자동차용 실리콘 가속도센서의 개발(Ⅱ)

이종현,신장규,이상룡,천희곤,조찬섭,심준환,류인식,박석홍,허정준,박기열 경북대학교 센서기술연구소 1994 연차보고서 Vol.1994 No.-

자동차의 air-bag 장치에 실용될 수 있는 압저항형 단결정 실리콘 가속도센서 칩을 개발하기 위하여 결정 실리콘 미세구조의 제조방법을 확립하고, 단위공정의 검증을 통하여 일괄공정에 의한 PROTO-TYPE 칩을 만드는 기술을 연구하였다. 단결정 실리콘 미세구조는 선택확산법을 이용하여 정확히 선택된 영역에만 air-gap을 형성하여 미세구조의 측면식각을 방지하는 선택확산법에 의한 실리콘 마이크로머시닝 기술로 제조하였다. 일괄공정을 위한 단위공정확립을 위하여 PROTY-TYPE 8빔 브릿지형 가속도 센서를 제조하였다. 제조된 칩의 가속도에 따른 출력전압은 선형성을 나타내고 있으며, 감도는 약 50 ㎶/V·g로 나타났다. 이 감도는 50G용 가속도센서의 사양을 만족하지 못했다. 이는 공정에 의한 문제라기 보다는 가속도센서의 시뮬레이션에 의해 설계한 구조가 이미 원하는 감도에 못 미친다는 것으로 생각된다. 따라서 2차 공정으로 제조될 가속도센서의 파라미터를 SuperSAP 유한요소 패키지를 이용하여 실리콘 미세구조부의 파라미터에 따른 특성을 시뮬레이션하였다. 설계된 50G용 가속도센서의 mass Pad의 반경 및 빔 길이, 빔 폭, 빔 두께, 그리고 mass의 각 파라미터 값은 700 ㎛, 120 ㎛, 5 ㎛, 1.0 ㎎ 이었다. 반도체 공정기술, 관성질량 제조법 및 선택확산을 이용한 마이크로머시닝을 사용하여 일괄공정으로 8빔 브린지형 가속도센서를 제조하였다. We researched the establishment of the silicon microstructure fabrication technique to develop a piezoresistive type silicon acceleration sensor chip and the technique to make a proto-type chip by the verification of the unit-process. Silicon microstructure is fabricated silicon micro-machining by selective diffusion method. This method prevent a side-etching of microstructure because selective diffused region is only formed an air-gap. We fabricated a proto-type 8-beam bridge-type acceleration sensor to establish the unit-process for the batch-process. The output voltage of the chip represented linearity with acceleration, and the sensitivity was about 50 ㎶/V·g. But this sensitivity dosen't satisfy the requirements of a practical acceleration sensor. The cause of this result is assumed not process problem, but the structure designed by simulation isn't suitable already. Threfore, the characteristics of parameters of the acceleration sensor that will be fabricated by 2nd-process is simulated by SuperSAP finite-element package. The determined parameter values of beam length, beam width, beam thickness, mass, and mass radius are 120 ㎛, 5 ㎛, 1.0 ㎎, and 700 ㎛, respectively. We fabricated 8-beam bridge-type acceleration sensor by batch-process using a semiconductor process technique, proof-mass fabrication method, and micromachinig using selective diffusion.

Marketing Standardization and Performance of Korean Exporters: Moderating Effect of Functional Integration and Absorptive Capacity

Insik Jeong(정인식),Hyo Eun Cho(조효은) 충남대학교 경영경제연구소 2021 경영경제연구 Vol.43 No.4

국제 경영 분야에서 마케팅 표준화의 중요성과 효과 대한 연구들이 오랫동안 진행되었다. 기존의 표준화-성과 간의 실증 연구를 살펴보면, 표준화가 기업 성과를 향상시킨다는 연구결과가 있지만, 표준화가 기업 성과를 저해시키거나 영향을 미치지 않는다는 연구 결과도 나타났다. 이에, 최근에는 단순히 마케팅 표준화와 기업 성과 간의 주 효과에만 집중하기보다는, 다양한 상황 변수들의 특성을 고려해서 언제 또는 어떻게 표준화의 긍정적인 측면이 강화되어 성과에 더욱 긍정적인 영향을 미치는지를 밝히는 것이 중요하다는 주장이 나타나기 시작했다. 본 연구는 마케팅 표준화와 성과 간의 관계를 살펴보고, 더 나아가 기업의 흡수역량과 조직통합이 글로벌 시장에서 표준화된 마케팅을 활용하는 기업의 성과에 미치는 영향을 실증적으로 분석하고자 하였다. 한국 수출업체들을 대상으로 살펴본 결과 표준화 정도는 기업 성과에 긍정적인 영향을 미치는 것으로 나타났고, 기업의 흡수역량과 조직통합의 정도가 표준화-성과 간의 관계에 유의미한 영향을 미치는 것으로 나타났다. 이에, 본 연구는 마케팅 표준화-성과 간에 영향을 미치는 요인들을 검증함으로써 학문적 및 실무적 관점에서 의미 있는 시사점을 제공할 수 있을 것으로 기대된다. The objective of this study is to explore the nature of the relationship between marketing standardization and organizational performance in international markets. Previous research has reported inconsistent findings concerning the performance implications of marketing standardization–the effect might be either positive, negative or not significant. Recent empirical studies have argued the focal relationship may be contingent on various firm-internal and -external factors. Given the lack of theoretical underpinnings within the international marketing strategy literature, we apply the information processing perspective to explain the effectiveness of standardized marketing can vary depending upon crucial organizational characteristics such as functional integration and absorptive capacity within the organization. We test the proposed hypotheses with survey data collected from 178 manufacturing exporters in Korea. Multiple regression results indicate that the positive relationship between standardization of marketing activities and performance can be stronger for firms with greater functional integration and absorptive capacity. This study sheds light on the role of functional integration and absorptive capacity that will facilitate information processing within an organization, which in turn will enhance the utility of marketing standardization in international markets.

Product Strategy of Korean Exporters in China

Insik Jeong,Shufeng Xiao 한국국제경영관리학회 2009 국제경영리뷰 Vol.13 No.3

국제시장에서 제품전략에 관한 연구는 매우 부족하다. 특히 non-Triad 국가, 예를 들어, 이머징 마켓에서 기업(EMFs)들이 수립하고 있는 제품전략에 대한 연구는 더욱 미흡한 실정이다. 본 논문은 한국기업의 해외시장 진출에 따른 제품전략을 실증적으로 분석하고자 한다. 국제경영 및 마케팅 분야의 선행연구에 따르면, 기업의 국제제품전략은 (1) Economy전략, (2) Superior-value전략, (3) Premium전략으로 분류할 수 있다. 본 연구에서는 주요 수출시장인 중국에서 한국기업이 수립하고 있는 제품전략에 대해 알아보고자 하며 또한 어떤 제품전략을 채택함으로써 시장성과를 제고할 수 있는 것인가를 연구한다. 131개 중국 진출 제조업체의 설문자료를 분석함으로써 이러한 문제에 대한 연구결과를 실증적으로 도출하였고 그 결과, 중국시장에서의 한국기업은 주로 Superior-value전략을 채택하고 있는 것으로 나타났다. 또한 부가 가치적인 전략(value-added strategies), 예를 들어, Superior-value전략이나 Premium전략을 채택하는 기업의 시장성과가 더 높게 나타나는 것을 알 수 있었다. 본 연구의 이론적 시사점이라면 희소한 수출기업의 국제제품전략 개념에 대한 체계화를 시도하였다는 것이며, 실무적 시사점이라면 효과적인 수출전략 수립에 도움이 되는 제품전략 가이드라인을 제시하였다는 것이다. There are only a handful of studies dealing with the issue of product strategy in international markets. In particular, the understanding of this issue for firms from non-Triad markets, for instance, firms from emerging markets (EMFs), is rather limited. The objective of this study is to provide an initial exploratory research on product strategy for Korean firms in Chinese market, and attempts to extend current product strategy research into emerging contexts. In this study, three viable product strategies for Korean firms - economy, superior-value and premium, are defined. Using survey data collected from 131 exporters, we first examine the nature of product strategy adopted by Korean exporters in China, and then investigate their performance implications. Findings reveal that superior-value strategy is the most frequently employed strategy by Korean firms, and firms choosing more value-added strategies, such as premium or superior-value, on average, demonstrate superior performance. This study will dictate important guidelines for Korean firms to target international markets and to better understand the importance of product strategy choice in this process.

An Empirical Study of Product Strategy in International Markets

Jeong, Insik,초수봉,Kim, Eunmi 한국전략마케팅학회 2011 마케팅논집 Vol.19 No.4

글로벌 시장에서 효과적인 제품 전략 수립은 지속가능한 경쟁 우위 개발 및 성과 향상에 중요한 역할을 한다. 이러한 제품 전략의 중요성에도 불구하고 국제 마케팅 분야 내 글로벌 제품 전략에 대한 연구는 미흡한 실정이다. 이에 본 연구는 글로벌 시장에서 기업이 제품 전략을 수립할 경우 영향을 미치는 요인이 무엇인지 규명하고, 나아가 이러한 제품 전략이 기업 성과와 어떠한 관계가 있는지 살펴보고자 한다. 이를 위해 본 연구에서는 상대적으로 연구가 부족한 아시아 지역 신흥공업국 내 기업의 제품 전략의 선행요인과 성과에 대한 관계를 파악하기 위해, 203개 한국 수출기업을 대상으로 국제화 정도 및 기업 규모 등으로 대표되는 기업 내부 특성과 함께 제품전략 및 기업성과간의 관계를 분석하였다. 그 결과, 기업특성이 제품전략의 선택에 차별적으로 유의한 영향을 미치는 것을 알 수 있었으며, 이러한 제품전략이 기업성과에도 유의한 영향을 미치는 것을 확인하였다. 한국 수출기업을 대상으로 한 글로벌 시장 내 제품 전략의 선행요인 및 영향요인에 대한 이해는 향후 해외 시장에 진출하는 한국 기업뿐만 아니라 다른 신흥공업국 내 기업의 해외 시장 진출에 주요한 시사점을 제공할 수 있을 것으로 기대된다 Despite of its importance both for developing competitive advantages and enhancing performance outcomes for a firm in international market, the research on product strategy has not received adequate interest in international marketing literature over past decades. From these views, this study addresses two questions: (1) How should exporting firms choose their product strategies? (2) What effects do product strategies have on firm performance? To answer these questions, we examine the relationships among firm characteristics, product strategies and firm performance in Korean context. Based on 203 Korean exporting firms, the empirical findings of the present study suggest that firm characteristics are related to product strategies, which in turn influence firm performance. Understanding the nature of marketing strategies employed by Korean exporters as well as its antecedents and effects may provide a useful reference point for exporters from other newly industrialized economies (NIEs).

Fluorescent carbon nanoparticles derived from natural materials of mango fruit for bio-imaging probes.

Jeong, Chan Jin,Roy, Arup Kumer,Kim, Sung Han,Lee, Jung-Eun,Jeong, Ji Hoon,In, Insik,Park, Sung Young RSC Pub 2014 Nanoscale Vol.6 No.24

<P>Water soluble fluorescent carbon nanoparticles (FCP) obtained from a single natural source, mango fruit, were developed as unique materials for non-toxic bio-imaging with different colors and particle sizes. The prepared FCPs showed blue (FCP-B), green (FCP-G) and yellow (FCP-Y) fluorescence, derived by the controlled carbonization method. The FCPs demonstrated hydrodynamic diameters of 5-15 nm, holding great promise for clinical applications. The biocompatible FCPs demonstrated great potential in biological fields through the results of in vitro imaging and in vivo biodistribution. Using intravenously administered FCPs with different colored particles, we precisely defined the clearance and biodistribution, showing rapid and efficient urinary excretion for safe elimination from the body. These findings therefore suggest the promising possibility of using natural sources for producing fluorescent materials.</P>

THE ROLE OF INNOVATION CAPABILITY ON THE RELATIONSHIP BETWEEN PRODUCT STRATEGY AND EXPORT PERFORMANCE: A CROSSNATIONAL STUDY OF KOREAN AND JAPANESE FIRMS

Insik Jeong,Jong-Ho Lee,Eunmi Kim 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

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; ?zsomer & Gen?t?rk, 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.

PRODUCT STRATEGY AND EXPORT PERFORMANCE: THE ROLES OF EXPLOITATIVE AND EXPLORATORY INNOVATION CAPABILITY

Insik Jeong,Jong-Ho Lee,Eunmi Kim 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

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; ?zsomer & Gen?t?rk, 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.

광고 모델 표준화에 대한 한·중 비교 연구

정인식(Insik Jeong),조효은(Hyoeun Jo),이인선(Insun Lee),최영준(Youngjoon Choi) 연세대학교 경영연구소 2014 연세경영연구 Vol.51 No.2

본 연구에서는 한국과 중국 잡지들을 대상으로 국제 광고의 광고 모델 전략에 영향을 미치는 제품 유형(제품군), 현지 시장 특성(국가)의 효과를 살펴보았다. 국제 광고의 모델 전략이 광고 효과 및 기업 성과에 미치는 영향에 초점을 둔 기존의 연구들과는 달리, 국제 광고 모델 전략에 영향을 미치는 요인들을 고려하여 이들이 광고 모델 전략에 있어 어떠한 영향을 주는지에 대해 실증적으로 분석하였다. 이를 검증하기 위해 중국과 한국의 인쇄광고물의 내용분석(content analysis) 기법을 사용하였으며, 이를 통해 다국적 기업들이 현지 시장에서의 광고 전략 및 경쟁 전략을 수립할 때 유용한 시사점을 제공하고자 하였다. 분석 결과, 쾌락적 제품의 국제 광고에서는 서양인 광고 모델이 주로 등장하였으며, 쾌락적 제품의 광고 모델 전략은 좀 더 표준화되는 경향이 있는 것으로 나타났다. 또한 중국 시장에서의 국제 광고는 동양인 모델에 비해 서양인 모델을 주로 등장시키는 것으로 나타났으며, 이는 현지 시장 특성이 광고 모델의 표준화 전략에 주요한 영향을 미치는 것으로 밝혀졌다. 본 연구는 한국과 중국 시장에서의 다국적 기업의 광고 모델 전략에 영향을 미치는 요소에 대해 포괄적으로 살펴보았다는데 의의가 있다. This paper examines the effects of product types and local market characteristics on international advertising strategy through analyzing Chinese and Korean magazine advertisements. Different from the previous papers that mainly focused on the effect of international advertising model strategy on performance, this paper considers the factors which affect international advertising model strategy. This paper uses content analysis methodology on the dataset consists of Chinese and South Korean print advertising. Consequently, this paper gives useful insights on multinational companies conducting advertising strategy and competition strategy in local markets. The result of this paper shows that the White model is frequently used in advertisements of hedonic products. Advertising model strategy of hedonic products has a higher tendency of standardization. Moreover, it shows that the most of the international advertising models in Chinese market tend to be White rather than Asian models. This shows that the characteristics of local market plays important role in international advertising model standardization strategy. This study is contributable that it comprehensively examines the factors that give influence on the international advertising model strategy of multinational companies in South Korean and Chinese market.

글로벌 시장과 신제품개발속도에 대한 연구

정인식 ( Insik Jeong ),조효은 ( Hyo Eun Cho ),김은미 ( Eunmi Kim ) 한국국제경영학회 2021 國際經營硏究 Vol.32 No.2

최근 기업들의 해외시장진출이 활발해지면서 글로벌 시장에서의 신제품개발속도에 대한 관심이 높아지고 있다. 본 연구는 신제품개발속도를 글로벌 관점에서 살펴보고, 더 나아가 기업특성과 시장 환경 특성이 글로벌 시장에서의 신제품개발속도에 미치는 영향을 실증적으로 분석하고자 한다. 이를 위해 한국 제조업체들을 대상으로 신제품개발 및 제품 성과에 대한 설문조사를 실시하였다. 실증분석 결과, 기업 및 시장 환경 특성 중에서도 기업 규모, 제품특성, 시장불확실성이 글로벌 시장에서의 신제품개발속도에 유의미한 영향을 미치는 것으로 나타났다. 이에 본 연구는 글로벌적 관점에서 신제품개발속도에 영향을 미치는 요인들을 검증함으로써 학문적 및 실무적 관점에서 의미 있는 시사점을 제공할 수 있을 것으로 기대된다. Previous research about new product speed has focused on the questions of how to develop and introduce new products in international markets, yet our understanding of this focal phenomenon has been very limited. This study attempts to expand the existing knowledge of the development and introduction of new products, typically gained from a single country perspective. By incorporating a global perspective, we suggest that firm characteristics- internationalization, firm size, product category- and market characteristics- market uncertainty, market similarity- explain the differences of new product speed. To empirically test our hypotheses, we conducted a survey of Korean manufacturers.

Neural Stem Cells Restore Hair Growth through Activation of the Hair Follicle Niche

Hwang, Insik,Choi, Kyung-Ah,Park, Hang-Soo,Jeong, Hyesun,Kim, Jeong-Ok,Seol, Ki-Cheon,Kwon, Han-Jin,Park, In-Hyun,Hong, Sunghoi SAGE Publications 2016 CELL TRANSPLANTATION Vol.25 No.8