지역 중소기업의 환경 역량 전략이 수출성과에 미치는 영향

김승호,허무열 한국유통과학회 2015 유통과학연구 Vol.13 No.3

Purpose – Exports have long been regarded as significant drivers of sustainable competitive advantage and growth among small and medium enterprises (SMEs). The export activities of SMEs are particularly important in the context of export-oriented economies such as Korea. Although many studies have examined the determinants of exports, it is difficult to find empirical studies about the determinants of the export performance of regional SMEs. This study investigates the determinants of export performance in the regional SME context based on an integrated approach that combines the environment factor of industrial organization theory, competitive strategy theory, and the competences of the resource-based view. Research design, data, and methodology – To empirically analyze the determinants of export performance in the regional SMEs, data were collected from firms in the Daegu metropolitan area. Data were collected directly through questionnaire surveys; in addition, secondary financial data were also taken from the KIS-VALUE database. Out of the 175 responses that were received, 143 were considered to be worth examining. After testing the reliability and validity of the variables through multiple items such as environmental turbulence and competitive strategy, hypotheses were verified by using five multi-regression models. These models were: a control model with organizational size and age, an environmental model with technology and market turbulence, a competency model with R&D and foreign distribution channels, a strategy model with product and market differentiation, and an integrated model including all of these variables. Results – First, as a control variable, the organization size has significant positive effects on export performance. Second, technology turbulence based on industrial organization theory has significant positive effects on export performance, but market turbulence does not affect export performance. Third, the foreign market distribution competency of the resource-based view has strong positive effects on export performance, but the R&D competency does not affect export performance. Fourth, the product differentiation strategy from competitive strategy theory positively impacts export performance, but market differentiation does not affect export performance. Finally, in the integrated model, only the foreign distribution competency of the resource-based view has a significant effect on export performance. Conclusions – The empirical results of this study verified the usefulness of the rationales behind the three theories to explain the export performance of the regional SMEs, especially the importance of the foreign market distribution competency from the resource-based view. With regard to practical considerations, this study’s implications suggest that the use of technological environmental changes by industries is better than the use of market changes. Further, the use of the product differentiation strategy is more effective than the use of the market-driving strategy, and the distribution channel competency plays a stronger role than the technology-oriented competency with regard to the export performance position of regional SMEs. Future studies should examine relational perspectives, such as trust among channel partners. Therefore, the configuration approach is more useful in enhancing pragmatism by comparing high- and low-export companies.

Relationship between foreign agent operations and performance in SME exporters: Mediating effects of adaptive capability

안세화 한국무역학회 2017 Journal of Korea trade Vol.21 No.4

Purpose – The purpose of this paper is to examine the effects of small and medium-sized enterprises’ (SMEs) foreign agent operations on their international performance. This study thus investigates a mechanism in which market information obtained through agents is interpreted, transformed and applied for decision making and presents outcomes. In particular, the study focuses on the mediating role of adaptive capability on the relationship between market information management and export performance. Design/methodology/approach – Drawing upon the theories of knowledge-based view and contingency paradigm, a research model is developed for linking the key constructs of foreign agent operations, information management, adaptive capability and performance. Structural equation modeling is applied for testing the model using data collected from a sample of 152 Korean SME exporters. Findings – The results indicate that a firm’s operation quality of foreign agents strongly affects the quality of market information management which consequently impacts export performance. In the relationship between market information management and export performance, in particular, adaptive capability is found to play a mediating role. This implies that export performance is, for the most part, achieved by the mediation of adaptive capability, although market information leads directly to export performance to some degree. The results also confirm the existence of reciprocal causation between a firm’s export performance and foreign agent operations. The finding suggests that the outcome of SME export performance continues to provide feedback to its operations of foreign agents and consistently influence each other. Originality/value – This study makes an important contribution to the body of export literature by identifying the mediating effects of adaptive capability on the relationship between market information management and export performance. In addition, the results create a recursive model for SME export performance by verifying the reciprocal relationship between export performance and operating with agents. This study thus helps extend understanding of international operations through foreign agents in the SME context.

기업가 지향성과 수출성과 간의 관계에서 마케팅 역량과 시장 변동성의 매개・조절역할 연구

김형욱,박민재 피터드러커 소사이어티 2018 창조와 혁신 Vol.11 No.1

Export SMEs need entrepreneurial orientation in order to generate performance in the face of uncertainty in foreign markets. The purpose of this study is to examine the effect of three sub-dimensions of entrepreneurial orientation (EO) on export performance with mediating role of marketing capability and moderating role of market turbulence. Empirical analysis with a sample of 400 small and medium exporting companies shows the result as follows : First, innovativeness, risk-taking, and proactiveness, which are sub-dimensions of entrepreneurial orientation, have a positive effect on export performance, respectively. Second, innovativeness and proactiveneess, excluding risk-taking, have a positive effect on marketing capability. Third, SMEs' export marketing capability has a positive effect on export performance. Fourth, the mediating effect of marketing capability in the relationship between entrepreneurial orientation of export SMEs and export performance is different for each sub-dimensions of entrepreneurial orientation. It is found that there is a full mediating effect of marketing capability in the negative relationship between innovativeness and export performance, while there is a full positive mediating effect of marketing capability in the relationship between proactiveness and export performance. However, there is no mediating effect of marketing capability on the relationship between risk-taking and export performance. Fifth, it is analyzed that there is no moderating effect of market turbulence on the relationship between innovativeness, risk-taking, proactiveness and export performance, which are three sub-dimensions of entrepreneurial orientation. However, in the relationship between risk-taking and export performance, market turbulence has a negative moderating effect. The results of this study suggest that SMEs should build their marketing capability with efforts to strengthen entrepreneurial orientation in order to expand exports. In addition, since market turbulence plays a negative moderating role in the relationship between risk-taking and export performance, it suggests that SMEs should try to reduce risk-taking in export markets with high market turbulence. 수출중소기업은 불확실성이 높은 해외시장에서 사업기회를 추구해야 하는 상황에서 성과를 창출하기 위해서는 기업가 지향성을 필요로 한다. 본 연구에서는 기업가 지향성의 3개 하위 요소가 수출성과에 미치는 영향에 있어 마케팅 역량의 매개역할과 시장 변동성의 조절역할에 대해 수출중소기업 400개사를 대상으로 분석하였다. 실증 분석 결과 첫째, 기업가 지향성의 하위 요소인 혁신성, 위험 감수성, 진취성은 각각 수출성과에 정(+)의 영향을 미치는 것으로 밝혀졌다. 둘째, 수출중소기업의 기업가 지향성 중 위험 감수성을 제외한 혁신성, 진취성은 마케팅 역량에도 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 중소기업의 수출 마케팅 역량이 커질수록 수출성과가 증가하는 것으로 나타났다. 넷째, 수출중소기업의 기업가 지향성이 수출성과에 미치는 관계에 있어 마케팅 역량의 매개효과는 기업가 지향성의 하위 요소별로 상이하게 나타났다. 기업가 지향성 중 진취성과 수출성과 간 정(+)의 관계에서 마케팅 역량의 완전 매개효과가 있는 반면, 혁신성과 수출성과 간 부(-)의 관계에서 마케팅 역량의 부분 매개효과가 있는 것으로 밝혀졌다. 그러나 위험 감수성과 수출성과 간의 관계에서 마케팅 역량의 매개효과는 없는 것으로 나타났다. 다섯째, 기업가 지향성의 3개 하위 변수인 혁신성, 위험 감수성, 진취성과 수출성과 간 정(+)의 관계에서 시장 변동성은 통계적으로 조절역할을 하지 않은 것으로 분석되었다. 다만, 기업가 지향성 중 위험 감수성과 수출성과 간의 관계에서 시장 변동성이 부(-)의 조절효과를 나타내고 있다. 본 연구의 분석결과는 중소기업은 수출을 확대하기 위해 기업가 지향성을 강화하는 노력과 함께 마케팅 역량을 구축하여야 함을 시사한다. 아울러 시장 변동성이 위험 감수성과 수출성과 간의 관계에서 시장 변동성은 부(-)의 조절역할을 하고 있으므로, 중소기업은 시장 변동성이 큰 수출시장에서는 위험 감수성을 줄이는 노력을 기울여야 한다는 점을 시사한다.

한국수출기업의 수출기업 역량, 수출마케팅전략 실행효과 및 수출 경쟁우위가 수출성과에 미치는 영향

김정권 한국기업경영학회 2016 기업경영연구 Vol.23 No.1

The purpose of this study is to establish a research model regarding the causal relationship between the capabilities of export company, export marketing strategy implementation effectiveness, export competitive advantage and export performance and present the improvement measures of export performance through an empirical study targeting Korean export companies. According to the analysis result, the strategic performance has a positive effect on the financial performance, and such analysis result indicates that high satisfaction level of customers on an export product improves brand loyalty, and high brand loyalty leads to high repurchase and sales increase so that high financial performance can be achieved. A hypothesis saying that a competitive advantage would have a positive effect on the financial performance was not supported, but it is shown that the competitive advantage has a positive effect on the strategic performance. The competitive advantage of an export company has a direct effect on the strategic performance but it seems to have an effect on the financial performance through the strategic performance. It is shown that the export marketing strategy implementation effectiveness has a positive effect on the competitive advantage. Therefore, as the export marketing strategy implementation effectiveness of an export company becomes higher, the company can provide a higher value to consumers in foreign markets, improving the competitive advantage. Among the influence factors of export marketing strategy implementation effectiveness, export marketing program capabilities, relationship capabilities and managerial competence except for export marketing strategy formulation capabilities has a positive effect on the implementation effectiveness. Such analysis result shows that export marketing program capabilities, relationship capabilities and managerial competence which enable the company to implement export marketing strategies are specifically important for effective implementation of export marketing strategies. However, the export marketing strategy formulation capabilities has no statistically significant effect on the export marketing strategy implementation effectiveness, because the export marketing strategy formulation capabilities seem to have an effect on the export marketing strategy implementation effectiveness through the export marketing program which is a specific action program of export marketing strategy. Based on the research results, the following strategic implications are presented: First, the export marketing strategy formulation capabilities have no statistically significant effect on the export marketing strategy implementation effectiveness, because the export marketing strategy formulation capabilities have an effect on the export marketing strategy implementation effectiveness through the export marketing program. The relationship capabilities have the highest effect on the export marketing strategy implementation effectiveness among four export company capabilities, and this shows how important the favorable relationship between export company and customers/distributors of export markets is, and the export company should place the most importance on the relationship with customers and distributors of export markets in the long term. Meanwhile, the managerial competence also has a substantial effect on the export marketing strategy implementation effectiveness, and it shows that the reinforcement of manager's leadership and export marketing manager's capability for implementing export marketing strategies can lead to the improvement of export marketing strategy implementation effectiveness. Second, no matter how good export marketing strategy is, it is difficult to expect high export performance without effective implementation. Therefore, the strategy implementation effectiveness should be kept in mind from the stage of export marketing strategy formulation in order to improve ex... 본 연구의 목적은 수출기업의 역량, 수출마케팅전략 실행효과, 경쟁우위 및 수출성과의 인과관계에 대한 연구모형을 구축한 후에, 국내 수출기업들을 대상으로 실증연구를 통하여 수출성과 제고방안을 제시하는 것이다. 본 연구에서는 실증적 연구를 위해 구조방정식모형 분석을 실시하였다. 분석결과를 보면, 전략적 성과는 재무적 성과에 긍정적 영향을 미치는 것으로 나타났는데, 이는 기업이 제공하는 수출제품에 대한 고객의 높은 만족도는 상표충성도를 제고시키며, 높은 상표충성도는 높은 재구매와 매출증가로 이어져 높은 재무적 성과를 창출하게 됨을 의미한다. 경쟁우위는 재무적 성과에 긍정적 영향을 미칠 것이라는 가설은 지지되지 않았지만, 경쟁우위가 전략적 성과에는 긍정적 영향을 미치는 것으로 나타났다. 이는 수출기업의 경쟁우위가 전략적 성과에는 직접적으로 영향을 미치지만, 재무적 성과에는 전략적 성과를 매개로하여 영향을 미치는 것으로 보인다. 따라서 수출기업은 단순히 재무적 성과 제고만을 중요시하기 보다는, 장기적 관점에서 전략적 성과의 제고를 위한 수출마케팅전략의 개발과 실행을 통해 재무적 성과를 제고시킬 수 있어야 할 것이다. 수출마케팅전략 실행효과는 경쟁우위에 긍정적 영향을 미치는 것으로 나타났다. 수출기업의 수출마케팅전략 실행효과가 높아질수록 해외시장의 소비자들에게 보다 높은 가치를 제공할 수 있게 되어 경쟁우위가 제고될 수 있다고 보아진다. 그러므로 수출기업은 수출마케팅전략 실행효과 제고가 수출기업의 경쟁우위의 강화로 이어짐을 인식하고, 수출시장 소비자들의 만족도를 제고시킬 수 있도록 보다 더 높은 가치를 제공할 수 있는 수출마케팅전략의 개발과 실행에 역점을 두어야 할 것이다. 수출마케팅전략 실행효과에 대한 영향요인 중에서 수출마케팅전략개발 역량을 제외한 수출마케팅프로그램 역량, 관계형성 역량 및 경영자 역량이 수출마케팅전략 실행효과에 긍정적인 영향을 미치는 것으로 나타났다. 이러한 분석결과를 통해 수출마케팅전략의 효과적인 실행이 이루어기 위해서는 수출마케팅전략을 구체적으로 실행할 수 있는 수출마케팅프로그램 역량과 관계형성 역량 및 경영자 역량이 중요함을 알 수 있다. 따라서 수출기업은 수출마케팅전략 실행효과를 제고시키기 위해 수출마케팅프로그램 역량과 관계형성 역량 및 경영자 역량 등을 강화해야 할 것이다.

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.

Technology adoption and company performance Correlation analysis with the evidence of Korean export companies’ case

송영화,박용재,조석홍,박승락 한국무역학회 2018 Journal of Korea trade Vol.22 No.2

Purpose – The purpose of this paper is to provide useful implications for Korean export companies to adopt the smart technology to improve their performance in the era of industrial convergence with the interdisciplinary study between trade and technology management. Design/methodology/approach – This study followed the five-stage procedure and methods. In the first stage, measurement items were developed in four performance factors: leaning and growth, internal process, customer and finance. In the second stage, data were collected by conducting two types of surveys: first, for Korean export companies that have adopted Radio frequency identification (RFID) to test the proposed model and analyze the performance and second, for RFID experts of industry-university R&D cooperation to measure the relative importance of factors and items. In the third stage, the model was verified with structural equation modeling. In the fourth stage, AHP was used to analyze the relative importance of factors and items. In the fifth stage, post-RFID adoption performance in Korean export companies was measured by a formula for the performance index. Through these five-stage procedure and methods, the final performance improvement strategies and practical implications are presented in the conclusion. Findings – The framework finds that the total score of RFID post-adoption on company performance proved relatively low, which indicates that the effect of this technology on export companies’ performance is still unsatisfactory. And financial performance proved to be ‘top priority’ area, which requires the most urgent effort for improvement since its importance was higher than learning and growth, internal process and customer performance—but nonetheless its performance index was the lowest. This study finds that strategic decision making is required for adopting smart technology in the perspective of technology convergence to improve the performance of companies among heterogeneous industries. Research limitations/implications – Despite the significant results of this study alone, it also has limitations. Therefore, the direction of the future study is as follows: future research should focus on finding specific impact factors enhancing post-adoption of smart technologies including RFID performance by conducting empirical studies that identify the factors affecting post adoption of smart technologies rate directly or indirectly. Originality/value – In the current global market environment, not only technological convergence in the same kind of industry but also industrial convergence in the different kinds of industries are essential to manufacturing and service companies including to export companies with perspective of Innovation. This study has the value as an interdisciplinary study to actually measure the performance of a company by industrial convergence through the theme of adoption of smart technology in export companies. Purpose – The purpose of this paper is to provide useful implications for Korean export companies to adopt the smart technology to improve their performance in the era of industrial convergence with the interdisciplinary study between trade and technology management. Design/methodology/approach – This study followed the five-stage procedure and methods. In the first stage, measurement items were developed in four performance factors: leaning and growth, internal process, customer and finance. In the second stage, data were collected by conducting two types of surveys: first, for Korean export companies that have adopted Radio frequency identification (RFID) to test the proposed model and analyze the performance and second, for RFID experts of industry-university R&D cooperation to measure the relative importance of factors and items. In the third stage, the model was verified with structural equation modeling. In the fourth stage, AHP was used to analyze the relative importance of factors and items. In the fifth stage, post-RFID adoption performance in Korean export companies was measured by a formula for the performance index. Through these five-stage procedure and methods, the final performance improvement strategies and practical implications are presented in the conclusion. Findings – The framework finds that the total score of RFID post-adoption on company performance proved relatively low, which indicates that the effect of this technology on export companies’ performance is still unsatisfactory. And financial performance proved to be ‘top priority’ area, which requires the most urgent effort for improvement since its importance was higher than learning and growth, internal process and customer performance—but nonetheless its performance index was the lowest. This study finds that strategic decision making is required for adopting smart technology in the perspective of technology convergence to improve the performance of companies among heterogeneous industries. Research limitations/implications – Despite the significant results of this study alone, it also has limitations. Therefore, the direction of the future study is as follows: future research should focus on finding specific impact factors enhancing post-adoption of smart technologies including RFID performance by conducting empirical studies that identify the factors affecting post adoption of smart technologies rate directly or indirectly. Originality/value – In the current global market environment, not only technological convergence in the same kind of industry but also industrial convergence in the different kinds of industries are essential to manufacturing and service companies including to export companies with perspective of Innovation. This study has the value as an interdisciplinary study to actually measure the performance of a company by industrial convergence through the theme of adoption of smart technology in export companies.

MARKETING CAPABILITY, EXPORT MARKETING STRATEGY, AND EXPORT PERFORMANCE: MODERATING EFFECTS OF EXPORT FIRMS' CHARACTERISTICS

Kyong Ryul Koo,Kyung Hoon Kim,Sang Jin Kim 글로벌지식마케팅경영학회 2015 Global Fashion Management Conference Vol.2015 No.06

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.

한국기업의 수출성과 결정요인 통합모형 개발 -산업조직이론, 자원기반이론, 관계적 관점의 결합을 중심으로-

남유현 ( Yoo Hyun Nam ),이철 ( Chol Lee ) 한국국제경영학회 2013 國際經營硏究 Vol.24 No.1

수출성과의 결정요인에 대한 연구는 오랫동안 국제경영 분야 연구자들의 주요한 관심사였다. 그러나, 수출성과의 결정요인을 규명하기 위한 이러한 노력에도 불구하고 아직까지 이론적, 실증적 측면에서 다양한 연구결과들이 보고되고 있으며, 수출성과의 결정요인에 대한 통일적인 의견 일치는 모아지지 않고 있다. 본 연구의 목적은 기존의 수출성과 결정요인에 대한 연구들의 한계를 극복하기 위해 수출성과 결정요인에 대한 통합모형을 개발하는 것이다. 이러한 연구 목적을 달성하기 위해, 수출성과 결정요인의 다차원적인 특성을 고려하여 산업조직이론, 자원기반이론, 관계적 관점을 통합하여 수출성과 결정요인에 대한 통합모형을 개발하고 이 통합모형의 경로와 설명력을 검증하였다. 본 연구를 위해 한국의 수출기업 3,000개를 표본으로 설문조사를 실시하여 420개의 유효한 응답을 얻었으며, 이를 AMOS 18.0 구조방정식 모형 프로그램을 사용하여 분석하였다. 본 연구의 주요 분석 결과를 살펴보면 아래와 같다. 첫째, 통합모형은 대부분의 경로가 유의하게 나타났고 모형의 적합도도 양호하여 본 통합모형이 한국 수출기업의 수출성과를 설명하는데 유의적인 설명력을 보여주는 것을 확인하였다. 둘째, 통합모형이 기존의 각 패러다임별 모형에 비해 수출성과에 대해 유의하게 높은 설명력을 나타내고 모형의 적합도도 유의하게 높다는 것을 확인하였다. 셋째, 수출기업의 자원과 역량이 수출기업의 전략에 긍정적인 영향을, 그리고, 전략이 수출시장에서의 경쟁우위에 긍정적인 영향을 미치는 것을 알 수 있었다. 넷째, 수출시장에서의 경쟁우위는 수출기업의 자원과 전략뿐만 아니라 수입업체와의 관계의 질에 의해서도 긍정적인 영향을 받는다는 것을 알 수 있었다. 이 결과는 수출성과를 설명할 때 기존의 전략경영 패러다임과 관계적 관점이 수출시장의 경쟁우위를 연결고리로 하여 통합될 수 있다는 것을 보여주는 것이다. 다섯째, 수출시장에서의 경쟁우위와 수입업체와의 관계의 질 모두 수출성과에 유의적으로 긍정적인 영향을 미친다는 것을 알 수 있다. 결론적으로 수출성과를 결정하는데 있어서 경쟁우위와 관계의 질이 모두 긍정적인 영향을 미치며, 이러한 다양한 관점을 통합한 모형이 기존의 단일 관점별 모형보다 수출성과의 결정요인을 규명하는데 보다 적합하고 설명력이 높다는 것을 보여주고 있다. 본 연구결과는 수출기업의 경영자와 정부의 수출정책 담당자들에게 수출성과의 결정요인을 전체적으로 설명하는 통합적인 틀(framework)을 제공함으로써 수출성과를 높이기 위한 보다 효과적인 수출전략과 수출지원 정책을 수립하는데 도움을 줄 수 있을 것이다. Identifying determinants of export performance has been a main concern of researchers in exporting. However, consensus of the determinants of export performance has not been formed yet. Past studies have relied on fragmented theoretical paradigms and variables. The purpose of this study is to develop an integrated model of determinants of export performance by combining industrial organizational E-S-P (environment - strategy - performance) paradigm, resource-based view, and relational perspective. 420 Korean manufacturing exporters were used as a sample for the analysis and AMOS 18.0 was used as to analyze the structural equation model. The analysis findings are as follows. First, an exploratory power and goodness-of-fit of the integrated model of determinants of export performance are significantly high and better than an individual model of export performance determinants developed each on the basis of industrial organization theory, resource-based view or relational perspective. Second, all paths except one between variables of the model of determinants of export performance are statistically significant, which means the integrated model has content validity in explaining the determinants of export performance. Third, it is found that exporters` resources and capabilities affect competitive strategy in export markets, which, in turn, affects positional advantages in export markets positively. Fourth, the integrated model verifies that the relationship quality affects not only export performance but also competitive advantage in export market. This finding confirms that strategic management paradigm(E-S-P and resource-based view) and relational perspective can be connected via the variable of relationship quality between exporters and importers. Fifth, both competitive advantage in export market and the relationship quality between exporting partners have positive effects on export performance. This finding shows that relational variables as well as competitive advantages are equally important in explaining export performance, and thus the three perspectives should be integrated in identifying determinants of export performance.

중소기업에 대한 수출지원제도가 수출성과에 미치는 영향에 관한 메타분석

김영두(Young Doo Kim) 대한경영학회 2021 大韓經營學會誌 Vol.34 No.11

중소기업은 국가 경제의 근간이자 주춧돌에 해당되며, 수출활동은 중소기업에게 성장, 고용 그리고 지역경제에 긍정적으로 작동한다. 따라서 자원이 상대적으로 부족한 중소기업에 대해 수출지원제도를 통해 수출성과를 향상시키기 위한 프로그램들이 지속적으로 운영되어오고 있다. 그러나 중소기업을 위한 수출지원제도가 중소기업의 수출성과에 미치는 영향은 혼재되어 보고되고 있다. 즉, 수출지원제도가 중소기업의 수출성과에 긍정적으로 작용한다는 연구 결과와 수출지원제도가 중소기업의 수출성과에 영향을 미치지 못한다는 연구 결과가 혼재되어 보고되고 있다. 본 연구의 목적은 메타분석을 통해서 중소기업을 위한 수출지원제도가 중소기업의 수출성과에 미치는 영향을 통합적으로 분석해 보고 중소기업의 수출성과를 제고하기 위한 시사점을 제시하는데 있다. 본 연구에서는 39편의 논문에서 129개의 사례(cases)를 추출하여 메타분석을 실시하였다. 수출지원제도는 수출지원프로그램과 수출지원기관으로 구분하였고, 수출지원프로그램은 수출지원프로그램에 대한 중소기업의 지각 차원과 수출지원프로그램의 유형에 따라 분석해 보았다. 또한 수출성과는 전반적인 수출성과, 만족도, 재무적 수출성과 그리고 전략적 수출성과로 구분하여 분석하였다. 메타분석에서는 상관계수 데이터를 활용하였고, 회귀분석에서 표준화된 회귀계수를 보고한 연구들은 상관계수로 변환하여 분석에 포함되었다. 메타분석은 R-프로그램을 활용하여 분석하였다. 분석 결과는 다음과 같다. 첫째, 수출지원프로그램의 전반적인 평균 효과크기는 .358로 나타났다. 둘째, 수출지원프로그램 자체의 효과크기보다는 수출지원기관의 서비스의 효과크기가 더 크게 나타났다. 셋째, 중소기업의 지각 차원에서 효과크기를 비교해 본 결과 선호도, 인지도, 활용도 순으로 효과크기가 큰 것으로 나타났다. 넷째, 수출지원프로그램의 유형에 따른 효과크기를 비교해 본 결과 상담, 인력, 서비스 품질, 전반적인 수출지원프로그램 평가, 마케팅 등의 순으로 효과크기가 큰 것으로 나타났다. 다섯째, 수출성과 유형에 따라 효과크기를 비교해 본 결과 전반적인 수출성과 평가, 만족도, 재무적 성과, 전략적 성과의 순으로 효과크기가 큰 것으로 나타났다. 지역은 수출지원프로그램이 수출성과에 미치는 영향을 조절하는 것으로 나타났다. Small and medium-sized enterprises (SMEs) are the cornerstone and backbone of the national economy and export activities positively drives growth, employment, and the local economy for SMEs. However, SMEs’ lack of internal resources (e.g., personnel, finance, technology, and marketing capabilities), most SMEs have not participated in export activities. There is a way to fill these insufficient internal capabilities with external networks. One of external networks for SMEs to participate in export activities is through export assistance program, which have been supported by the central government, local governments, public institutions, and private institutions. The export assistance programs (EAP) or export promotion programs (EPP) have long been operated in order to support export performance of SMEs. However, studies on the effect of EPP (EAP) on SMEs’ export performance are ambivalence. In other words, there are many studies that show influences, while there are others that do not. There are also many studies that questions the effectiveness of EPPs for SMEs and suggest more appropriate support methods. The purpose of this study is to comprehensively examine the impact of EPP (EAP) on SMEs’ export performance via meta-analysis. In this meta-analysis study, 39 studies and 129 cases were analyzed. EPP (EAP) were classified into assistance programs and assistance institutions. Assistance programs also were classified into awareness, preference, and utilization. Export performance were classified into overall performance, satisfaction, financial performance, and strategic performance. The data used in the meta-analysis was comprised of correlation coefficients, and standardized regression coefficients converted into correlation coefficients. The meta-analysis was performed using the R-program. The overall mean effect size of EPP (EAP) on SMEs’ export performance was .358. The effect size of programs versus institutions was the largest in the order of assistance institutions service quality and programs. The effect size of SMEs’ perception was the largest in the order of preference, awareness, and utilization. The effect size of EPP (EAP) types was the largest in the order of counselling, personnel, service quality, overall export, marketing. The effect size of export performance types was the largest in the order of overall export, satisfaction, financial performance, and strategic performance. Region moderates the effect of EPP (EAP) on export performance. EPP (EAP) substantially influence export performance for SMEs.

중소기업가의 혁신성과 진취성이 수출성과에 미치는 영향 비교

김형욱(Hyung Wook Kim) 한국무역학회 2018 한국무역학회 세미나 및 토론회 Vol.2018 No.10

수출중소기업은 불확실성이 높은 해외시장에서 사업기회를 추구해야 하는 상황에서 성과를 창출하기 위해서는 기업가 지향성을 필요로 한다. 본 연구에서는 기업가 지향성의 3개 하위 요소가 수출성과에 미치는 영향에 있어 마케팅 역량의 매개역할과 시장 변동성의 조절역할에 대해 수출중소기업 400개사를 대상으로 분석하였다. 실증 분석 결과 첫째, 기업가 지향성의 하위 요소인 혁신성, 위험 감수성, 진취성은 각각 수출성과에 정(+)의 영향을 미치는 것으로 밝혀졌다. 둘째, 수출중소기업의 기업가 지향성 중 위험 감수성을 제외한 혁신성, 진취성은 마케팅 역량에도 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 중소기업의 수출 마케팅 역량이 커질수록 수출성과가 증가하는 것으로 나타났다. 넷째, 수출중소기업의 기업가 지향성이 수출성과에 미치는 관계에 있어 마케팅 역량의 매개효과는 기업가지향성의 하위 요소별로 상이하게 나타났다. 기업가 지향성 중 진취성과 수출성과 간 정(+)의 관계에서 마케팅 역량의 완전 매개효과가 있는 반면, 혁신성과 수출성과 간 부(-)의 관계에서 마케팅 역량의 부분 매개효과가 있는 것으로 밝혀졌다. 그러나 위험 감수성과 수출성과 간의 관계에서 마케팅 역량의 매개효과는 없는 것으로 나타났다. 다섯째, 기업가 지향성의 3개 하위 변수인 혁신성, 위험 감수성, 진취성과 수출성과 간 정(+)의 관계에서 시장 변동성은 통계적으로 조절역할을 하지 않은 것으로 분석되었다. 다만, 기업가 지향성 중 위험 감수성과 수출성과 간의 관계에서 시장 변동성이 부(-)의 조절효과를 나타내고 있다. 본 연구의 분석결과는 중소기업은 수출을 확대하기 위해 기업가 지향성을 강화하는 노력과 함께 마케팅 역량을 구축하여야 함을 시사한다. 아울러 시장 변동성이 위험 감수성과 수출성과 간부(-)의 관계에서 시장 변동성은 조절역할을 하고 있으므로, 중소기업은 시장 변동성이 큰 수출시장에서는 위험 감수성을 줄이는 노력을 기울여야 한다는 점을 시사한다. Export SMEs need entrepreneurial orientation in order to generate performance in the face of uncertainty in foreign markets. The purpose of this study is to examine the effect of three sub-dimensions of entrepreneurial orientation (EO) on export performance with mediating role of marketing capability and moderating role of market turbulence. Empirical analysis with a sample of 400 small and medium exporting companies shows the result as follows : First, innovativeness, risk-taking, and proactiveness, which are sub-dimensions of entrepreneurial orientation, have a positive effect on export performance, respectively. Second, innovativeness and proactiveneess, excluding risk-taking, have a positive effect on marketing capability. Third, SMEs` export marketing capability has a positive effect on export performance. Fourth, the mediating effect of marketing capability in the relationship between entrepreneurial orientation of export SMEs and export performance is different for each sub-dimensions of entrepreneurial orientation. It is found that there is a full mediating effect of marketing capability in the negative relationship between innovativeness and export performance, while there is a full positive mediating effect of marketing capability in the relationship between proactiveness and export performance. However, there is no mediating effect of marketing capability on the relationship between risk-taking and export performance. Fifth, it is analyzed that there is no moderating effect of market turbulence on the relationship between innovativeness, risk-taking, proactiveness and export performance, which are three sub-dimensions of entrepreneurial orientation. However, in the relationship between risk-taking and export performance, market turbulence has a negative moderating effect. The results of this study suggest that SMEs should build their marketing capability with efforts to strengthen entrepreneurial orientation in order to expand exports. In addition, since market turbulence plays a negative moderating role in the relationship between risk-taking and export performance, it suggests that SMEs should try to reduce risk-taking in export markets with high market turbulence.