자원 및 역 량 등 내부적 환경에 따라 상의할 가능성이 크다. 본 연구에서는 기업의 내부적 요인으로서 흡수 역량이 기업가 지향성의 실행에 영향을 미치는 주요 요인으로 작용할 수 있다는 점을 고려해서 흡 수 역량의 두 가지 차원(잠재적 흡수 역량, 실현적 흡수 역량)이 기업가 지향성-수출 성과에 미치 는 영향을 실증적으로 분석하고자 한다. 한국 수출 기업들을 대상으로 기업가 지향성, 흡수 역량, 수출 성과에 대한 설문 조사를 실시하였다. 분석 결과, 기업가 지향성은 수출 성과에 긍정적인 영 향을 미치며, 기업의 실현된 흡수 역량이 높을수록 기업가 지향성의 긍정적인 영향은 강화되는 것 으로 나타났다. 이에, 본 연구는 기업가 지향성-수출 성과 간의 관계에 영향을 미치는 기업의 내부 적 요인을 검증함으로써 학문적 및 실무적 관점에서 의미 있는 시사점을 제공할 수 있을 것으로 기 대된다.

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.

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.

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

본 연구는 기업이 보유한 브랜드 강화역량, 최고경영자 역량, 글로벌 학습역량이 수출규모에 어떤 영향을 미치 는지를 한국패션의류기업들을 대상으로 분석하고 있다. 2007년부터 2014년까지 한국 패션기업들의 기업-연도 패널 데이터를 대상으로 연구한 결과, 브랜드 강화 역량 측면에서 디자인특허 역량이 높고 해외 제품상 수상 경 험이 있으면 기업의 수출규모가 높게 나타났다. 또한 최고경영자 역량 측면에서 최고경영자가 패션관련 전공자이 거나, 해외경험이 있는 경우 수출규모가 높게 나타났고, 글로벌 학습역량 측면에서 해외 제휴 수가 많은 경우 수 출규모가 높게 나타났다. 본 연구는 패션의류산업의 산업적 특성을 고려하여 성공적인 수출규모증대 전략을 도출 하기 위해 필요한 기업 내부역량을 중점으로 의미 있는 이론적, 실무적 시사점을 제시하고 있다.

The global diffusions of free trade agreements have encouraged an increasing number of companies to participate in foreign markets. However, export firms fall behind big data-based customers in international export markets. The gap between the needs of export markets and the capabilities of export companies is broadening. Marketing capabilities are export firms’ ability to understand what target customers want and develop tactical marketing actions and allocate available resources, and achieve export performance (Day 1994; Vorhies and Morgan, 2003). Export firms have to enhance marketing capabilities to narrow the gap (Day, 2011). This study investigates marketing capabilities, export marketing strategies, and their relationships with export performance of the export companies in an industrial complex in South Korea. This study tries to find how marketing variables impact the performance of export firms through the relationships among them. Marketing literature examined that the suitability between marketing capabilities and export marketing strategy is important because of its impact on export performance. Export marketing literature reviewed that export firms’ characteristics such as international experience, firm size, firm age, and export intensity, firm level of market orientation are considered positively related to export performance. Especially for inexperienced and small and medium-sized firms, which have limited marketing resources to achieve successful export performance, the right choice of export marketing, export marketing strategy, and export performance is indispensable. The purpose of this paper is to investigate the moderating effects of export firms’ characteristics on the interactive linkages within marketing capability, export marketing strategy, and export performance. Our first focus in this study is the relationships between marketing capabilities and export strategies and both export marketing strategy and export performance. We discuss their relationships with each other and with export firms’ performance. We develop testable hypotheses as shown in Fig.1. The final samples we used are 104 manufactured export firms in S. Korea. Next, as a result of testing, based on the relationships of having positive effects, we identify the moderating effects of export firms’ characteristics. Our research model proposes that marketing capabilities affect export marketing strategies and ‘specialized marketing capabilities’. These affect the overall export performance. We therefore hypothesize that H1: Marketing organizational capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H2: Marketing human resource capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H3: Marketing financial capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H4: Marketing infrastructure is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H5: Export marketing strategy is positively related to (a) specialized export marketing capability and (b) export performance. H6: Specialized export marketing capability is positively related to export performance. The results of our PLS-SEM analyses are as follows. Our results support H1b, linking marketing organizational capability and specialized export marketing capability. Marketing infrastructure was found to be positively related to both export marketing strategy and specialized export marketing capability, supporting H4a and H4b, respectively. We also observed that export marketing strategy a positive link with specialized export marketing capability and export performance, supporting H5a and H5b, respectively. However, no support is found for H2, H3, and H6. Moderating Effects of Export firms’ Characteristic Factors We tested how export firms’ characteristics moderate the relationships described in our research model (Hypotheses1-6) We used the moderate factors such as export product (final product vs. parts), customer (domestic vs. overseas, company (manufacturer vs. vendor), employment size (less than 100 person, 100 to300, more than 300), sales(less than $46 million, $46 million to $182 million, more than $182 million), export intensity (less than 50% vs. more than 50%) The moderating effects of export firms’ characteristics on the relationships within our research model are discussed (see Figure 1). Four of 30 moderating hypotheses for export firms’ characteristics were supported. The more number of employees and Greater sales volume strengthened the relationships between marketing infrastructures and export marketing strategies. Higher foreign customer strengthened the relationships between marketing infrastructure and specialized export marketing capability. Greater final products strengthened the relationships between export marketing strategies and export performance. However, the relationships between marketing organizational capability and specialized export marketing capability and between export marketing strategy and specialized export marketing capability were not significantly changed with export firms’ characteristic factors. There are no moderating effects on the types of firm and the types of export intensity. The results of this research suggest that the export companies should consider the choice of export marketing strategies the most important factor to achieve high export performance. This study indicates that policy makers for export companies in S. Korea should develop export assistant programs based on export firms’ characteristic factors such as the number of employee, sales volume, the type of customer, and the type of export product. Following limitations of this research should be noted. First, in addition to the manufacturing industry, more researches should be done in other industries. The findings of this study will ensure more validation. Second, to assess the export performance of export firms, this study uses the subjective opinion of respondent about the degree of export performance because of the difficulties of obtaining financial data. The objective financial data should be used to ensure more objectiveness for this research. Third, this study relies on survey data related to the export companies within an industrial complex area in S. Korea. It should be extended to other regions.

This research explore the complementarity effect of export-market orientation and entrepreneurial orientation on export performance of SMEs from a CEE developing economy. We found that the likelihood of this effect on export profitability is higher in dynamic export market environments if high level of resources are committed to export operations.

Although many studies were conducted to understand the relationship between Export Marketing Strategies (EMS) and Export Marketing Performance (EMP) (Cavusgil & Zou 1994; Zou & Stan 1998) the majority involved medium-large size companies and took place on developed countries (Cunha, Rocha & Moraes, 2012). The role of managers on influencing marketing strategies (considering marketing mix decision about adaption or standardization) was not comprehensively analyzed. In order to fulfill some gaps Cunha (2012) developed a research to understand the empirical link on Micro and Small Enterprises (MSE) from emerging countries, but the role of entrepreneurs was not completely understood. In order to clarify this link, the reference model used was redesigned to explore Entrepreneurial Marketing (EM) and its influence on EMS and EMP. The relevance of MSE on emerging markets, especially in Brazil, is frequently explored considering number of existing companies and job generation in local market (according to SEBRAE & DIEESE (2013) MSE represent 99% of all Brazilian companies – 6.3 million firms, 52% of formal jobs and 40% of total wage paid in previous year). Together they represented 25% of GDP. Concerning internationalization and export activities, nineteen thousand companies generated US255 billion at foreign markets. More than 61% of them were MSE, but its sales participated with only 1% of this total (SEBRAE 2012). The EM construct has its foundations on studies developed by Hills and Hultman (2011) who tried to bring a consensus to definition, based on the mainstream concerns regarding this subject. They highlighted two complementary competences: planning (Filion 2000; Dornelas 2008; Nassif, Andreassi & Simões 2011); and intuition (Mitchell, Friga & Mitchell 2005; La Pira 2011; Nassif, Andreassi & Simões 2011). Both affect EMS and EMP differently. Our research was conduct with 173 MSE in order to examine the influence of entrepreneurial marketing on export marketing strategies and also the influence of EM and EMS on export performance. The results indicate that both entrepreneurs’ competences have a significant impact (Hair et al. 2009) on export marketing performance as anticipated in our hypothesis. Firstly, planning competence has a direct and positive effect on EMP because of a strategic variable related to perceived success of its international venture, and also because of an economic indicator related to exportation growing rate; it can be explained by the fact that a well and careful planning, allied to an high entrepreneurs’ commitment level may result on more success. The evidences are explained by strong training and support to intermediaries (distribution channel), that will help them better understanding and commercializing products - and through product strategy and packaging adaptation to the new market. Secondly, we also identified an unexpected effect caused by intuition – despite significance the influence was negative. Considering that we measured variables and perception in a three-year period, decisions based on intuition tend to be less result-oriented and carefully taken and results evaluation doesn’t have strong comparison bases. We observed an important effect of EM on export marketing strategy. (1) Product adaptation is strong and positively influenced by manager’s international competence (Douglas & Craig 1989; Cavusgil, Zou & Naidu1993). The entrepreneurs understand market rules, try to enhance competitiveness, respect local barriers and adapt offers diminishing risks. Investments reflect need or concern of matching market needs - i.e. label translation to local language. (2) Communication adaptation is positively influenced by entrepreneurs’ competence (high on planning and low on intuition), despite limited budget. (3) Price competitiveness is strong and positively influenced by entrepreneur planner. This expected effect corroborated the study of Cunha (2012), which identified the importance of adaptation of this marketing mix element to MSE, and also the relationship with pricing strategy as followers internationally (Solberg, Stöttinger & Yaprak 2006; Cunha & Moraes, 2011). (4) Considering distribution there is no influence of planner on support to intermediary. On the other hand, it is strong and negatively affected by intuitive entrepreneurs (our findings lead us to a conclusion that a lack of planning might jeopardize process of distribution adaptation). Our literature review showed that relationship and support to intermediaries is a key-success factor (Rosson & Ford 1982; Christensen, Rocha & Gertner 1987; Solberg, Stöttinger & Yaprak 2006). The negative result drove us to the importance of a well established relationship among exporters and intermediaries, as identified on the impact of export marketing performance by support to intermediaries –we expected to identify it on our research, but it seems that, if a company wants to succeed abroad it is mandatory to carefully manage this marketing element - one reason for our conclusions is supported by the Theory of Networks (Johanson & Vahlne 1990; Andersson, Forsgren & Holm 2002). All in all, our assumptions about the existent influence of entrepreneurial marketing on export marketing strategy and export marketing performance was supported in our study developed with MSE from emerging markets. We also observed the positive effect of EMS on EMP that fulfills our research objectives.

The purpose of this study is to examine the influence that factors for a successful venture have on business performance. To fulfill this goal, factors for a successful venture are presupposed as the four elements of business creator, technological innovation, type of strategy, and organization, while business performance is set as subordinate variable, with a view to creating a model and establishing a hypothesis for a positive analysis. Data collection for the positive analysis was conducted using a questionnaire, and as for sampling, of the companies located in Seoul and greater metropolitan region and registered with Small and Medium Business Administration as of late December 2012, 98 companies have been selected for the final data. And I have come up with the two following results. First, factors for venture success have all proven to exercise statistically significant influence on business performance. Second, of all factors for venture success, business creator and technological innovation exercise huge influence on business performance, as compared to the other factors. From these two conclusions, it is understood that to upgrade business performance of a venture, business creator and technological innovation should be given priority over the other factors.

국제 마케팅 분야에서 제품 전략과 수출 성과의 관계에 관한 연구가 활발히 이루어져 왔다. 이러한 제품 전략과 수출 성과의 관계는 기존 역량의 활용뿐만 아니라 지속적인 혁신활동이 뒷받침되어야 한다. 이에 본 연구는 자원기반이론 관점에서 제품 전략이 수출 성과에 미치는 영향에 관해 살펴보고자 하였으며, 나아가 조직학습관점에서 혁신 역량이 제품 전략과 수출 성과의 관계에 미치는 조절효과에 대해 알아보고자 하였다. 한국 수출업체를 대상으로 한 설문조사를 바탕으로 실증분석을 실시한 결과, 제품 품질 전략과 제품 혁신 전략이 수출 성과에 긍정적인 영향을 미치는 것으로 나타났다. 또한 활용적 혁신 역량이 제품 품질 전략과 수출 성과의 긍정적인 관계를 강화하는 것으로 나타났다. 본 연구는 제품 전략과 혁신 역량 간 적합성을 통해 제품 전략이 수출 성과에 미치는 긍정적인 효과를 높일 수 있음을 시사하며, 향후 이와 관련한 선행요인 및 결과요인에 관한 추가적인 연구가 활발하게 이루어질 수 있을 것으로 기대된다.

효과적인 수출마케팅 전략을 개발하는 것은 수출성과를 높이는데 매우 중요하다. 지금까지 수출 마케팅전략과 수출성과의 관계에 대한 연구는 주로 선진국 수출기업을 대상으로 선진국의 관점에서 진행되어 왔다. 따라서 본 연구는 이러한 수출 마케팅전략과 수출성과와의 관계를 수출주도형 경제발전전략으로 성공한 중진국인 한국의 경험에 비추어 살펴보았다. 구체적으로 수출 마케팅 전략의 다섯 가지 주요 마케팅 믹스, 예를 들어 제품, 브랜드, 가격, 유통, 촉진 믹스가 한국 기업의 수출성과에 어떠한 영향을 미치는가를 살펴보았다. 연구결과를 살펴보면, 고유 브랜드의 사용, 제품 적응 전략, 가격 적응 전략, 직접 수출 경로 및 해외 유통업체에 대한 판촉 등이 수출 성과에 긍정적인 영향을 미치는 것으로 나타났다. 그러나 해외 광고비와 해외 전시회 참가 등은 수출성과에 영향을 미치지 않는 것으로 나타났다. 마지막으로 본 연구의 연구결과와 선진국의 수출기업을 대상으로 한 과거 연구 결과와의 비교가 이루어지고 한국 및 개도국 기업의 수출마케팅전략에 대한 시사점이 제시되었다.

외국어 능력이 수출마케팅에 미치는 영향을 살펴보기 위하여 증권거래소에 상장된 400개 기업을 조사하였다. 연구 결과는 외국어 능력이 수출마케팅에 긍정적인 효과를 미치고 있음을 보여주고 있다. 영어 구사능력이 우수한 기업일수록 해외시장 정보를 용이하게 수집하거나 현지의 상관습을 잘 이해하고 있으며, 협상시 상대방의 의도를 파악하여 심리적으로 경쟁사보다 유리한 위치에 설 수 있다. 또 수출마케팅 능력의 향상은 수출성과의 증대로 이어지고 있다. 수출마케팅 부서 내에 영어를 능숙하게 구사할 수 있는 임직원의 비율이 높을수록 해외시장 정보를 경쟁기업보다 용이하게 확보하고 있으며 이러한 능력이 수출비중의 증가로 이어지는 것으로 분석되었다. 수출 부서 내에 영어를 능숙하게 구사하는 임직원의 수가 많을수록 현지의 상관습을 보다 용이하게 파악하며, 상관습의 이해는 수출 성장률을 높이는데 도움을 주고 있다.

After the outbreak of the epidemic, China’s foreign trade industry has been greatly impacted, and the survival of Chinese export enterprises in the post-epidemic era has become more difficult, and the surge in Sino-US trade frictions has further aggravated the difficult status quo of China’s export industry. This paper studies the relationship between marketing ability and export performance through literature research and mathematical analysis, aiming to help Chinese export enterprises get rid of the current situation of downturn, improve market competitiveness, and put forward feasible guidance strategies for improving the export performance of Chinese enterprises.

Purpose: The purpose of this study is for the leading sector, a pattern of shifting structure of the economic sector, and community export competitiveness on the economy Malinau Regency. Research design, data, and methodology: The type of data used is secondary data with a quantitative approach of 2009-2018. The study data used Location Quotient (LQ), Shift Share Analysis (SSA), and Revealed Comparative Advantage (RCA) analysis tools. Results: There are 6 leading sectors: agriculture; electricity, gas, and clean water; building and construction; trade, hotels, and restaurants. That has been classified has changed the economic structure of the Malinau Regency from the secondary sector to the tertiary and primary sectors in 10 years. While, community export competitiveness of the Malinau Regency through RCA Analysis, see if the export products of coal and excavation (types A, B, C) are shown to have a higher comparative advantage with comparative advantage. This shows that only a few commodities that can provide the good performance of export. Conclusions: Analysis of economic growth in the Malinau Regency after regional autonomy shows that there has been a shift in the economic structure of the economy which is dominated by the structure of the primary sector.