多元化企业运营协同研究
|
摘要
目前，业务间协同发展成为多元化企业成功运营和发展的主要动力，也是战略管理和组织设计研究领域的核心议题。然而，自从上个世纪60年代安索夫引入协同概念以来，战略和组织的研究者们直接对业务协同发展的研究并不丰富。多元化企业各项业务协同发展状况以及如何实现业务协同发展等问题依然有待深入探讨。按照Martin的研究，多元化企业运营协同可分为两类，即以提升资源利用效率为核心的效率性协同（范围经济）和通过运营资源间的互补性获得利润增长的增长性协同。本文从效率性协同和增长性协同这两个方面分析多元化企业中的运营协同问题，并对多元化业务协同的度量提出新的方法。
在效率性协同方面，主要研究了两个问题。第一，协同成本相关问题研究。首先，采用仿真的方法分析了协同成本对企业绩效的影响。然后，提出了一种新的度量协同成本的方法，并在此基础上分析了协同成本的特性并利用结构突变模型对协同成本数列的突变点进行判断与识别。结果表明，随着多元化企业业务数量的增加，协同成本呈现非线性增长，利用结构突变模型可较好地识别其突变点，可为企业控制协同成本增长提供有效方法，形成控制协同成本增长的预警机制。第二，技术关联对企业绩效影响研究。采用中国高技术上市公司2004-2010年面板数据，实证分析技术关联与企业绩效的关系以及环境包容性和动态性与互补资产对两者关系的调节作用。结果表明，技术关联与企业绩效呈倒U形关系；环境包容性和动态性负向调节技术关联与企业绩效的关系。人力互补资产正向调节技术关联和企业绩效间关系；市场互补资产对技术关联和企业绩效间关系调节作用不显著。
在增长性协同方面，从互补资产的角度研究其对企业绩效的影响。一是采用中国高技术上市公司2004-2010年面板数据，实证分析互补资产协同与企业绩效的关系以及技术关联对两者关系的调节作用。二是探讨了互补资产对技术多元化与企业绩效关系的调节作用。结果表明，互补资产协同与企业绩效呈正向相关关系；技术关联对生产制造互补资产与市场互补资产协同和企业绩效的关系存在负向调节作用。技术关联对生产制造互补资产与人力互补资产协同和企业绩效的关系以及市场互补资产与人力互补资产协同和企业绩效关系存在正向调节作用。生产制造互补资产对技术多元化与企业绩效关系的调节作用并未完全得到支持；市场互补资产与人力互补资产对技术多元化与企业绩效关系存在正向调节作用。
在多元化企业业务协同测度方面，根据企业整体资产在资本市场的价值，提出一种直接度量业务协同状况的新方法，同时利用面板数据因子分析方法对影响业务协同的因素进行因子分析。以中国化学原料和化学制品制造业上市公司为例，结果发现，该方法能有效的度量企业业务协同状况；根据对公因子的排序和分析可以明确影响企业业务协同的优势因素和短板因素，为提高企业业务协同水平提供依据。然后，基于二象对偶理论和协同论，将企业业务协同系统划分为绩效子系统、资源共享子系统和资源互补子系统并构建了复合系统协同度模型，对高技术企业业务协同系统进行协同度测量及分析。结果表明，我国高技术企业业务协同系统协同发展水平还不高；资源共享-绩效系统协同度不断提升；资源互补-绩效系统协同度较低且不稳定。
Cross-business synergies are the prime rationale for the existence of the multi-business firm.Therefore, they are at the core of strategic management and organization design. Nevertheless, eversince Igor Ansoff introduced cross-business synergies into the field in the1960s, research in strategyand organization has largely neglected their direct investigation. The questions of what cross-businesssynergies actually are and how they are realized remain largely unexplored. According to Martin’sstudy, the thesis conceptualizes two new types of cross-business synergies, ie, efficiency-focusedsynergy and growth synergy. The former is efficiency-focused view of synergy in the multi-businessfirm (economies of scope) and the latter generates profitable growth from recombiningcomplementary operative resources across businesses.
This dissertation analyzes the cross-business synergies in multi-business enterprises from thesetwo aspects, and puts forward a new method to measure the cross-business synergies. From the aspectof efficiency synergy, two questions are studied. First, the related questions about synergistic costs.The simulation method is used to analyze the impact of synergistic cost on enterprise performance inthe first place. Furthermore, a measurement model of synergistic costs is put forward. Then, the paperanalyzes the characteristics of synergy costs，and identifies the breakpoints of synergy costs using thestructure break model. The results show that with the increase of enterprises business unit, synergycosts present nonlinear growth, and the breakpoints of synergy costs can be identified using thestructure break model. It is a effective method to control the synergy costs and form early warningmechanism. Second, the impact of technological relatedness on corporate performance is researched.By taking china high-tech listed companies from2004-2010panel data as an example, the paperanalyzes the relationship between the technological relatedness and enterprise performance andenvironmental munificence and environmental dynamism and complement assets have moderatingeffects on this relationship. The result shows that technological relatedness has an inverted U-shapedrelationship with performance. Environmental munificence and environmental dynamism havenegatively moderate the relationship between technological relatedness and firm performance. Themore human capital complementary assets are available, the greater the positive impact oftechnological relatedness on enterprise performance. Marketing complementary assets has nomoderating effects on this relationship.
From the aspect of growth synergy, the impact of complementary assets on enterpriseperformance is researched. By taking China high-tech listed companies from2004-2010panel data as an example, the paper analyzes the relationship between complementary assets and enterpriseperformance and technological relatedness’ moderating effects on this relationship. In addition, thepaper analyzes complementary assets’ moderating effects of technological diversification onperformance. The results show that the synergy of complementary assets has a positive effect onperformance. The higher the degree of technological relatedness in a firm’s technology portfolio, thegreater the negative impact of the synergy of manufacturing complementary assets and marketingcomplementary assets on enterprise performance. Technological relatedness can moderate the positiverelationship between the synergy of manufacturing complementary assets and human complementaryassets and enterprise performance. Technological relatedness can moderate the positive relationshipbetween the synergy of marketing complementary assets and human complementary assets andenterprise performance. The manufacturing complementary assets’ moderating effect on thisrelationship is not supported completely. Marketing complementary assets and human complementaryassets moderate the positive relationship between technological diversification and performance.
The paper puts forward a new method which can direct measure the business synergy usingcapital market performance of the firm as a whole. Then, the paper puts forward the panel data factoranalysis model to analyze the influence factors of business synergy and calculate the general factorsscores. Taking raw chemical materials and chemical products manufacturing listed companies as anexample, the paper proves that the method is valid. According to the enterprises’ common factorsscores and total scores, the strengths and weaknesses of influencing businesses synergy can be foundto improve businesses synergy development level. Based on the Er-Xiang dual theory and Synergetics,enterprise business synergy system can be divided into three subsystems: performance system,resource sharing system and resource complementation system. Based on the theoretical analysis, asystem synergetic degree model is established. By taking china high-tech listed companies from2004-2010data as an example, the paper measures the synergetic degree of China high-tech enterprisebusiness synergy. The results show that enterprise business synergy system of high-tech enterpriseshad a relative low synergetic development level. The synergetic degree of resourcesharing-performance system has been increasing, but the synergetic degree of resourcecomplementation-performance is very low.
在效率性协同方面，主要研究了两个问题。第一，协同成本相关问题研究。首先，采用仿真的方法分析了协同成本对企业绩效的影响。然后，提出了一种新的度量协同成本的方法，并在此基础上分析了协同成本的特性并利用结构突变模型对协同成本数列的突变点进行判断与识别。结果表明，随着多元化企业业务数量的增加，协同成本呈现非线性增长，利用结构突变模型可较好地识别其突变点，可为企业控制协同成本增长提供有效方法，形成控制协同成本增长的预警机制。第二，技术关联对企业绩效影响研究。采用中国高技术上市公司2004-2010年面板数据，实证分析技术关联与企业绩效的关系以及环境包容性和动态性与互补资产对两者关系的调节作用。结果表明，技术关联与企业绩效呈倒U形关系；环境包容性和动态性负向调节技术关联与企业绩效的关系。人力互补资产正向调节技术关联和企业绩效间关系；市场互补资产对技术关联和企业绩效间关系调节作用不显著。
在增长性协同方面，从互补资产的角度研究其对企业绩效的影响。一是采用中国高技术上市公司2004-2010年面板数据，实证分析互补资产协同与企业绩效的关系以及技术关联对两者关系的调节作用。二是探讨了互补资产对技术多元化与企业绩效关系的调节作用。结果表明，互补资产协同与企业绩效呈正向相关关系；技术关联对生产制造互补资产与市场互补资产协同和企业绩效的关系存在负向调节作用。技术关联对生产制造互补资产与人力互补资产协同和企业绩效的关系以及市场互补资产与人力互补资产协同和企业绩效关系存在正向调节作用。生产制造互补资产对技术多元化与企业绩效关系的调节作用并未完全得到支持；市场互补资产与人力互补资产对技术多元化与企业绩效关系存在正向调节作用。
在多元化企业业务协同测度方面，根据企业整体资产在资本市场的价值，提出一种直接度量业务协同状况的新方法，同时利用面板数据因子分析方法对影响业务协同的因素进行因子分析。以中国化学原料和化学制品制造业上市公司为例，结果发现，该方法能有效的度量企业业务协同状况；根据对公因子的排序和分析可以明确影响企业业务协同的优势因素和短板因素，为提高企业业务协同水平提供依据。然后，基于二象对偶理论和协同论，将企业业务协同系统划分为绩效子系统、资源共享子系统和资源互补子系统并构建了复合系统协同度模型，对高技术企业业务协同系统进行协同度测量及分析。结果表明，我国高技术企业业务协同系统协同发展水平还不高；资源共享-绩效系统协同度不断提升；资源互补-绩效系统协同度较低且不稳定。
Cross-business synergies are the prime rationale for the existence of the multi-business firm.Therefore, they are at the core of strategic management and organization design. Nevertheless, eversince Igor Ansoff introduced cross-business synergies into the field in the1960s, research in strategyand organization has largely neglected their direct investigation. The questions of what cross-businesssynergies actually are and how they are realized remain largely unexplored. According to Martin’sstudy, the thesis conceptualizes two new types of cross-business synergies, ie, efficiency-focusedsynergy and growth synergy. The former is efficiency-focused view of synergy in the multi-businessfirm (economies of scope) and the latter generates profitable growth from recombiningcomplementary operative resources across businesses.
This dissertation analyzes the cross-business synergies in multi-business enterprises from thesetwo aspects, and puts forward a new method to measure the cross-business synergies. From the aspectof efficiency synergy, two questions are studied. First, the related questions about synergistic costs.The simulation method is used to analyze the impact of synergistic cost on enterprise performance inthe first place. Furthermore, a measurement model of synergistic costs is put forward. Then, the paperanalyzes the characteristics of synergy costs，and identifies the breakpoints of synergy costs using thestructure break model. The results show that with the increase of enterprises business unit, synergycosts present nonlinear growth, and the breakpoints of synergy costs can be identified using thestructure break model. It is a effective method to control the synergy costs and form early warningmechanism. Second, the impact of technological relatedness on corporate performance is researched.By taking china high-tech listed companies from2004-2010panel data as an example, the paperanalyzes the relationship between the technological relatedness and enterprise performance andenvironmental munificence and environmental dynamism and complement assets have moderatingeffects on this relationship. The result shows that technological relatedness has an inverted U-shapedrelationship with performance. Environmental munificence and environmental dynamism havenegatively moderate the relationship between technological relatedness and firm performance. Themore human capital complementary assets are available, the greater the positive impact oftechnological relatedness on enterprise performance. Marketing complementary assets has nomoderating effects on this relationship.
From the aspect of growth synergy, the impact of complementary assets on enterpriseperformance is researched. By taking China high-tech listed companies from2004-2010panel data as an example, the paper analyzes the relationship between complementary assets and enterpriseperformance and technological relatedness’ moderating effects on this relationship. In addition, thepaper analyzes complementary assets’ moderating effects of technological diversification onperformance. The results show that the synergy of complementary assets has a positive effect onperformance. The higher the degree of technological relatedness in a firm’s technology portfolio, thegreater the negative impact of the synergy of manufacturing complementary assets and marketingcomplementary assets on enterprise performance. Technological relatedness can moderate the positiverelationship between the synergy of manufacturing complementary assets and human complementaryassets and enterprise performance. Technological relatedness can moderate the positive relationshipbetween the synergy of marketing complementary assets and human complementary assets andenterprise performance. The manufacturing complementary assets’ moderating effect on thisrelationship is not supported completely. Marketing complementary assets and human complementaryassets moderate the positive relationship between technological diversification and performance.
The paper puts forward a new method which can direct measure the business synergy usingcapital market performance of the firm as a whole. Then, the paper puts forward the panel data factoranalysis model to analyze the influence factors of business synergy and calculate the general factorsscores. Taking raw chemical materials and chemical products manufacturing listed companies as anexample, the paper proves that the method is valid. According to the enterprises’ common factorsscores and total scores, the strengths and weaknesses of influencing businesses synergy can be foundto improve businesses synergy development level. Based on the Er-Xiang dual theory and Synergetics,enterprise business synergy system can be divided into three subsystems: performance system,resource sharing system and resource complementation system. Based on the theoretical analysis, asystem synergetic degree model is established. By taking china high-tech listed companies from2004-2010data as an example, the paper measures the synergetic degree of China high-tech enterprisebusiness synergy. The results show that enterprise business synergy system of high-tech enterpriseshad a relative low synergetic development level. The synergetic degree of resourcesharing-performance system has been increasing, but the synergetic degree of resourcecomplementation-performance is very low.
引文
2Tripsas, M. Unraveling the process of creative destruction:complementary assets and incumbent survival in thetypesetter industry[J]. Strategic Management Journal,1997,(18):119-142
4Biggadike R. The risky business of diversification[J]. Harvard Business Review,1979,57(3):103–111.
6利用业务关联度的累积值来表征协同成本方法可参见论文：Yue Maggie Zhou. Synergy, coordination costs, anddiversification choices[J]. Strategic Management Journal,2011,32(6):624-639
9Kanter, R. Moss. When Giants Learn to Dance[M]. New York: Simon&Schuster,1989
10详细的方法或步骤可参见：Montgomery CA, B Wernerfelt. Diversification, Ricardian Rents, and Tobin's q[J].Rand J. Economics,1988,19:623-632
[] Jun Zhao. Ownership structure and corporate diversification strategies of Chinesebusiness groups[J]. Management Research Review,2010,33(12):1101-1112
[2] Sung C. Baea, Taek Ho Kwon, Jang W. Lee. Does corporate diversification by businessgroups create value? Evidence from Korean chaebols[J]. Pacific-Basin FinanceJournal,2011,19(5):535-553
[3] Goold M, Campbell A. Desperately seeking synergy[J]. Harv Bus Rev,1998,76(5):130-143
[4] Sung-Geun Yoon, Sunwon Park, Jeongseok Lee, Peter M Verderame, Christodoulos AFloudas. Evaluation of Synergy Effect in the Horizontal Merger of Companies in aPetrochemical Complex [J]. Industrial&Engineering Chemistry Research,2009,48(24):11017-11033
[5] Martin J A, Eisenhardt K M. Cross-business synergy: Sources, processes and thecapture of corporate value[D]. Austin: The University of Texas, McCombs School ofBusiness,2002
[6] Porter ME. From competitive advantage to corporate strategy[J]. Harv Bus Rev,1987,65(3):43-59
[7] Chiao Y, Yu C M J, Li P Y, Chen Y C. Subsidiary size, internationalization, productdiversification, and performance in an emerging market[J]. International MarketingReview,2008,25(6):612-633
[8] Vizjak A. Exploiting Your Synergy Potential: Promoting Collaboration BetweenBusiness Units[J]. Lang Range Planning,1994,27(1):25-35
[9] Marta Degl’Innocentia, Claudia Girardone. Ownership, diversification and costadvantages: Evidence from the Italian leasing industry[J]. Journal of InternationalFinancial Markets, Institutions and Money,2012,22(4):879-896
[10] Purkayastha S, Manolova T S, Edelman L F. Diversification and Performance inDeveloped and Emerging Market Contexts: A Review of the Literature[J]. InternationalJournal of Management Reviews,2012,14(1):18-38
[11] Eisenhardt, Galunic. Coevolving: At Last, a Way to Make Synergies Work[J]. HarvBus Rev,2000,78(1):91-101
[12] Müller-Stewens G, Knoll S. Smart Linking: Steigerung von Wachstum undProfitabilit t durch innovatives gesch ftseinheitenübergreifendesSynergienmanagement[D]. Published Study, University of St. Gallen,2006
[13] Davis R, Duhaime IM. Diversification, vertical integration, and industry analysis:new perspectives and measurement[J]. Strategic Management Journal,1992,13(7):511-524
[14] Pehrsson, A. Business scope and competitive differentiation: a study of strategyconsistency[J]. Strategic Change,2006,15(7-8):319-330
[15] Andreu R, Claver E, Quer D. Type of diversification and firm resources: newempirical evidence from the Spanish tourism industry[J]. International Journal ofTourism Research,2009,11(3):229-239
[16] Bruno Cassiman, Massimo G Colomboc, Paola Garrone, Reinhilde Veugelers. The impactof M&A on the R&D process: An empirical analysis of the role of technological and marketrelatedness[J]. Research Policy,2005,34(2):195-220
[17] Dess G G, Gupta A, Hennart J-F, Hill CWL. Conducting and integrating strategyresearch at the international, corporate, and business levels: issues and directions[J].Journal of Management,1995,21:357-393
[18]邱国栋,白景坤.价值生成分析：一个协同效应的理论框架[J].中国工业经济,2007,(6):88-95
[19] Li M, Wong Y. Diversification and economic performance: an empirical assessmentof Chinese firms[J]. Asia Pacific Journal of Management,2003,20(2):243-265
[20]黄山,宗其俊,蓝海林.中国企业集团行业多元化与绩效关系的实证检验——对DP关系模型的修正[J].科学学与科学技术管理,2008,29(5):128-134
[21]邓新明.我国民营企业政治关联、多元化战略与公司绩效[J].南开管理评论，2011,14(4):4-15
[22]姚俊,吕源,蓝海林.我国上市多元化与经济绩效关系的实证研究[J].管理世界,2004,(11):119-135
[23]陈收,曾丹,杨艳,黎传国.多元化战略协同效应——以涉足房地产行业的企业为例[J].系统工程,2012,30(1):8-14
[24]权圣容,吴贵生,格佛海.不确定环境下多元化战略对企业绩效的影响——以韩国企业集团为例[J].科研管理,2012,33(3):89-95
[25] Rumelt RP. Strategy, structure, and economic performance[M]. Harvard University,Boston, MA,1974
[26] John C H S, J S Harrison. Manufacturing-based relatedness, synergy, andcoordination[J]. Strategic Management Journal,1999,20(2):129-145
[27] Capron L, J Hulland. Redeployment of brands, sales forces,and general marketingmanagement expertise following horizontal acquisitions: A resource-based view[J].Journal of Marketing,1999,63(2):41-54
[28] Leslie E Palich, Gary R Carini, Samuel L Seaman. The Impact of Internationalizationon the Diversification–Performance Relationship: A Replication and Extension of PriorResearch[J]. Journal of Business Research,2000,48(1):43-54
[29] Katrin Hussinger. On the importance of technological relatedness: SMEs versuslarge acquisition targets[J]. Technovation,2010,30(1):57-64
[30] Antonio Messeni Petruzzelli. The impact of technological relatedness, priorties,and geographical distance on university–industry collaborations: A joint-patentanalysis[J]. Technovation2011,31(7):309-319
[31] Pehrsson, A. Competition barriers and strategy moderations: Impact on foreignsubsidiary performance[J]. Global Strategy Journal,2012,2(2):137-152
[32] Jianyun Tang, W Glenn Rowe. The liability of closeness: Business relatedness andforeign subsidiary performance[J]. Journal of World Business,2012,47(2):288-296
[33] Makri M, Hitt M A, Lane P J. Complementary technologies, knowledge relatedness,and invention outcomes in high technology mergers and acquisitions[J]. StrategicManagement Journal,2010,31(6):602-628
[34] Davis P S, Robinson R B, Pearce J A, Park S H. Business unit relatedness andperformance: A look at the pulp and paper industry. Strategic Management Journal,1992,13(5):349-361.
[35] Priem RL, Butler JE. Is the resource-based “view” a useful perspective forstrategic management research?[J]. The Academy of Management Review,2001a,26(1):22-40
[36] Priem RL, Butler JE. Tautology in the resource-based view and the implicationsof externally determined resource value: further comments[J]. The Academy of ManagementReview,2001b,26(1):57-66
[37] Grant RM. On ‘dominant logic’, relatedness and the link between diversity andperformance[J]. Strategic Management Journal,1988,9(6):639-642
[38] Montgomery CA, Hariharan S. Diversified expansion by large established firms[J].Journal of Economic Behavior&Organization,1991,15(1):71-89
[39] Chatterjee S. Excess resources, utilization costs, and mode of entry[J]. TheAcademy of Management Review,1990,33(4):780-800
[40] Chatterjee S, Wernerfelt B. The link between resources and type of diversification:theory and evidence[J]. Strategic Management Journal,1991,12(1):33-48
[41]王力军,童盼.民营上市公司控制类型、多元化经营与企业绩效[J].南开管理评论,2008,11(5):31-39
[42] Tsai W. Social capital, strategic relatedness and the formation ofintraorganizational linkages[J]. Strategic Management Journal,2000,21(9):925-939
[43]Stefan Hauschild, Dodo zu Knyphausen-Aufse. The resource-based view ofdiversification success: conceptual issues, methodological flaws, and futuredirections[J]. Review of Managerial Science,2012,6:1-37
[44] Pehrsson A. Business relatedness and performance: a study of managerialperceptions[J]. Strategic Management Journal,2006,27(3):265-282
[45] Amit R, Livnat J. Diversification strategies, business cycles and economicperformance[J]. Strategic Management Journal,1988b,9(2):99-110
[46] Jacquemin AP, Berry CH. Entropy measure of diversification and corporate growth[J].The Journal of Industrial Economics,1979,27(4):359-369
[47] Montgomery CA, Wernerfelt B. Diversification, Ricardian rents, and Tobin’s q[J].The RAND Journal of Economics,1988,19(4):623-632
[48] Berry CH. Corporate growth and diversification[J]. Journal of Law and Economics,1971,14(2):371-383
[49] Montgomery CA The measurement of firm diversification: some new empiricalevidence[J]. The Academy of Management Journal,1982,25(2):299-307
[50]王亮,刘敦虎,彭青峰.多元化程度度量法比较分析、发展趋势及在我国实践中应用[J].管理评论,2009,21(12):94-100
[51] Teece D J, Rumelt R, Dosi G, Winter SG. Understanding corporate coherence: theoryand evidence[J]. J Econ Behav Organ,1994,23(1):1-30
[52] Capron L, Pistre N. When Do Acquirers Earn Abnormal Returns?[J]. StrategicManagement Journal,2002,23(9):781-794
[53] Harrison JS, Hall EH Jr, Nargundkar R. Resource allocation as an outcropping ofstrategic consistency: performance implications[J]. The Academy of Management Journal,1993,36(5):1026-1051
[54] Robins J A, M F Wiersema. The measurement of corporate portfolio strategy: Analysisof the content validity of related diversification indexes[J]. Strategic ManagementJournal,2003,24(1):39-59
[55] Sambharya RB. Assessing the construct validity of strategic and SIC-based measuresof corporate diversification[J]. British Journal of Management,2000,11(2):163-173
[56]韦小柯.以往绩效与企业多元化战略因果关系研究[J].管理评论,2008,20,(3):45-49
[57] Fan P H Joseph, Lang Larry H P. The measurement of relatedness: An applicationto corporate diversification[J]. Journal of Business,2000,73(4):629-660
[58] Praveen R. Nayyar. Performance effects of information asymmetry and economies ofscope in diversified service firms[J]. The Academy of Management Journal,1993,36(1):28-57
[59] Pehrsson, A. Business relatedness measurements: state-of-the-art and aproposal[J]. European Business Review[J].2006,18(5):350-363.
[60] Capron L, Dussauge P, Mitchell W. Resource redeployment following horizontalacquisitions in Europe and North America,1988-1992[J]. Strategic Management Journal,1998,19(7):631-661
[61] Corsino M, Passarelli M. The competitive advantage of business units: Evidencefrom the integrated circuit industry[J]. European Management Review,2009,6(3):182-194
[62] Farjoun M. Beyond industry boundaries: human expertise, diversification andresource-related industry groups[J]. Organ Sci,1994,5(2):185-199
[63] Farjoun M. The independent and joint effects of the skill and physical bases ofrelatedness in diversification[J]. Strategic Management Journal,1998,19(7):611-630
[64] Coff R W, D E Hatfield. A resource-based view of value creation in acquisitions:An expertise-based measure of relatedness[C]. Presented at the Acad Management Meeting,Vancouver BC, Canada,1995
[65] Robins JA, Wiersema MF. A resource-based approach to the multibusiness firm:empirical analysis of portfolio interrelationships and corporate financialperformance[J]. Strategic Management Journal,1995,16(4):277-299
[66] Tsai W. Social structure of coopetition within a multiunit organization:Coordination, competition, and intra-organizational knowledge sharing[J].Organization Science,2002,13(2):179-190
[67] Nayyar PR. On the measurement of corporate diversification strategy: evidence fromlarge U.S. service firms[J]. Strategic Management Journal,1992,13(3):219-235
[68] Pehrsson A. Customer access and competitive certainty: performance effects inSwedish foreign subsidiaries[J]. Strategic Change,2008,17(5-6):179-192
[69] Stimpert JL, Duhaime IM. In the eyes of the beholder: conceptualizations ofrelatedness held by the managers of large diversified firms[J]. Strategic ManagementJournal,1997,18(2):111-125
[70] Hoskisson R E, M A Hitt, R A Johnson, D D Moesel. Construct validity of an objective(entropy) categorical measure of diversification strategy[J]. Strategic ManagementJournal,1993,14(3):215-235
[71] Farjoun M, Lai L. Similarity judgments in strategy formulation: role, process andimplications[J]. Strategic Management Journal,1997,18(4):255-273
[72] Pehrsson, A. Business-relatedness and strategy moderations: Impacts on foreignsubsidiary performance[J]. Journal of Strategy and Management.2010,3(2):110-133
[73]韦小柯.多元化业务相关性与企业绩效关系研究[R].浙江大学博士论文,2007
[74] Markides CC, Williamson PJ. Related diversification, core competences andcorporate performance[J]. Strategic Management Journal,1994,15(2):149-165
[75] Pehrsson A. Strategy competence: a study of successful business establishments[J].Strategic Change,2004,13(5):271-282
[76] Tanriverdi H. Performance effects of information technology synergies inmultibusiness firms[J]. MIS Quarterly,2006,30(1):57-77
[77] Piscitello L. Corporate diversification, coherence and economic performance[J].Industrial and Corporate Change,2004,13(5):757-787
[78] Mitchell W. Are more good things better, or will technical and market capabilitiesconflict when a firm expands?[J]. Industrial and Corporate Change,1992,1(2):327-346
[79] Ilinitch AY, Zeithaml CP. Operationalizing and testing Galbraith’s center ofgravity theory[J]. Strategic Management Journal,1995,16(5):401-410
[80] D’Aveni RA, Ravenscraft DJ, Anderson P. From corporate strategy to business-leveladvantage: relatedness as resource congruence[J]. Manag Decis Econ,2004,25(6/7):365-381
[81] Birkinshaw J, Lingblad M. Intrafirm competition and charter evolution in themultibusiness firm[J]. Organization Science,2005,16(6):674-686
[82] Georg Szeless, Margarethe Wiersema, Günter Müller-Stewens. PortfolioInterrelationships and Financial Performance in the Context of European Firms[J].European Management Journal,2003,21(2):146-163
[83]贾军,张卓.技术关联对企业绩效的影响研究——基于互补资产的调节作用[J].科学学研究,2012,30(6):909-915
[84]原毅军,耿殿贺,张乙明.技术关联下生产性服务业与制造业的研发博弈[J].中国工业经济,2007,(11):80-87
[85]梁启华,高毅蓉.跨国公司的技术关联性对产业集聚的影响机理[J].研究与发展管理,2006,18(4):39-46
[86] John C Panzar, Robert D Willig. Economies of Scope[J]. American Economic Review,1981,71(2):268-272
[87]张辑.企业多元化经营的范围经济策略探析[J].企业经济,2008,(12):5-7
[88]陈章武,李朝晖.范围经济:获得竞争优势的一种思路[J].经济管理,2002,(12):18-24
[89] H. David Sherman, Timothy J Rupert. Do bank mergers have hidden or foregone value?Realized and unrealized operating synergies in one bank merger[J]. European Journalof Operational Research,2006,168(1):253-268
[90] Danielle Lewis, James R. Webb. Potential cost synergies from banks acquiring realestate brokerage services[J].Journal of Banking&Finance,2007,31(8):2347-2363
[91] H I Ansoff. The New Corporate Strategy[M]. New York: John,1988
[92] Besanko D, Dranove D, Shanley M. Economics of Strategy[M]. New York: John Wiley&Sons, Inc,2000
[93] Ansari S, Schouten M, Verwaal, E. Unlocking synergies between business units:internal value creation at Royal Vopak[J]. Strategic Change,2006,15(7-8):353-360
[94] Mahajan Vijay, Wind Yoram. Business Synergy Does Not Always Pay Off[J]. Long RangePlanning,1988,21(1):59-65
[95] Davis R, Thomas LG. Direct estimation of synergy: a new approach to the diversityperformance debate. Manag Sci,1993,39(11):1334-1346
[96] Jeffrey A Martin, Kathleen M Eisenhardt. Rewiring: cross-business-unitcollaborations in multibusiness organizations[J]. Academy of Management Journal,2010,53(2):265-301
[97] H.Young Baek. Corporate diversification and performance: evidence on productionefficiency[J]. Journal of Multinational Financial Management,2004,14(2):135-152
[98] Marcus Rodermann. Strategisches Synergiemanagement[M]. Dt. Univ.-Verlag,1999
[99] Helfat C E, Eisenhardt K M. Inter-temporal economies of scope, organizationalmodularity, and the dynamics of diversification. Strategic Management Journal,2004,25(13):1217-1232
[100] Hiroyuki Itami. Mobilizing invisible assets[M]. Harvard University Press,Reprint Edition，1991
[101] Buzzell Robert D, Gale Bradley T. The PIMS principles-linking strategy toperformance[M].The Free Press, New York,1987
[102] Knoll S. Cross-business synergy: A typology of cross-business synergies and aMid-Range theory of continuous growth synergy realization[M]. Gabler Verlag,2008
[103] Chavas Jean-Paul, Barham Bradford, Foltz Jeremy, Kim Kwansoo. Analysis anddecomposition of scope economies: R&D at US research universities[J]. Applied Economics,2012,44(11):1387-1404
[104] Chatterjee S. Types of synergy and economic value: The impact of acquisitionson merging and rival firms. Strategic Management Journal,1986,7(2):119-139.
[105] Julian Birkinshaw, Mats Lingblad. Intrafirm Competition and Charter Evolutionin the Multibusiness Firm[J]. Organization Science,2005,16(6):674-686
[106] Ricky W Griffin. Fundamentals of Management[M]. South-Western College Pub,2011
[107] Matusik S F, Fitza M A. Diversification in the venture capital industry:leveraging knowledge under uncertainty[J]. Strategic Management Journal,2012,33(4):407-426
[108] Ravichandran T, Liu Yu, Han Shu, Hasan, Iftekhar. Diversification and FirmPerformance: Exploring the Moderating Effects of Information Technology Spending[J].Journal of Management Information Systems,2009,25(4):205-240
[109] Andrews KR. Product diversification and the public interest[J]. Harv Bus Rev,1951,29(4):91-107
[110] Ansoff HI. Strategies for diversification[J]. Harv Bus Rev,1957,35(5):113-124
[111] Ansoff HI. Corporate strategy: an analytic approach to business policy for growthand expansion[M]. McGraw-Hill, New York,1965
[112] Ansoff HI. A model for diversification[J]. Manag Sci,1958,4(4):392-414
[113] Reed R, Luffman GA Diversification: the growing confusion[J]. StrategicManagement Journal,1986,7(1):29-35
[118] Ramanujam V, Varadarajan P. Research on corporate diversification: a synthesis[J].Strategic Management Journal,1989,10(6):523-551
[119] Hoskisson RE, Hitt MA. Antecedents and performance outcomes of diversification:a review and critique of theoretical perspectives[J]. J Manag,1990,16(2):461-509
[120] Ng D W A. Modern Resource Based Approach to Unrelated Diversification[J]. Journalof Management Studies,2007,44(8):1481-1502
[121] Datta D K, Rajagopalan N, Rasheed AMA. Diversification and performance: criticalreview and future directions[J]. Journal of Management Studies,1991,28(5):529-558
[114] Bae S C, Kwon T H, Lee J W. Corporate Diversification, Relatedness, and Firm Value:Evidence from Korean Firms[J]. Asia-Pacific Journal of Financial Studies,2008,37(6):1025-1064.
[115] Eckhard Lichtenthaler. Corporate diversification: identifying new businessessystematically in the diversified firm[J]. Technovation,2005,25(7):697-709
[116] Palepu K. Diversification strategy, profit performance and the entropy measure[J].Strategic Management Journal,1985,6(3):239-255
[117] Bettis RA. Performance differences in related and unrelated diversified firms[J].Strategic Management Journal,1981,2(4):379-393
[122]Kwangmin Parka, SooCheong (Shawn) Jang. Effect of diversification on firmperformance: Application of the entropy measure[J]. International Journal ofHospitality Management,2012,31(1):218-228
[123] Palich LE, Cardinal LB, Miller CC. Curvilinearity in thediversification-performance linkage: an examination of over three decades ofresearch[J]. Strategic Management Journal,2000,21(2):155-174
[124] Diana Benito-Osorio, Luis ángel Guerras-Martín, José ángel Zu iga-Vicente. Fourdecades of research on product diversification: a literature review[J]. ManagementDecision,2012,50(2):325-344
[125] Kor YY, Mahoney JT. Edith Penrose’s (1959) contributions to the resource-basedview of strategic management[J]. J Manag Stud,2004,41(1):183-192
[126] Newbert SL. Empirical research on the resource-based view of the firm: anassessment and suggestions for future research[J]. Strategic Management Journal,2007,28(2):121-146
[127] Wan WP, Hoskisson RE, Short JC, Yiu DW. Resource-based theory and corporatediversification: a ccomplishments and opportunities[J]. J Manag,2011,37(5):1335-1368
[128] Berry-St lzle T R, Liebenberg A P, Ruhland J S, Sommer D W. Determinants ofCorporate Diversification: Evidence From the Property–Liability InsuranceIndustry[J]. Journal of Risk and Insurance,2012,79(2):381-413.
[129] Ensign P C. A resource-based view of interrelationships among organizationalgroups in the diversified firm[J]. Strat. Change,2004,13(3):125-137
[130] Kevin B. Hendricksa, Vinod R. Singhal, Rongrong Zhang. The effect of operationalslack, diversification, and vertical relatedness on the stock market reaction to supplychain disruptions[J]. Journal of Operations Management,2009,27(3):233-246
[131] G nül Golak. Diversification, Refocusing and Firm Value[J]. European FinancialManagement,2010,16(3):422-448
[132] Yoshitaka Fukui, Tatsuo Ushijima. Corporate diversification, performance, andrestructuring in the largest Japanese manufacturers[J]. Journal of the Japanese andInternational Economies,2007,21(3):303-323
[133] Chiung-Jung Chena, Chwo-Ming Joseph Yu. Managerial ownership, diversification,and firm performance: Evidence from an emerging market[J]. International BusinessReview,2012,21(3):518-534
[134] Montgomery CA. Corporate diversification[J]. Journal of Economic Perspectives,1994,8(3):163-178
[135] Goranova M, Alessandri T M, Brandes P, Dharwadkar, R. Managerial ownership andcorporate diversification: A longitudinal view[J]. Strategic Management Journal,2007,28(3):211-225
[136] Aggarwal RK, Samwick AA. Why do managers diversify their firms? Agencyreconsidered[J]. The Journal of Finance,2003,58(1):71-118
[137] Peteraf MA. The cornerstones of competitive advantage: a resource-based view[J].Strategic Management Journal,1993,14(3):179-191
[138] Bergh D D, Lawless M W. Portfolio restructuring and limits to hierarchicalgovernance: the effects of environmental uncertainty and diversification strategy[J].Organ Sci,1998,9(1):87-102
[139] Markides CC, Williamson PJ. Corporate diversification and organizationalstructure: a resource-based view[J]. The Academy of Management Journal,1996,39(2):340-367
[140] March JG, Sutton RI. Organizational performance as a dependent variable. OrganSci,1997,8(6):698-706
[141] Kieser A, Nicolai AT. Success factor research: Overcoming the trade-off betweenrigor and relevance?[J]. Journal of Management Inquiry,2005,14(3):275-279
[142] Richard PJ, Devinney TM, Yip GS, Johnson G. Measuring organizational performance:towards methodological best practice[J]. J Manag,2009,35(3):718-804
[143]徐康宁.论大公司的多角化经营战略——兼评上市公司多角化经营的利益与风险[J].中国工业经济,1999,(3):59-63
[144]马洪伟，蓝海林.我国工业企业多元化程度与绩效研究[J].南方经济,2001,(9):25-28
[145]金晓斌，陈代云，路颖，联蒙珂.公司特质、市场激励与上市公司多元化经营[J].经济研究,2002,(9):67-73
[146]黄山,宗其俊,蓝海林.中国企业集团行业多元化与绩效关系的实证检验——对DP关系模型的修正[J].科学学与科学技术管理,2008,29(5):128-134
[147]韦小柯.以往绩效与企业多元化战略因果关系研究[J].管理评论,2008,20(3):45-49
[148]宋旭琴,蓝海林.我国企业集团多元化战略的实证研究[J].科学学与科学技术管理,2007,28(12):97-101
[149]吴晓波,周浩军.国际化战略、多元化战略与企业绩效[J].科学学研究,2011,29(9):1331-1341
[150]马忠,刘宇.企业多元化经营受政府干预、企业资源的影响[J].中国软科学,2010,(1):116-127
[151]程勇,黄建华.多元化还是归核化？——一个基于核心资源视角的研究[J].科学学与科学技术管理,2009,30(5):124-129
[152]朱江.我国上市公司的多元化战略和经营业绩[J].经济研究.1999,(11):54-61
[153]李敬.多元化战略[M].上海:复旦大学出版社,2002
[154]陈信元,黄俊.政府干预、多元化经营与公司业绩[J].管理世界,2007,(1):92-97
[155]程勇,徐康宁.企业“最优多元化水平”假说是否存在——以中国上市公司为样本的研究[J].中国软科学，2006,(9):137-144
[156] Park C. The effects of prior performance on the choice between related andunrelated acquisitions: implications for the performance consequences ofdiversification strategy[J]. J Manag Stud,2002,39(7):1003-1019
[157] Lant TK, Milliken FJ, Batra B. The role of managerial learning and interpretationin strategic persistence and reorientation: an empirical exploration[J]. StrategicManagement Journal,1992,13(8):585-608
[158] Audia PG, Locke EA, Smith KG. The paradox of success: an archival and a laboratorystudy of strategic persistence following radical environmental change[J]. Acad ManagJ,2000,43(5):837-853
[159]李增泉,余谦,王晓坤.掏空,支持与并购重组——来自我国上市公司的经验证据[J].经济研究,2005,(1):95-105.
[160] Ismail A. Does the Management's Forecast of Merger Synergies Explain the PremiumPaid, the Method of Payment, and Merger Motives?[J]. Financial Management,2011,40(4):879-910.
[161] Jiang Kui, Lin Shu-cheng. An Empirical Study on Listed Companies MergerSynergies[J]. Procedia Engineering,2011,24:726-730
[162] Pidun U, Rubner H, Krühler M, Untiedt R. The Boston Consulting Group and Nippa,M. Corporate Portfolio Management: Theory and Practice[J]. Journal of Applied CorporateFinance,2011,23(1):63-76
[163]谢伟,孙忠娟,李培馨.影响技术并购绩效的关键因素研究[J].科学学研究,2011,29(2):245-251
[164] Kusewitt J B. An exploratory study of strategic acquisition factors relating toperformance[J]. Strategic Management Journal,1985,6(2):151-169
[165] Miller D J. Technological diversity, related diversification, and firmperformance[J]. Strategic Management Journal,2006,27(7):601-619.
[166] Gugler K. The effects of mergers: an international comparison[J]. Int J Ind Organ,2003,21(5):625-653
[167] Datta DK. Organizational fit and acquisition performance: effects ofpost-acquisition integration[J]. Strategic Management Journal,1991,12(4):281-297
[168] Cloodt M, Hagedoorn J, Van Kranenburg H. Mergers and acquisitions: their effecton the innovative performance of companies in high-tech industries[J]. Res Policy,2006,35(5):642-654.
[169]张新.并购重组是否创造价值?—中国证券市场的理论与实证研究[J].经济研究,2003,(6):20-29.
[170] Hagedoorn J, Duysters G. The effect of mergers and acquisitions on thetechnological performance of companies in a high-tech environment[J]. TechnologyAnalysis and Strategic Management,2002,14(1):67-85
[171] Stahl GK, Voigt A. Do cultural differences matter in merger and acquisitions?a tentative model and examination[J]. Organ Sci,2008,19(1):160-176
[172] Vermeulen F, Barkema H. Learning through acquisitions[J]. The Academy ofManagement Journal,2001,44(3):457-476
[173] Larsson R, Finkelstein S. Integrating strategic, organizational, and humanresource perspectives on mergers and acquisitions: a case survey of synergyrealization[J]. Organ Sci,1999,10(1):1-26
[174]王宛秋,张永安,刘焊.我国上市公司技术并购绩效的实证研究[J].科学学研究,2009,27(11):1712-1719.
[175] Cassiman B. The impact of M&A on the R&D process: an empirical analysis of therole of technological-and market-relatedness[J]. Res Policy,2005,34(2):195-220
[176] Elina Pyykk. Stock market valuation of R&D spending of firms acquiring targetsfrom technologically abundant countries[J]. Journal of Multinational FinancialManagement,2009,19(2):111-126
[177] Ahuja G, Katila R. Technological acquisitions and the innovation performance ofacquiring firms: a longitudinal study[J]. Strategic Management Journal,2001,22(3):197-220
[178] Krishnan HA, Hitt MA, Park D. Acquisition premiums, subsequent workforcereductions and postacquisition performance[J]. J Manag Stud,2007,44(5):709-732
[179] Ficery K, Herd T, Pursche B. Where has all the synergy gone? The M&A puzzle[J].J Bus Strateg,2007,28(5):29-35
[180] Capron L, Pistre N. When do acquirers earn abnormal returns?[J]. StrategicManagement Journal,2002,23(9):781-794
[181]安德鲁·坎贝尔等.战略协同[M].北京：机械工业出版社,2000
[183] Porter M. Competitive advantage: creating and sustaining superior performance[M].Free Press, NewYork,1985
[182]孙国强.网络组织的治理成本:波特模型的扩展[J].山西财经大学学报,2003,25(2):66-69
[184] Harrison J, Hitt M, Hoskisson R, Ireland D. Resource complementarity in businesscombinations: Extending the logic to organizational alliances[J]. Journal ofManagement,2001,27(6):679-690
[185] Gatignon H, Tushman M, Smith W, Anderson P. A structural approach to assessinginnovation: Construct development of innovation locus, type and characteristics[J].Management Science,2002,48(9):1103-1122
[186] Rawley E. Diversification, coordination costs, and organizational rigidity:evidence from microdata[J]. Strategic Management Journal,2010,31(8):873-891.
[187] Rawley E., Timothy S. Simcoe. Diversification, diseconomies of scope, andvertical contracting: Evidence from the taxicab industry[J]. Management Science,2010,56(9):1534-1550
[188] Yue Maggie Zhou. Synergy, coordination costs, and diversification choices[J].Strategic Management Journal,2011,32(6):624-639
[189]任红亚,宏巍,高翔.协同战略的测度与实施[J].改革与战略,2005,(3):101-105
[190] Chandler AD. Strategy and structure: chapters in the history of the Americanindustrial enterprise[M]. MIT Press, Cambridge, MA,1962
[191] Chandler A D. The visible hand: the managerial revolution in American business[M].Cambridge, Massachusetts: Harvard University Press,1977
[192] Penrose ET. The theory of the growth of the firm[M]. Oxford University Press,Oxford,1959
[193] Wernerfelt B. A resource-based view of the firm[J]. Strategic Management Journal,1984,5(2):171-180
[194] Barney J B. Firm resources and sustained competitive advantage[J]. J Manag,1991,17(1):99-120
[195] Grant R M, C Baden Fuller. A knowledge based theory of inter-firm collaboration[J].Academy of Management,1996,12:17-21
[196] Hitt M A, Bierman L, Shimizu K, Kochhar R. Direct and moderating effects of humancapital on strategy and performance in professional service firms: A resource-basedPerspective[J]. Academy of Management Journal,2001,44(1):13-28
[197] Grant RM. The resource-based theory of competitive advantage: Implications forstrategy formulation[J]. Calif Manag Rev,1991,33(3):114-135
[198]哈肯.协同学导论[M].张纪岳译,西北大学出版社，1981
[199]白列湖.协同论与管理协同理论[J].甘肃社会科学,2007,(5):228-230
[200] Levinthal DA, Wu B. Opportunity costs and nonscale free capabilities:profitmaximization, corporate scope, and profit margins[J]. Strategic Management Journal,2010,31(7):780-801
[201] Hill CWL, Hitt MA, Hoskisson RE. Cooperative versus competitive structures inrelated and unrelated diversified firms[J]. Organization Science,1992,3(4):501-521
[202] Michael Shayne Gary. Implementation strategy and performance outcomes in relateddiversification[J]. Strategic Management Journal,2005,26(7):643-664
[203] Nelson C R, C I Plosser. Trends and random walks in macroeconomic time series:Some evidence and implications[J]. Journal of monetary Economics,1982,10(2):139-162
[204] P Perron, T Yabu. Estimating deterministic trends with an integrated or stationarynoise component[J].Journal of Econometrics,2009,151(1):56-69
[205] D Kim, P Perron. Unit Roots Tests Allowing for a Break in the Trend Function atan Unknown Time Under both the Null and Alternative Hypotheses[J]. Journal ofEconometrics,2009,148(1):1-13
[206] Zivot E, D Andrews. Further Evidence on the Great Crash. The Oil-price Shock andthe Unit-root Hypothesis [J]. Journal of Business&Economic Statistics,1992,10(3):69-97
[207] Brusoni S, Prencipe A, Pavitt K. Knowledge specialization, organizationalcoupling, and the boundaries of the firm: why do firms know more than they make?[J].Administrative Science Quarterly,2001,46(4):597-621
[208] Miller DJ. Firms’ technological resources and the performance effects ofdiversification:a longitudinal study[J].Strategic Management Journal,2004,25(11):1097-1119
[209] Tanriverdi H, Venkatraman N. Knowledge Relatedness and the Performance ofMultibusiness Firms[J]. Strategic Management Journal,2005,26(2):97-119
[210] Nesta L, Saviotti PP. Coherence of the Knowledge Base and the Firm’s InnovativePerformance: Evidence from the US Pharmaceutical Industry[J]. Journal of industrialEconomics,2005,53(1):123-142
[211] Jongtae Shin. The Effects of Technological Relatedness and Ownership Structureon R&D Performance[J]. Journal of Management Research,2010,10(3):167-179
[212] Chiu Y C, H C Lai, T Y Lee, Y C Liaw. Technological diversification, complementaryassets, and performance[J]. Technological Forecasting and Social Change,2008,75(6):875-892
[213] Lai H-C, Chiu Y-C, Liaw Y-C, Lee T-Y. Technological Diversification andOrganizational Divisionalization: The Moderating Role of Complementary Assets[J].British Journal of Management,2010,21(4):983-995
[214]蔡新蕾，高山行.企业创新商业化实证研究——创新独占性和专有互补资产的调节作用[J].科学学研究,2011,29(9):1397-1405
[215]马文聪,朱桂龙.环境动态性对技术创新和绩效关系的调节作用[J].科学学研究,2011,29(3):454-460
[216] Dess G G, D W Beard. Dimensions of organizational task environments[J].Administrative Science Quarterly,1984,29(1):52-73
[217] Cool K, Schendel D. Strategic group formation and performance: the case of theU.S. pharmaceutical industry,1963-1982[J]. Management Science,1987,33(9):1102-1124
[218] Montgomery C. The measurement of firm diversification: some new empiricalevident[J]. Academy of Management Journal,1982,25(2):299-307
[219] Breschi S, Lissoni F, Malerba F. Knowledge-relatedness in firm technologicaldiversification[J]. Research Policy,2003,32(1):69-87
[220] Suzuki J, Kodama F. Technological diversity of persistent innovators in Japan:Twocase studies of large Japanese firms[J]. Research Policy,2004,33(3):531-549
[221] Szulanski G. Exploring internal sickness: impediments to the transfer of bestpractice within the fr m[J]. Strategic Management Journal,1996,17:27-43
[222] Song J Y, Shin J T. The paradox of technological capabilities: a study of knowledgesourcing from host countries of overseas R&D operations[J]. Journal of InternationalBusiness Studies,2008,39(2):291-303
[223] Christmann P. Effects of“best practices”of environmental management on costadvantage:the role of complementary assets[J]．Academy of Management Journal，2000，43(4):663-680
[224] Rothaermel F T，Hill C W L. Technological discontinuities and complementaryassets:a longitudinal study of industry and firm performance[J].OrganizationScience,2005,16(1):52-70
[225] Yayavaram S, Ahuja G. Decomposability in Knowledge Structures and its Impact onthe Usefulness of Inventions and Knowledge-base Malleability[J]. AdministrativeScience Quarterly,2008,53(2):333-362
[226] Rothaermel F T. Complementary Assets, strategic alliances and the incumbent'sadvantage: an empirical study of industry and firm effects in the biopharmaceuticalindustry[J]. Research Policy,2001,30(8):1235-1251
[227]焦豪,周江华,谢振东.创业导向与组织绩效间关系的实证研究———基于环境动态性的调节效应[J].科学学与科学技术管理,2007,28(11):70-76
[228] Jongtae Shin, David Jalajas. Technological relatedness, boundary-spanningcombination of knowledge and the impact of innovation: Evidence of an inverted-Urelationship[J]. Journal of High Technology Management Research,2010,21(2),87-96
[229] Gilley K M, A Rasheed. Making more by doing less: an analysis of outsourcing andIts effect on firm performance[J]. Journal of Management,2000,26(4):763-790
[230] Teece D J. Profiting from technological innovation: implications for integration,collaboration, licensing and public policy[J].Research Policy,1986,15(6):285-305
[231] David J Teece. Reflections on Profiting from Innovation[J].Research Policy,2006,35(3):1131-1146
[232] Jonathan T Eckhardta, Scott A Shane. Industry changes in technology andcomplementary assets and the creation of high-growth firms[J]. Journal of BusinessVenturing,2011,26(4):412-430
[233]薛红志,张玉利.突破性创新、互补性资产与企业间合作的整合研究[J].中国工业经济,2006,(8):101-108
[234]罗珉,赵红梅.中国制造的秘密：创新+互补性资产[J].中国工业经济,2009,(5):46-56
[235]王发明.互补性资产、产业链整合与创意产业集群——以动漫产业为例[J].中国软科学,2009,(5):24-32
[236]暴海龙,李金林.专利技术关联性分析方法研究[J].科研管理,2004,25:3-8
[237] W Mitchell. Whether or when? Probability and timing of incumbents' entry intoemerging industrial subfields[J]. Administrative Science Quarterly,1989,34(2):208-230
[238] P Taylor, J Lowe. Are functional assets or knowledge assets the basis of newproduct performance?[J]. Technology Analysis&Strategic Management,1997,9(4):473-488
[239] Hsien-Che Lai, Yi-Chia Chiu, Yi-Ching Liaw. Can external corporate venturingbroaden firm’s technological scope? The role of complementary assets[J]. Journal ofEngineering and Technology Management,2010,27(3):183-196
[240] Hung S C, Liu N, Chang J B. The taxonomy and evolution of technology strategies:A study of taiwan’s high-technology-based firms[C]. IEEE Transactions on EngineeringManagement,2003,50(2):219-227
[241]魏江.企业技术能力论——技术创新的一个新视角[M].北京:科学出版社,2002
[242]彭灿.突破性创新的资产基础与面向突破性创新的联盟战略[J].研究与发展管理,2009,21(3):85-90
[243] Colombo MG, Grilli L, Piva E. In search of complementary assets: the determinantsof alliance formation of high-tech star-ups[J]. Research Policy,2006,35(8):1166-1199
[244] Osterloff M. Technology-based product market entries: Managerial resources anddecision-making process[D]. Doctoral Dissertations, Helsinki University,2003
[245] Bart Van Looy, Thierry Martens, Koenraad Debackere. Organizing for ContinuousInnovation: On the Sustainability of Ambidextrous Organizations[J]. Creativity andInnovation Management Journal,2005,14(3):208-219
[246] Garcia-Vega M. Does technological diversification promote innovation?: Anempirical analysis for European firms[J]. Research Policy,2006,35(2):230-246
[247] Yu-Shan Chen, Chun-Yu Shih, Ching-Hsun Chang. The effects of related and unrelatedtechnological diversification on innovation performance and corporate growth in theTaiwan’s semiconductor industry[J]. Scientometrics,2012,92(1):117-134
[248] Chi-Feng Wang, Li-Yu Chen, Shao-Chi Chang. International diversification and themarket value of new product introduction[J]. Journal of International Management,2011,17(4):333-347
[249] Cantwell J A, Piscitello L. Accumulating technological competence: its changingimpact on corporate diversification and internationalization[J]. Industrial andCorporate Change,2000,9(1):21-51
[250] Heli Wanga, Wei-Ru Chen. Is firm-specific innovationa ssociated with greatervalue appropriation? The roles of environmental dynamism and technologicaldiversity[J]. Research Policy,2010,39(1):141-154
[251] Felicia M Fai. Corporate technological competence and the evolution oftechnological diversiication[M]. Cheltenham: Edward Elgar,2003
[252]何郁冰.技术多元化促进企业绩效的机理研究[J].科研管理,2011,32(4):9-18
[253]何郁冰,陈劲.技术多元化研究现状探析与整合框架构建[J].外国经济与管理,2012,34(1):46-56
[254] Yi-Chia Chiu, Hsien-Che Lai, Yi-Ching Liaw, Tai-Yu Lee. Technological scope:diversified or specialized[J]. Scientometrics,2010,82(1):37-58
[255]李宏贵,熊胜绪.互补资产对突破性创新绩效的影响研究——一个理论模型[J].科学学与科学技术管理,2010,31(7):64-71
[256]廖列法,张修志,陈志成.从局部占领到全局构建:模块化生产企业的升级路径[J].科学学与科学技术管理,2010,31(10):155-162
[257]宋旭琴,蓝海林,向鑫.相关多元化与归核化的研究综述[J].科学学与科学技术管理,2007,28(1):9-13
[258]张宝友,达庆利,黄祖庆.企业核心业务与绩效相关性研究——基于我国21家上市物流公司的实证[J].统计研究,2008,25(4):33-39
[259] Kang KH, S Lee, H Yang. The effects of product diversification on firm performanceand complementarities between products: A study of US casinos[J]. International Journalof Hospitality Management,2011,30(2):409-421
[260]孙俊华,刘海建.多元化战略测量方法论及其在中国情境下的应用研究[J].科学学与科学技术管理,2008,29(1):33-41
[261] Ross, Westerfield, Jaffee, Corporate Finance[M]. New York, NY: McGraw-Hill,2004
[262] Gregory Dess, G T Lumpkin, Alan B Eisner. Strategic management: Creatingcompetitive advantages[M]. McGraw-Hill/Irwin.2007.
[263]沈洁.企业多元化战略的协同效应分析[J].经济与管理,2009,23(2):49-54
[264]汤文仙,李攀峰.企业归核化发展:企业核心业务的调整[J].管理学报,2005,2(9):609-614.
[265] Prahalad C K，Hamel G．The core competence of the corporation[J]. Harvard BusinessReview，1990,68(3):79-91
[266]王生辉,施建军.论多元化经营逻辑演变[J].外国经济与管理,2002,24(11):18-24
[267] Corsino M, Passarelli M. The competitive advantage of business units: Evidencefrom the integrated circuit industry[J]. European Management Review,2009,6(3):182-194
[268] Jay B Barney. Is the resource-based “view” a useful perspective for strategicmanagement research? Yes[J]. The Academy of Management Review,2001,26(1):41-56
[269]汤铃，李建平，余乐安，覃东海.基于距离协调度模型的系统协调发展定量评价方法[J].系统工程理论与实践，2010,30(4):594-602
[270]陶长琪,陈文华,林龙辉.我国产业组织演变协同度的实证分析——以企业融合背景下的我国IT产业为例[J].管理世界,2007,(12):67-72
[271]毕克新,孙德花.基于复合系统协调度模型的制造业企业产品创新与工艺创新协同发展实证研究[J].中国软科学,2010,(9):156-162
[272]徐飞,高隆昌.二象对偶空间与管理学二象论[M].北京：科学出版社，2005
[273]高隆昌,徐飞.系统学二象论初探:一个理论框架[J].系统工程理论与实践,2007,27(5):95-100
[274]李伟,高隆昌.二象对偶论及其对偶分析图[J].数学的实践与认识，2009,39(19):174-179
[275]高隆昌，李伟.管理二象对偶论初探[J].管理学报,2009,6(6):718-721
[275]王勇,刘国亮.电信网络二象模型及其复杂网络系统特性[J].电子测量技术,2007,(4):63-66
[276]陈伟,冯志军.区域创新系统的协调发展测度与评价研究——基于二象对偶理论的视角[J].科学学研究,2011,29(2):306-313
[277]孟庆松，韩文秀.复合系统协调度模型研究[J].天津大学学报(自然科学版),2000,(4):444-446
[278] Marta Fernández-Olmos, Isabel Díez-Vial. Effect of firm’s resources oninternational diversification: An application in the Iberian Ham industry[J]. EuropeanManagement Journal,2012, http://dx.doi.org/10.1016/j.emj.2012.04.001
4Biggadike R. The risky business of diversification[J]. Harvard Business Review,1979,57(3):103–111.
6利用业务关联度的累积值来表征协同成本方法可参见论文：Yue Maggie Zhou. Synergy, coordination costs, anddiversification choices[J]. Strategic Management Journal,2011,32(6):624-639
9Kanter, R. Moss. When Giants Learn to Dance[M]. New York: Simon&Schuster,1989
10详细的方法或步骤可参见：Montgomery CA, B Wernerfelt. Diversification, Ricardian Rents, and Tobin's q[J].Rand J. Economics,1988,19:623-632
[] Jun Zhao. Ownership structure and corporate diversification strategies of Chinesebusiness groups[J]. Management Research Review,2010,33(12):1101-1112
[2] Sung C. Baea, Taek Ho Kwon, Jang W. Lee. Does corporate diversification by businessgroups create value? Evidence from Korean chaebols[J]. Pacific-Basin FinanceJournal,2011,19(5):535-553
[3] Goold M, Campbell A. Desperately seeking synergy[J]. Harv Bus Rev,1998,76(5):130-143
[4] Sung-Geun Yoon, Sunwon Park, Jeongseok Lee, Peter M Verderame, Christodoulos AFloudas. Evaluation of Synergy Effect in the Horizontal Merger of Companies in aPetrochemical Complex [J]. Industrial&Engineering Chemistry Research,2009,48(24):11017-11033
[5] Martin J A, Eisenhardt K M. Cross-business synergy: Sources, processes and thecapture of corporate value[D]. Austin: The University of Texas, McCombs School ofBusiness,2002
[6] Porter ME. From competitive advantage to corporate strategy[J]. Harv Bus Rev,1987,65(3):43-59
[7] Chiao Y, Yu C M J, Li P Y, Chen Y C. Subsidiary size, internationalization, productdiversification, and performance in an emerging market[J]. International MarketingReview,2008,25(6):612-633
[8] Vizjak A. Exploiting Your Synergy Potential: Promoting Collaboration BetweenBusiness Units[J]. Lang Range Planning,1994,27(1):25-35
[9] Marta Degl’Innocentia, Claudia Girardone. Ownership, diversification and costadvantages: Evidence from the Italian leasing industry[J]. Journal of InternationalFinancial Markets, Institutions and Money,2012,22(4):879-896
[10] Purkayastha S, Manolova T S, Edelman L F. Diversification and Performance inDeveloped and Emerging Market Contexts: A Review of the Literature[J]. InternationalJournal of Management Reviews,2012,14(1):18-38
[11] Eisenhardt, Galunic. Coevolving: At Last, a Way to Make Synergies Work[J]. HarvBus Rev,2000,78(1):91-101
[12] Müller-Stewens G, Knoll S. Smart Linking: Steigerung von Wachstum undProfitabilit t durch innovatives gesch ftseinheitenübergreifendesSynergienmanagement[D]. Published Study, University of St. Gallen,2006
[13] Davis R, Duhaime IM. Diversification, vertical integration, and industry analysis:new perspectives and measurement[J]. Strategic Management Journal,1992,13(7):511-524
[14] Pehrsson, A. Business scope and competitive differentiation: a study of strategyconsistency[J]. Strategic Change,2006,15(7-8):319-330
[15] Andreu R, Claver E, Quer D. Type of diversification and firm resources: newempirical evidence from the Spanish tourism industry[J]. International Journal ofTourism Research,2009,11(3):229-239
[16] Bruno Cassiman, Massimo G Colomboc, Paola Garrone, Reinhilde Veugelers. The impactof M&A on the R&D process: An empirical analysis of the role of technological and marketrelatedness[J]. Research Policy,2005,34(2):195-220
[17] Dess G G, Gupta A, Hennart J-F, Hill CWL. Conducting and integrating strategyresearch at the international, corporate, and business levels: issues and directions[J].Journal of Management,1995,21:357-393
[18]邱国栋,白景坤.价值生成分析：一个协同效应的理论框架[J].中国工业经济,2007,(6):88-95
[19] Li M, Wong Y. Diversification and economic performance: an empirical assessmentof Chinese firms[J]. Asia Pacific Journal of Management,2003,20(2):243-265
[20]黄山,宗其俊,蓝海林.中国企业集团行业多元化与绩效关系的实证检验——对DP关系模型的修正[J].科学学与科学技术管理,2008,29(5):128-134
[21]邓新明.我国民营企业政治关联、多元化战略与公司绩效[J].南开管理评论，2011,14(4):4-15
[22]姚俊,吕源,蓝海林.我国上市多元化与经济绩效关系的实证研究[J].管理世界,2004,(11):119-135
[23]陈收,曾丹,杨艳,黎传国.多元化战略协同效应——以涉足房地产行业的企业为例[J].系统工程,2012,30(1):8-14
[24]权圣容,吴贵生,格佛海.不确定环境下多元化战略对企业绩效的影响——以韩国企业集团为例[J].科研管理,2012,33(3):89-95
[25] Rumelt RP. Strategy, structure, and economic performance[M]. Harvard University,Boston, MA,1974
[26] John C H S, J S Harrison. Manufacturing-based relatedness, synergy, andcoordination[J]. Strategic Management Journal,1999,20(2):129-145
[27] Capron L, J Hulland. Redeployment of brands, sales forces,and general marketingmanagement expertise following horizontal acquisitions: A resource-based view[J].Journal of Marketing,1999,63(2):41-54
[28] Leslie E Palich, Gary R Carini, Samuel L Seaman. The Impact of Internationalizationon the Diversification–Performance Relationship: A Replication and Extension of PriorResearch[J]. Journal of Business Research,2000,48(1):43-54
[29] Katrin Hussinger. On the importance of technological relatedness: SMEs versuslarge acquisition targets[J]. Technovation,2010,30(1):57-64
[30] Antonio Messeni Petruzzelli. The impact of technological relatedness, priorties,and geographical distance on university–industry collaborations: A joint-patentanalysis[J]. Technovation2011,31(7):309-319
[31] Pehrsson, A. Competition barriers and strategy moderations: Impact on foreignsubsidiary performance[J]. Global Strategy Journal,2012,2(2):137-152
[32] Jianyun Tang, W Glenn Rowe. The liability of closeness: Business relatedness andforeign subsidiary performance[J]. Journal of World Business,2012,47(2):288-296
[33] Makri M, Hitt M A, Lane P J. Complementary technologies, knowledge relatedness,and invention outcomes in high technology mergers and acquisitions[J]. StrategicManagement Journal,2010,31(6):602-628
[34] Davis P S, Robinson R B, Pearce J A, Park S H. Business unit relatedness andperformance: A look at the pulp and paper industry. Strategic Management Journal,1992,13(5):349-361.
[35] Priem RL, Butler JE. Is the resource-based “view” a useful perspective forstrategic management research?[J]. The Academy of Management Review,2001a,26(1):22-40
[36] Priem RL, Butler JE. Tautology in the resource-based view and the implicationsof externally determined resource value: further comments[J]. The Academy of ManagementReview,2001b,26(1):57-66
[37] Grant RM. On ‘dominant logic’, relatedness and the link between diversity andperformance[J]. Strategic Management Journal,1988,9(6):639-642
[38] Montgomery CA, Hariharan S. Diversified expansion by large established firms[J].Journal of Economic Behavior&Organization,1991,15(1):71-89
[39] Chatterjee S. Excess resources, utilization costs, and mode of entry[J]. TheAcademy of Management Review,1990,33(4):780-800
[40] Chatterjee S, Wernerfelt B. The link between resources and type of diversification:theory and evidence[J]. Strategic Management Journal,1991,12(1):33-48
[41]王力军,童盼.民营上市公司控制类型、多元化经营与企业绩效[J].南开管理评论,2008,11(5):31-39
[42] Tsai W. Social capital, strategic relatedness and the formation ofintraorganizational linkages[J]. Strategic Management Journal,2000,21(9):925-939
[43]Stefan Hauschild, Dodo zu Knyphausen-Aufse. The resource-based view ofdiversification success: conceptual issues, methodological flaws, and futuredirections[J]. Review of Managerial Science,2012,6:1-37
[44] Pehrsson A. Business relatedness and performance: a study of managerialperceptions[J]. Strategic Management Journal,2006,27(3):265-282
[45] Amit R, Livnat J. Diversification strategies, business cycles and economicperformance[J]. Strategic Management Journal,1988b,9(2):99-110
[46] Jacquemin AP, Berry CH. Entropy measure of diversification and corporate growth[J].The Journal of Industrial Economics,1979,27(4):359-369
[47] Montgomery CA, Wernerfelt B. Diversification, Ricardian rents, and Tobin’s q[J].The RAND Journal of Economics,1988,19(4):623-632
[48] Berry CH. Corporate growth and diversification[J]. Journal of Law and Economics,1971,14(2):371-383
[49] Montgomery CA The measurement of firm diversification: some new empiricalevidence[J]. The Academy of Management Journal,1982,25(2):299-307
[50]王亮,刘敦虎,彭青峰.多元化程度度量法比较分析、发展趋势及在我国实践中应用[J].管理评论,2009,21(12):94-100
[51] Teece D J, Rumelt R, Dosi G, Winter SG. Understanding corporate coherence: theoryand evidence[J]. J Econ Behav Organ,1994,23(1):1-30
[52] Capron L, Pistre N. When Do Acquirers Earn Abnormal Returns?[J]. StrategicManagement Journal,2002,23(9):781-794
[53] Harrison JS, Hall EH Jr, Nargundkar R. Resource allocation as an outcropping ofstrategic consistency: performance implications[J]. The Academy of Management Journal,1993,36(5):1026-1051
[54] Robins J A, M F Wiersema. The measurement of corporate portfolio strategy: Analysisof the content validity of related diversification indexes[J]. Strategic ManagementJournal,2003,24(1):39-59
[55] Sambharya RB. Assessing the construct validity of strategic and SIC-based measuresof corporate diversification[J]. British Journal of Management,2000,11(2):163-173
[56]韦小柯.以往绩效与企业多元化战略因果关系研究[J].管理评论,2008,20,(3):45-49
[57] Fan P H Joseph, Lang Larry H P. The measurement of relatedness: An applicationto corporate diversification[J]. Journal of Business,2000,73(4):629-660
[58] Praveen R. Nayyar. Performance effects of information asymmetry and economies ofscope in diversified service firms[J]. The Academy of Management Journal,1993,36(1):28-57
[59] Pehrsson, A. Business relatedness measurements: state-of-the-art and aproposal[J]. European Business Review[J].2006,18(5):350-363.
[60] Capron L, Dussauge P, Mitchell W. Resource redeployment following horizontalacquisitions in Europe and North America,1988-1992[J]. Strategic Management Journal,1998,19(7):631-661
[61] Corsino M, Passarelli M. The competitive advantage of business units: Evidencefrom the integrated circuit industry[J]. European Management Review,2009,6(3):182-194
[62] Farjoun M. Beyond industry boundaries: human expertise, diversification andresource-related industry groups[J]. Organ Sci,1994,5(2):185-199
[63] Farjoun M. The independent and joint effects of the skill and physical bases ofrelatedness in diversification[J]. Strategic Management Journal,1998,19(7):611-630
[64] Coff R W, D E Hatfield. A resource-based view of value creation in acquisitions:An expertise-based measure of relatedness[C]. Presented at the Acad Management Meeting,Vancouver BC, Canada,1995
[65] Robins JA, Wiersema MF. A resource-based approach to the multibusiness firm:empirical analysis of portfolio interrelationships and corporate financialperformance[J]. Strategic Management Journal,1995,16(4):277-299
[66] Tsai W. Social structure of coopetition within a multiunit organization:Coordination, competition, and intra-organizational knowledge sharing[J].Organization Science,2002,13(2):179-190
[67] Nayyar PR. On the measurement of corporate diversification strategy: evidence fromlarge U.S. service firms[J]. Strategic Management Journal,1992,13(3):219-235
[68] Pehrsson A. Customer access and competitive certainty: performance effects inSwedish foreign subsidiaries[J]. Strategic Change,2008,17(5-6):179-192
[69] Stimpert JL, Duhaime IM. In the eyes of the beholder: conceptualizations ofrelatedness held by the managers of large diversified firms[J]. Strategic ManagementJournal,1997,18(2):111-125
[70] Hoskisson R E, M A Hitt, R A Johnson, D D Moesel. Construct validity of an objective(entropy) categorical measure of diversification strategy[J]. Strategic ManagementJournal,1993,14(3):215-235
[71] Farjoun M, Lai L. Similarity judgments in strategy formulation: role, process andimplications[J]. Strategic Management Journal,1997,18(4):255-273
[72] Pehrsson, A. Business-relatedness and strategy moderations: Impacts on foreignsubsidiary performance[J]. Journal of Strategy and Management.2010,3(2):110-133
[73]韦小柯.多元化业务相关性与企业绩效关系研究[R].浙江大学博士论文,2007
[74] Markides CC, Williamson PJ. Related diversification, core competences andcorporate performance[J]. Strategic Management Journal,1994,15(2):149-165
[75] Pehrsson A. Strategy competence: a study of successful business establishments[J].Strategic Change,2004,13(5):271-282
[76] Tanriverdi H. Performance effects of information technology synergies inmultibusiness firms[J]. MIS Quarterly,2006,30(1):57-77
[77] Piscitello L. Corporate diversification, coherence and economic performance[J].Industrial and Corporate Change,2004,13(5):757-787
[78] Mitchell W. Are more good things better, or will technical and market capabilitiesconflict when a firm expands?[J]. Industrial and Corporate Change,1992,1(2):327-346
[79] Ilinitch AY, Zeithaml CP. Operationalizing and testing Galbraith’s center ofgravity theory[J]. Strategic Management Journal,1995,16(5):401-410
[80] D’Aveni RA, Ravenscraft DJ, Anderson P. From corporate strategy to business-leveladvantage: relatedness as resource congruence[J]. Manag Decis Econ,2004,25(6/7):365-381
[81] Birkinshaw J, Lingblad M. Intrafirm competition and charter evolution in themultibusiness firm[J]. Organization Science,2005,16(6):674-686
[82] Georg Szeless, Margarethe Wiersema, Günter Müller-Stewens. PortfolioInterrelationships and Financial Performance in the Context of European Firms[J].European Management Journal,2003,21(2):146-163
[83]贾军,张卓.技术关联对企业绩效的影响研究——基于互补资产的调节作用[J].科学学研究,2012,30(6):909-915
[84]原毅军,耿殿贺,张乙明.技术关联下生产性服务业与制造业的研发博弈[J].中国工业经济,2007,(11):80-87
[85]梁启华,高毅蓉.跨国公司的技术关联性对产业集聚的影响机理[J].研究与发展管理,2006,18(4):39-46
[86] John C Panzar, Robert D Willig. Economies of Scope[J]. American Economic Review,1981,71(2):268-272
[87]张辑.企业多元化经营的范围经济策略探析[J].企业经济,2008,(12):5-7
[88]陈章武,李朝晖.范围经济:获得竞争优势的一种思路[J].经济管理,2002,(12):18-24
[89] H. David Sherman, Timothy J Rupert. Do bank mergers have hidden or foregone value?Realized and unrealized operating synergies in one bank merger[J]. European Journalof Operational Research,2006,168(1):253-268
[90] Danielle Lewis, James R. Webb. Potential cost synergies from banks acquiring realestate brokerage services[J].Journal of Banking&Finance,2007,31(8):2347-2363
[91] H I Ansoff. The New Corporate Strategy[M]. New York: John,1988
[92] Besanko D, Dranove D, Shanley M. Economics of Strategy[M]. New York: John Wiley&Sons, Inc,2000
[93] Ansari S, Schouten M, Verwaal, E. Unlocking synergies between business units:internal value creation at Royal Vopak[J]. Strategic Change,2006,15(7-8):353-360
[94] Mahajan Vijay, Wind Yoram. Business Synergy Does Not Always Pay Off[J]. Long RangePlanning,1988,21(1):59-65
[95] Davis R, Thomas LG. Direct estimation of synergy: a new approach to the diversityperformance debate. Manag Sci,1993,39(11):1334-1346
[96] Jeffrey A Martin, Kathleen M Eisenhardt. Rewiring: cross-business-unitcollaborations in multibusiness organizations[J]. Academy of Management Journal,2010,53(2):265-301
[97] H.Young Baek. Corporate diversification and performance: evidence on productionefficiency[J]. Journal of Multinational Financial Management,2004,14(2):135-152
[98] Marcus Rodermann. Strategisches Synergiemanagement[M]. Dt. Univ.-Verlag,1999
[99] Helfat C E, Eisenhardt K M. Inter-temporal economies of scope, organizationalmodularity, and the dynamics of diversification. Strategic Management Journal,2004,25(13):1217-1232
[100] Hiroyuki Itami. Mobilizing invisible assets[M]. Harvard University Press,Reprint Edition，1991
[101] Buzzell Robert D, Gale Bradley T. The PIMS principles-linking strategy toperformance[M].The Free Press, New York,1987
[102] Knoll S. Cross-business synergy: A typology of cross-business synergies and aMid-Range theory of continuous growth synergy realization[M]. Gabler Verlag,2008
[103] Chavas Jean-Paul, Barham Bradford, Foltz Jeremy, Kim Kwansoo. Analysis anddecomposition of scope economies: R&D at US research universities[J]. Applied Economics,2012,44(11):1387-1404
[104] Chatterjee S. Types of synergy and economic value: The impact of acquisitionson merging and rival firms. Strategic Management Journal,1986,7(2):119-139.
[105] Julian Birkinshaw, Mats Lingblad. Intrafirm Competition and Charter Evolutionin the Multibusiness Firm[J]. Organization Science,2005,16(6):674-686
[106] Ricky W Griffin. Fundamentals of Management[M]. South-Western College Pub,2011
[107] Matusik S F, Fitza M A. Diversification in the venture capital industry:leveraging knowledge under uncertainty[J]. Strategic Management Journal,2012,33(4):407-426
[108] Ravichandran T, Liu Yu, Han Shu, Hasan, Iftekhar. Diversification and FirmPerformance: Exploring the Moderating Effects of Information Technology Spending[J].Journal of Management Information Systems,2009,25(4):205-240
[109] Andrews KR. Product diversification and the public interest[J]. Harv Bus Rev,1951,29(4):91-107
[110] Ansoff HI. Strategies for diversification[J]. Harv Bus Rev,1957,35(5):113-124
[111] Ansoff HI. Corporate strategy: an analytic approach to business policy for growthand expansion[M]. McGraw-Hill, New York,1965
[112] Ansoff HI. A model for diversification[J]. Manag Sci,1958,4(4):392-414
[113] Reed R, Luffman GA Diversification: the growing confusion[J]. StrategicManagement Journal,1986,7(1):29-35
[118] Ramanujam V, Varadarajan P. Research on corporate diversification: a synthesis[J].Strategic Management Journal,1989,10(6):523-551
[119] Hoskisson RE, Hitt MA. Antecedents and performance outcomes of diversification:a review and critique of theoretical perspectives[J]. J Manag,1990,16(2):461-509
[120] Ng D W A. Modern Resource Based Approach to Unrelated Diversification[J]. Journalof Management Studies,2007,44(8):1481-1502
[121] Datta D K, Rajagopalan N, Rasheed AMA. Diversification and performance: criticalreview and future directions[J]. Journal of Management Studies,1991,28(5):529-558
[114] Bae S C, Kwon T H, Lee J W. Corporate Diversification, Relatedness, and Firm Value:Evidence from Korean Firms[J]. Asia-Pacific Journal of Financial Studies,2008,37(6):1025-1064.
[115] Eckhard Lichtenthaler. Corporate diversification: identifying new businessessystematically in the diversified firm[J]. Technovation,2005,25(7):697-709
[116] Palepu K. Diversification strategy, profit performance and the entropy measure[J].Strategic Management Journal,1985,6(3):239-255
[117] Bettis RA. Performance differences in related and unrelated diversified firms[J].Strategic Management Journal,1981,2(4):379-393
[122]Kwangmin Parka, SooCheong (Shawn) Jang. Effect of diversification on firmperformance: Application of the entropy measure[J]. International Journal ofHospitality Management,2012,31(1):218-228
[123] Palich LE, Cardinal LB, Miller CC. Curvilinearity in thediversification-performance linkage: an examination of over three decades ofresearch[J]. Strategic Management Journal,2000,21(2):155-174
[124] Diana Benito-Osorio, Luis ángel Guerras-Martín, José ángel Zu iga-Vicente. Fourdecades of research on product diversification: a literature review[J]. ManagementDecision,2012,50(2):325-344
[125] Kor YY, Mahoney JT. Edith Penrose’s (1959) contributions to the resource-basedview of strategic management[J]. J Manag Stud,2004,41(1):183-192
[126] Newbert SL. Empirical research on the resource-based view of the firm: anassessment and suggestions for future research[J]. Strategic Management Journal,2007,28(2):121-146
[127] Wan WP, Hoskisson RE, Short JC, Yiu DW. Resource-based theory and corporatediversification: a ccomplishments and opportunities[J]. J Manag,2011,37(5):1335-1368
[128] Berry-St lzle T R, Liebenberg A P, Ruhland J S, Sommer D W. Determinants ofCorporate Diversification: Evidence From the Property–Liability InsuranceIndustry[J]. Journal of Risk and Insurance,2012,79(2):381-413.
[129] Ensign P C. A resource-based view of interrelationships among organizationalgroups in the diversified firm[J]. Strat. Change,2004,13(3):125-137
[130] Kevin B. Hendricksa, Vinod R. Singhal, Rongrong Zhang. The effect of operationalslack, diversification, and vertical relatedness on the stock market reaction to supplychain disruptions[J]. Journal of Operations Management,2009,27(3):233-246
[131] G nül Golak. Diversification, Refocusing and Firm Value[J]. European FinancialManagement,2010,16(3):422-448
[132] Yoshitaka Fukui, Tatsuo Ushijima. Corporate diversification, performance, andrestructuring in the largest Japanese manufacturers[J]. Journal of the Japanese andInternational Economies,2007,21(3):303-323
[133] Chiung-Jung Chena, Chwo-Ming Joseph Yu. Managerial ownership, diversification,and firm performance: Evidence from an emerging market[J]. International BusinessReview,2012,21(3):518-534
[134] Montgomery CA. Corporate diversification[J]. Journal of Economic Perspectives,1994,8(3):163-178
[135] Goranova M, Alessandri T M, Brandes P, Dharwadkar, R. Managerial ownership andcorporate diversification: A longitudinal view[J]. Strategic Management Journal,2007,28(3):211-225
[136] Aggarwal RK, Samwick AA. Why do managers diversify their firms? Agencyreconsidered[J]. The Journal of Finance,2003,58(1):71-118
[137] Peteraf MA. The cornerstones of competitive advantage: a resource-based view[J].Strategic Management Journal,1993,14(3):179-191
[138] Bergh D D, Lawless M W. Portfolio restructuring and limits to hierarchicalgovernance: the effects of environmental uncertainty and diversification strategy[J].Organ Sci,1998,9(1):87-102
[139] Markides CC, Williamson PJ. Corporate diversification and organizationalstructure: a resource-based view[J]. The Academy of Management Journal,1996,39(2):340-367
[140] March JG, Sutton RI. Organizational performance as a dependent variable. OrganSci,1997,8(6):698-706
[141] Kieser A, Nicolai AT. Success factor research: Overcoming the trade-off betweenrigor and relevance?[J]. Journal of Management Inquiry,2005,14(3):275-279
[142] Richard PJ, Devinney TM, Yip GS, Johnson G. Measuring organizational performance:towards methodological best practice[J]. J Manag,2009,35(3):718-804
[143]徐康宁.论大公司的多角化经营战略——兼评上市公司多角化经营的利益与风险[J].中国工业经济,1999,(3):59-63
[144]马洪伟，蓝海林.我国工业企业多元化程度与绩效研究[J].南方经济,2001,(9):25-28
[145]金晓斌，陈代云，路颖，联蒙珂.公司特质、市场激励与上市公司多元化经营[J].经济研究,2002,(9):67-73
[146]黄山,宗其俊,蓝海林.中国企业集团行业多元化与绩效关系的实证检验——对DP关系模型的修正[J].科学学与科学技术管理,2008,29(5):128-134
[147]韦小柯.以往绩效与企业多元化战略因果关系研究[J].管理评论,2008,20(3):45-49
[148]宋旭琴,蓝海林.我国企业集团多元化战略的实证研究[J].科学学与科学技术管理,2007,28(12):97-101
[149]吴晓波,周浩军.国际化战略、多元化战略与企业绩效[J].科学学研究,2011,29(9):1331-1341
[150]马忠,刘宇.企业多元化经营受政府干预、企业资源的影响[J].中国软科学,2010,(1):116-127
[151]程勇,黄建华.多元化还是归核化？——一个基于核心资源视角的研究[J].科学学与科学技术管理,2009,30(5):124-129
[152]朱江.我国上市公司的多元化战略和经营业绩[J].经济研究.1999,(11):54-61
[153]李敬.多元化战略[M].上海:复旦大学出版社,2002
[154]陈信元,黄俊.政府干预、多元化经营与公司业绩[J].管理世界,2007,(1):92-97
[155]程勇,徐康宁.企业“最优多元化水平”假说是否存在——以中国上市公司为样本的研究[J].中国软科学，2006,(9):137-144
[156] Park C. The effects of prior performance on the choice between related andunrelated acquisitions: implications for the performance consequences ofdiversification strategy[J]. J Manag Stud,2002,39(7):1003-1019
[157] Lant TK, Milliken FJ, Batra B. The role of managerial learning and interpretationin strategic persistence and reorientation: an empirical exploration[J]. StrategicManagement Journal,1992,13(8):585-608
[158] Audia PG, Locke EA, Smith KG. The paradox of success: an archival and a laboratorystudy of strategic persistence following radical environmental change[J]. Acad ManagJ,2000,43(5):837-853
[159]李增泉,余谦,王晓坤.掏空,支持与并购重组——来自我国上市公司的经验证据[J].经济研究,2005,(1):95-105.
[160] Ismail A. Does the Management's Forecast of Merger Synergies Explain the PremiumPaid, the Method of Payment, and Merger Motives?[J]. Financial Management,2011,40(4):879-910.
[161] Jiang Kui, Lin Shu-cheng. An Empirical Study on Listed Companies MergerSynergies[J]. Procedia Engineering,2011,24:726-730
[162] Pidun U, Rubner H, Krühler M, Untiedt R. The Boston Consulting Group and Nippa,M. Corporate Portfolio Management: Theory and Practice[J]. Journal of Applied CorporateFinance,2011,23(1):63-76
[163]谢伟,孙忠娟,李培馨.影响技术并购绩效的关键因素研究[J].科学学研究,2011,29(2):245-251
[164] Kusewitt J B. An exploratory study of strategic acquisition factors relating toperformance[J]. Strategic Management Journal,1985,6(2):151-169
[165] Miller D J. Technological diversity, related diversification, and firmperformance[J]. Strategic Management Journal,2006,27(7):601-619.
[166] Gugler K. The effects of mergers: an international comparison[J]. Int J Ind Organ,2003,21(5):625-653
[167] Datta DK. Organizational fit and acquisition performance: effects ofpost-acquisition integration[J]. Strategic Management Journal,1991,12(4):281-297
[168] Cloodt M, Hagedoorn J, Van Kranenburg H. Mergers and acquisitions: their effecton the innovative performance of companies in high-tech industries[J]. Res Policy,2006,35(5):642-654.
[169]张新.并购重组是否创造价值?—中国证券市场的理论与实证研究[J].经济研究,2003,(6):20-29.
[170] Hagedoorn J, Duysters G. The effect of mergers and acquisitions on thetechnological performance of companies in a high-tech environment[J]. TechnologyAnalysis and Strategic Management,2002,14(1):67-85
[171] Stahl GK, Voigt A. Do cultural differences matter in merger and acquisitions?a tentative model and examination[J]. Organ Sci,2008,19(1):160-176
[172] Vermeulen F, Barkema H. Learning through acquisitions[J]. The Academy ofManagement Journal,2001,44(3):457-476
[173] Larsson R, Finkelstein S. Integrating strategic, organizational, and humanresource perspectives on mergers and acquisitions: a case survey of synergyrealization[J]. Organ Sci,1999,10(1):1-26
[174]王宛秋,张永安,刘焊.我国上市公司技术并购绩效的实证研究[J].科学学研究,2009,27(11):1712-1719.
[175] Cassiman B. The impact of M&A on the R&D process: an empirical analysis of therole of technological-and market-relatedness[J]. Res Policy,2005,34(2):195-220
[176] Elina Pyykk. Stock market valuation of R&D spending of firms acquiring targetsfrom technologically abundant countries[J]. Journal of Multinational FinancialManagement,2009,19(2):111-126
[177] Ahuja G, Katila R. Technological acquisitions and the innovation performance ofacquiring firms: a longitudinal study[J]. Strategic Management Journal,2001,22(3):197-220
[178] Krishnan HA, Hitt MA, Park D. Acquisition premiums, subsequent workforcereductions and postacquisition performance[J]. J Manag Stud,2007,44(5):709-732
[179] Ficery K, Herd T, Pursche B. Where has all the synergy gone? The M&A puzzle[J].J Bus Strateg,2007,28(5):29-35
[180] Capron L, Pistre N. When do acquirers earn abnormal returns?[J]. StrategicManagement Journal,2002,23(9):781-794
[181]安德鲁·坎贝尔等.战略协同[M].北京：机械工业出版社,2000
[183] Porter M. Competitive advantage: creating and sustaining superior performance[M].Free Press, NewYork,1985
[182]孙国强.网络组织的治理成本:波特模型的扩展[J].山西财经大学学报,2003,25(2):66-69
[184] Harrison J, Hitt M, Hoskisson R, Ireland D. Resource complementarity in businesscombinations: Extending the logic to organizational alliances[J]. Journal ofManagement,2001,27(6):679-690
[185] Gatignon H, Tushman M, Smith W, Anderson P. A structural approach to assessinginnovation: Construct development of innovation locus, type and characteristics[J].Management Science,2002,48(9):1103-1122
[186] Rawley E. Diversification, coordination costs, and organizational rigidity:evidence from microdata[J]. Strategic Management Journal,2010,31(8):873-891.
[187] Rawley E., Timothy S. Simcoe. Diversification, diseconomies of scope, andvertical contracting: Evidence from the taxicab industry[J]. Management Science,2010,56(9):1534-1550
[188] Yue Maggie Zhou. Synergy, coordination costs, and diversification choices[J].Strategic Management Journal,2011,32(6):624-639
[189]任红亚,宏巍,高翔.协同战略的测度与实施[J].改革与战略,2005,(3):101-105
[190] Chandler AD. Strategy and structure: chapters in the history of the Americanindustrial enterprise[M]. MIT Press, Cambridge, MA,1962
[191] Chandler A D. The visible hand: the managerial revolution in American business[M].Cambridge, Massachusetts: Harvard University Press,1977
[192] Penrose ET. The theory of the growth of the firm[M]. Oxford University Press,Oxford,1959
[193] Wernerfelt B. A resource-based view of the firm[J]. Strategic Management Journal,1984,5(2):171-180
[194] Barney J B. Firm resources and sustained competitive advantage[J]. J Manag,1991,17(1):99-120
[195] Grant R M, C Baden Fuller. A knowledge based theory of inter-firm collaboration[J].Academy of Management,1996,12:17-21
[196] Hitt M A, Bierman L, Shimizu K, Kochhar R. Direct and moderating effects of humancapital on strategy and performance in professional service firms: A resource-basedPerspective[J]. Academy of Management Journal,2001,44(1):13-28
[197] Grant RM. The resource-based theory of competitive advantage: Implications forstrategy formulation[J]. Calif Manag Rev,1991,33(3):114-135
[198]哈肯.协同学导论[M].张纪岳译,西北大学出版社，1981
[199]白列湖.协同论与管理协同理论[J].甘肃社会科学,2007,(5):228-230
[200] Levinthal DA, Wu B. Opportunity costs and nonscale free capabilities:profitmaximization, corporate scope, and profit margins[J]. Strategic Management Journal,2010,31(7):780-801
[201] Hill CWL, Hitt MA, Hoskisson RE. Cooperative versus competitive structures inrelated and unrelated diversified firms[J]. Organization Science,1992,3(4):501-521
[202] Michael Shayne Gary. Implementation strategy and performance outcomes in relateddiversification[J]. Strategic Management Journal,2005,26(7):643-664
[203] Nelson C R, C I Plosser. Trends and random walks in macroeconomic time series:Some evidence and implications[J]. Journal of monetary Economics,1982,10(2):139-162
[204] P Perron, T Yabu. Estimating deterministic trends with an integrated or stationarynoise component[J].Journal of Econometrics,2009,151(1):56-69
[205] D Kim, P Perron. Unit Roots Tests Allowing for a Break in the Trend Function atan Unknown Time Under both the Null and Alternative Hypotheses[J]. Journal ofEconometrics,2009,148(1):1-13
[206] Zivot E, D Andrews. Further Evidence on the Great Crash. The Oil-price Shock andthe Unit-root Hypothesis [J]. Journal of Business&Economic Statistics,1992,10(3):69-97
[207] Brusoni S, Prencipe A, Pavitt K. Knowledge specialization, organizationalcoupling, and the boundaries of the firm: why do firms know more than they make?[J].Administrative Science Quarterly,2001,46(4):597-621
[208] Miller DJ. Firms’ technological resources and the performance effects ofdiversification:a longitudinal study[J].Strategic Management Journal,2004,25(11):1097-1119
[209] Tanriverdi H, Venkatraman N. Knowledge Relatedness and the Performance ofMultibusiness Firms[J]. Strategic Management Journal,2005,26(2):97-119
[210] Nesta L, Saviotti PP. Coherence of the Knowledge Base and the Firm’s InnovativePerformance: Evidence from the US Pharmaceutical Industry[J]. Journal of industrialEconomics,2005,53(1):123-142
[211] Jongtae Shin. The Effects of Technological Relatedness and Ownership Structureon R&D Performance[J]. Journal of Management Research,2010,10(3):167-179
[212] Chiu Y C, H C Lai, T Y Lee, Y C Liaw. Technological diversification, complementaryassets, and performance[J]. Technological Forecasting and Social Change,2008,75(6):875-892
[213] Lai H-C, Chiu Y-C, Liaw Y-C, Lee T-Y. Technological Diversification andOrganizational Divisionalization: The Moderating Role of Complementary Assets[J].British Journal of Management,2010,21(4):983-995
[214]蔡新蕾，高山行.企业创新商业化实证研究——创新独占性和专有互补资产的调节作用[J].科学学研究,2011,29(9):1397-1405
[215]马文聪,朱桂龙.环境动态性对技术创新和绩效关系的调节作用[J].科学学研究,2011,29(3):454-460
[216] Dess G G, D W Beard. Dimensions of organizational task environments[J].Administrative Science Quarterly,1984,29(1):52-73
[217] Cool K, Schendel D. Strategic group formation and performance: the case of theU.S. pharmaceutical industry,1963-1982[J]. Management Science,1987,33(9):1102-1124
[218] Montgomery C. The measurement of firm diversification: some new empiricalevident[J]. Academy of Management Journal,1982,25(2):299-307
[219] Breschi S, Lissoni F, Malerba F. Knowledge-relatedness in firm technologicaldiversification[J]. Research Policy,2003,32(1):69-87
[220] Suzuki J, Kodama F. Technological diversity of persistent innovators in Japan:Twocase studies of large Japanese firms[J]. Research Policy,2004,33(3):531-549
[221] Szulanski G. Exploring internal sickness: impediments to the transfer of bestpractice within the fr m[J]. Strategic Management Journal,1996,17:27-43
[222] Song J Y, Shin J T. The paradox of technological capabilities: a study of knowledgesourcing from host countries of overseas R&D operations[J]. Journal of InternationalBusiness Studies,2008,39(2):291-303
[223] Christmann P. Effects of“best practices”of environmental management on costadvantage:the role of complementary assets[J]．Academy of Management Journal，2000，43(4):663-680
[224] Rothaermel F T，Hill C W L. Technological discontinuities and complementaryassets:a longitudinal study of industry and firm performance[J].OrganizationScience,2005,16(1):52-70
[225] Yayavaram S, Ahuja G. Decomposability in Knowledge Structures and its Impact onthe Usefulness of Inventions and Knowledge-base Malleability[J]. AdministrativeScience Quarterly,2008,53(2):333-362
[226] Rothaermel F T. Complementary Assets, strategic alliances and the incumbent'sadvantage: an empirical study of industry and firm effects in the biopharmaceuticalindustry[J]. Research Policy,2001,30(8):1235-1251
[227]焦豪,周江华,谢振东.创业导向与组织绩效间关系的实证研究———基于环境动态性的调节效应[J].科学学与科学技术管理,2007,28(11):70-76
[228] Jongtae Shin, David Jalajas. Technological relatedness, boundary-spanningcombination of knowledge and the impact of innovation: Evidence of an inverted-Urelationship[J]. Journal of High Technology Management Research,2010,21(2),87-96
[229] Gilley K M, A Rasheed. Making more by doing less: an analysis of outsourcing andIts effect on firm performance[J]. Journal of Management,2000,26(4):763-790
[230] Teece D J. Profiting from technological innovation: implications for integration,collaboration, licensing and public policy[J].Research Policy,1986,15(6):285-305
[231] David J Teece. Reflections on Profiting from Innovation[J].Research Policy,2006,35(3):1131-1146
[232] Jonathan T Eckhardta, Scott A Shane. Industry changes in technology andcomplementary assets and the creation of high-growth firms[J]. Journal of BusinessVenturing,2011,26(4):412-430
[233]薛红志,张玉利.突破性创新、互补性资产与企业间合作的整合研究[J].中国工业经济,2006,(8):101-108
[234]罗珉,赵红梅.中国制造的秘密：创新+互补性资产[J].中国工业经济,2009,(5):46-56
[235]王发明.互补性资产、产业链整合与创意产业集群——以动漫产业为例[J].中国软科学,2009,(5):24-32
[236]暴海龙,李金林.专利技术关联性分析方法研究[J].科研管理,2004,25:3-8
[237] W Mitchell. Whether or when? Probability and timing of incumbents' entry intoemerging industrial subfields[J]. Administrative Science Quarterly,1989,34(2):208-230
[238] P Taylor, J Lowe. Are functional assets or knowledge assets the basis of newproduct performance?[J]. Technology Analysis&Strategic Management,1997,9(4):473-488
[239] Hsien-Che Lai, Yi-Chia Chiu, Yi-Ching Liaw. Can external corporate venturingbroaden firm’s technological scope? The role of complementary assets[J]. Journal ofEngineering and Technology Management,2010,27(3):183-196
[240] Hung S C, Liu N, Chang J B. The taxonomy and evolution of technology strategies:A study of taiwan’s high-technology-based firms[C]. IEEE Transactions on EngineeringManagement,2003,50(2):219-227
[241]魏江.企业技术能力论——技术创新的一个新视角[M].北京:科学出版社,2002
[242]彭灿.突破性创新的资产基础与面向突破性创新的联盟战略[J].研究与发展管理,2009,21(3):85-90
[243] Colombo MG, Grilli L, Piva E. In search of complementary assets: the determinantsof alliance formation of high-tech star-ups[J]. Research Policy,2006,35(8):1166-1199
[244] Osterloff M. Technology-based product market entries: Managerial resources anddecision-making process[D]. Doctoral Dissertations, Helsinki University,2003
[245] Bart Van Looy, Thierry Martens, Koenraad Debackere. Organizing for ContinuousInnovation: On the Sustainability of Ambidextrous Organizations[J]. Creativity andInnovation Management Journal,2005,14(3):208-219
[246] Garcia-Vega M. Does technological diversification promote innovation?: Anempirical analysis for European firms[J]. Research Policy,2006,35(2):230-246
[247] Yu-Shan Chen, Chun-Yu Shih, Ching-Hsun Chang. The effects of related and unrelatedtechnological diversification on innovation performance and corporate growth in theTaiwan’s semiconductor industry[J]. Scientometrics,2012,92(1):117-134
[248] Chi-Feng Wang, Li-Yu Chen, Shao-Chi Chang. International diversification and themarket value of new product introduction[J]. Journal of International Management,2011,17(4):333-347
[249] Cantwell J A, Piscitello L. Accumulating technological competence: its changingimpact on corporate diversification and internationalization[J]. Industrial andCorporate Change,2000,9(1):21-51
[250] Heli Wanga, Wei-Ru Chen. Is firm-specific innovationa ssociated with greatervalue appropriation? The roles of environmental dynamism and technologicaldiversity[J]. Research Policy,2010,39(1):141-154
[251] Felicia M Fai. Corporate technological competence and the evolution oftechnological diversiication[M]. Cheltenham: Edward Elgar,2003
[252]何郁冰.技术多元化促进企业绩效的机理研究[J].科研管理,2011,32(4):9-18
[253]何郁冰,陈劲.技术多元化研究现状探析与整合框架构建[J].外国经济与管理,2012,34(1):46-56
[254] Yi-Chia Chiu, Hsien-Che Lai, Yi-Ching Liaw, Tai-Yu Lee. Technological scope:diversified or specialized[J]. Scientometrics,2010,82(1):37-58
[255]李宏贵,熊胜绪.互补资产对突破性创新绩效的影响研究——一个理论模型[J].科学学与科学技术管理,2010,31(7):64-71
[256]廖列法,张修志,陈志成.从局部占领到全局构建:模块化生产企业的升级路径[J].科学学与科学技术管理,2010,31(10):155-162
[257]宋旭琴,蓝海林,向鑫.相关多元化与归核化的研究综述[J].科学学与科学技术管理,2007,28(1):9-13
[258]张宝友,达庆利,黄祖庆.企业核心业务与绩效相关性研究——基于我国21家上市物流公司的实证[J].统计研究,2008,25(4):33-39
[259] Kang KH, S Lee, H Yang. The effects of product diversification on firm performanceand complementarities between products: A study of US casinos[J]. International Journalof Hospitality Management,2011,30(2):409-421
[260]孙俊华,刘海建.多元化战略测量方法论及其在中国情境下的应用研究[J].科学学与科学技术管理,2008,29(1):33-41
[261] Ross, Westerfield, Jaffee, Corporate Finance[M]. New York, NY: McGraw-Hill,2004
[262] Gregory Dess, G T Lumpkin, Alan B Eisner. Strategic management: Creatingcompetitive advantages[M]. McGraw-Hill/Irwin.2007.
[263]沈洁.企业多元化战略的协同效应分析[J].经济与管理,2009,23(2):49-54
[264]汤文仙,李攀峰.企业归核化发展:企业核心业务的调整[J].管理学报,2005,2(9):609-614.
[265] Prahalad C K，Hamel G．The core competence of the corporation[J]. Harvard BusinessReview，1990,68(3):79-91
[266]王生辉,施建军.论多元化经营逻辑演变[J].外国经济与管理,2002,24(11):18-24
[267] Corsino M, Passarelli M. The competitive advantage of business units: Evidencefrom the integrated circuit industry[J]. European Management Review,2009,6(3):182-194
[268] Jay B Barney. Is the resource-based “view” a useful perspective for strategicmanagement research? Yes[J]. The Academy of Management Review,2001,26(1):41-56
[269]汤铃，李建平，余乐安，覃东海.基于距离协调度模型的系统协调发展定量评价方法[J].系统工程理论与实践，2010,30(4):594-602
[270]陶长琪,陈文华,林龙辉.我国产业组织演变协同度的实证分析——以企业融合背景下的我国IT产业为例[J].管理世界,2007,(12):67-72
[271]毕克新,孙德花.基于复合系统协调度模型的制造业企业产品创新与工艺创新协同发展实证研究[J].中国软科学,2010,(9):156-162
[272]徐飞,高隆昌.二象对偶空间与管理学二象论[M].北京：科学出版社，2005
[273]高隆昌,徐飞.系统学二象论初探:一个理论框架[J].系统工程理论与实践,2007,27(5):95-100
[274]李伟,高隆昌.二象对偶论及其对偶分析图[J].数学的实践与认识，2009,39(19):174-179
[275]高隆昌，李伟.管理二象对偶论初探[J].管理学报,2009,6(6):718-721
[275]王勇,刘国亮.电信网络二象模型及其复杂网络系统特性[J].电子测量技术,2007,(4):63-66
[276]陈伟,冯志军.区域创新系统的协调发展测度与评价研究——基于二象对偶理论的视角[J].科学学研究,2011,29(2):306-313
[277]孟庆松，韩文秀.复合系统协调度模型研究[J].天津大学学报(自然科学版),2000,(4):444-446
[278] Marta Fernández-Olmos, Isabel Díez-Vial. Effect of firm’s resources oninternational diversification: An application in the Iberian Ham industry[J]. EuropeanManagement Journal,2012, http://dx.doi.org/10.1016/j.emj.2012.04.001