基于外部社会资本、组织学习的代工企业升级研究
|
摘要
自改革开放以来，珠三角就成为中国经济增长最快的地区之一。特别的，这一区域已经成为港台企业和跨国公司的全球制造基地。珠三角大多数制造企业从事OEM和ODM代工生产模式，典型的，这些企业以低廉的劳动力和原材料等低成本优势著称。然而，随着近年来商品生产成本的逐年攀升，这些代工企业在实现商业价值增值上面临着巨大压力。面对这样的竞争背景，发展中国家的能力和对外部关系的管理对其企业升级的实现至关重要。对于本土代工企业而言，企业升级的过程先从简单产品的加工制造开始，逐渐向更复杂的产品的装配、零部件的设计，再到完整产品制造等循序的价值增值活动的转变。
对企业升级这一主题的研究成为过去几十年研究的热点，尤其是基于全球价值链（GVC）的升级研究。升级涉及到一个组织学习过程，通过这一过程，本土代工企业可以通过价值链的关系进行新知识的获取。GVC文献同样表明了国际联结有助于企业技术知识的获取并促进组织学习和企业升级。虽然GVC文献强调了组织学习和国际联结对代工企业升级的重要性，但相关研究并没有明确的调查这些学习和升级是如何通过国际联结实现的。基于资源基础理论的分析，本文将这种国际联结视为社会资本。我们同样认为现在的研究文献没有将社会资本、组织学习和企业升级系统地整合在一起，对这些概念之间的联系存在研究空白。一些研究强调了知识转移和关系发展之间的联系，而另一些研究强调了知识处理过程（知识获取和分享）同企业升级的关系。然而，很少将社会资本理论、组织学习理论和资源基础观这些理论联系在一起。因此，本文提出了社会资本、组织间学习、组织内学习和企业升级的研究框架。同时以珠三角185家代工企业为样本，采用问卷调查、统计以及结构方程模型分析方法，对理论模型和假设进行检验和修正，得出如下主要结论：
（1）在外部社会资本的三个维度中：结构社会资本显著正向影响认知社会资本和关系社会资本；认知社会资本显著正向影响关系社会资本；结构社会资本是认知社会资本和关系社会资本发展的先决条件。（2）关系社会资本显著正向影响组织间学习；结构社会资本和认知社会资本对组织间学习有间接影响；结构社会资本是社会资本的关键要素。（3）组织间学习显著正向影响流程升级和产品升级；组织间学习对职能升级由间接影响。（4）组织间学习显著正向影响组织内学习。组织内学习在组织间学习与职能升级关系中起中介作用。（5）组织内学习显著正向影响流程升级、产品升级和职能升级。
通过对本土代工企业外部社会资本、组织学习和企业升级关系所进行的实证研究，相关理论创新贡献在于：（1）目前代工企业升级的研究主要是基于价值链理论（GVC）和技术能力演化理论，两种理论都强调了组织间关系、组织学习对代工企业升级实现的重要性。然而，现有文献没有系统地解决组织间关系、组织学习和企业升级之间的联系，或者强调了组织间关系对知识转移为主的组织学习活动的影响，或者探讨组织学习对企业升级的影响，而没有将三者整合在一个研究框架内。因此基于资源基础理论、社会资本理论和组织学习理论，本研究提出了社会资本、组织学习和企业升级的研究框架。此外，在研究方法上，过去的企业升级研究以案例和理论分析为主，本文则通过大规模问卷调查进行，这在方法上是对企业升级研究的一个补充。（2）目前GVC理论不能详细地调查代工企业学习和创新是如何通过组织间关系而在企业内部产生并影响升级的。基于相关理论分析，本文将这种组织间关系视为代工企业同顾客企业的外部社会资本。为了更好解决组织间关系如何影响代工企业组织学习这一问题，本文除了提出了社会资本对组织间学习影响的研究假设，还提出了社会资本三个维度之间关联的假设。相关研究结果验证了这种假设的合理性，并发现了组织间关系对本土代工企业升级作用的机理：国际联结（结构社会资本）和资源平衡或资源杠杆（认知和关系社会资本）。并识别出了对组织学习影响最重要的社会资本要素，即以信任为主的关系社会资本。（3）现有企业升级研究虽然强调组织学习的重要性，但并没有深入探讨代工企业在企业升级过程中经历了怎样的学习？为解决这一问题，本文将代工企业在GVC上的学习分为两个阶段：以知识获取为主的组织间学习；以知识散布、整合和运用为主的组织内学习。提出了组织间学习、组织内学习和企业升级的研究框架。相关研究结论不仅对流程、产品和职能升级实现的途径进行了分析，而且得出了组织学习对企业升级作用的机理：组织间学习与组织内学习的有效结合。前者是代工企业技术、市场知识等资源的重要来源，后者是其升级所需能力提升的必然过程。
The Pearl River Delta is the fastest growing economic zone of the People‘s Republic ofChina since China‘s economic reform in1979. Especially, The Pearl River Delta has becomea global manufacturing base for many Hong Kong and Taiwan entrepreneurs, and foreignmultinationals. The majority of firms in this area engage in original equipment manufacturerand original design manufacturer, typically, they rely on the cost advantage of cheap labourand raw materials. However, there is growing pressure on the OEMs to create and addbusiness value as the cost of manufacturing has increased dramatically in recent years. For theOEMs, the process of upgrading begins with delineating the production of easy-to-produceitems. From there, the OEMs may sequentially add higher value-adding activities such asassembly of more complex parts, design of components, and the manufacture of completeproduct lines into their portfolio of operations.
The increasing interests in EU have inspired a rich literature during the past two decades,especially from the global value chain (GVC) analysis. Upgrading involves a learning processthrough which those who run enterprises acquire new knowledge—often throughrelationships with other firms in the value chain. GVC literature shows that internationallinkages play a crucial role in getting access to technological knowledge and promotinglearning and EU. However, most of the studies within the GVC approach do not explicitlyinvestigate how learning and EU occur within firms through external linkages. The externallinkages can be seen as social capital based on the resource-based view. We also believe thatthe literature dealing with social capital (SC), learning and EU has not been integrated in asystematic fashion, leaving gaps in the understanding of the links among the concepts. Somestress the linkage between relationship development and knowledge transfer, and othershighlight the connection between knowledge process systems (i.e., knowledge acquisition andsharing) and EU. Very few attempts, however, have yet been made to relate key concepts fromthe SC view, organizational learning theory and the resource based view. By emphasizing theimportant link between SC capital, inter-and intra-firm learning and EU, we seek tocontribute to a further convergence between different domains of research. We applied theOEMs in the Pearl River Delta, the total sample of the survey is185. With the corrected andverified of the theoretic model and the correlation hypothesis, we can draw the mainconclusion as fellow:
（1）The three dimensions of external social capital: Structural social capital hassignificantly positive effect of cognitive social capital, and relationship social capital; cognitive social capital has significantly positive effect of relationship social capital;Structural social capital is a prerequisite for the development of cognitive social capital andrelationship social capital.（2）Relationship social capital has significantly positive effect ofinter-organizational learning; Structural social capital and cognitive social capital has anindirect impact on inter-organizational learning; Structural social capital is a key element ofsocial capital.（3）Inter-organizational learning has significantly positive effect of processupgrading and product upgrading; Inter-organizational learning has an indirect impact onfunction upgrading.（4）Inter-organizational learning has significantly positive effect ofintra-organizational learning. Organizational learning plays an intermediary role ininter-organizational learning and function upgrading.（5）Intra-organizational learning hassignificantly positive effect of process upgrading, product upgrading, and function upgrading.
Through the research of the relationship of social capital, organizational learning andenterprise upgrading, the paper contributes to theoretical literature and managerial practice interms of three aspects:（1）The current research of the OEMs‘upgrade is mainly based on thevalue chain theory (GVC) and technical capacity evolution theory, two theories haveemphasized the inter-organizational relationships, organizational learning the importance ofmanufacturing enterprises to upgrade to achieve. However, the existing literature does notsystematically address the link between inter-organizational relationships, organizationallearning and enterprise upgrading, or emphasize the impact of inter-organizationalrelationships based on knowledge transfer organization of learning activities, or explore theimpact of organizational learning on upgrades, but not the three integrated within a researchframework. Therefore, based on resource-based theory, social capital theory andorganizational learning theory, this study proposes a research framework of social capital,organizational learning and enterprise upgrading. In addition, the research methods in the pastto upgrade enterprise case study and theoretical analysis based paper through a large-scalesurvey carried out, which is a supplement to upgrade research enterprise in the way.（2）Incurrently, GVC theory can not investigate the OEMs in detail that how the learning andinnovation can be generated through inter-organizational relationships and affect the upgrade.Based on the theory analysis, this article views the relationship between the OEMs and itscustomers as the bridge social capital. To better address this problem that howinter-organizational relationships can affect the OEMs organizational learning, this paperproposes the research hypothesis that social capital has the impact on inter-organizationallearning, also proposed a hypothetical link between the three dimensions of social capital. Research results verify the reasonableness of this assumption and found the mechanism ofinter-organizational relationships of local manufacturing enterprises to upgrade the role:international links (structural social capital) and resource balancing or resource leverage (therelationship between cognitive and social capital). And identify the impact of organizationallearning the most important elements of social capital, that trust-based relationship betweensocial capitals.（3）Though Escalation emphasizing the importance of organizational learning,the existing study of enterprises upgrading did not explore in depth that the OEMs how tolearn during the upgrading process? To solve this problem, we divided the organizationallearning of the OEMs in the GVC into two phases: inter-organizational learning, which aboutknowledge acquiring; inner-organizational learning, which about knowledge distribution,integration and application. The framework of inter-organizational learning,inner-organizational learning and enterprise upgrading was proposed. Related researchconclusions not only analysis on the way to the process, product and functional upgrading,and draw on conclusion of the mechanism of the role of organizational learning on upgrading:inter-organizational learning and the effective integration of the learning organization. Theformer is an important source of the OEMs‘technology, market knowledge and otherresources, which is a necessary process to enhance the capacity needed to upgrade it.
对企业升级这一主题的研究成为过去几十年研究的热点，尤其是基于全球价值链（GVC）的升级研究。升级涉及到一个组织学习过程，通过这一过程，本土代工企业可以通过价值链的关系进行新知识的获取。GVC文献同样表明了国际联结有助于企业技术知识的获取并促进组织学习和企业升级。虽然GVC文献强调了组织学习和国际联结对代工企业升级的重要性，但相关研究并没有明确的调查这些学习和升级是如何通过国际联结实现的。基于资源基础理论的分析，本文将这种国际联结视为社会资本。我们同样认为现在的研究文献没有将社会资本、组织学习和企业升级系统地整合在一起，对这些概念之间的联系存在研究空白。一些研究强调了知识转移和关系发展之间的联系，而另一些研究强调了知识处理过程（知识获取和分享）同企业升级的关系。然而，很少将社会资本理论、组织学习理论和资源基础观这些理论联系在一起。因此，本文提出了社会资本、组织间学习、组织内学习和企业升级的研究框架。同时以珠三角185家代工企业为样本，采用问卷调查、统计以及结构方程模型分析方法，对理论模型和假设进行检验和修正，得出如下主要结论：
（1）在外部社会资本的三个维度中：结构社会资本显著正向影响认知社会资本和关系社会资本；认知社会资本显著正向影响关系社会资本；结构社会资本是认知社会资本和关系社会资本发展的先决条件。（2）关系社会资本显著正向影响组织间学习；结构社会资本和认知社会资本对组织间学习有间接影响；结构社会资本是社会资本的关键要素。（3）组织间学习显著正向影响流程升级和产品升级；组织间学习对职能升级由间接影响。（4）组织间学习显著正向影响组织内学习。组织内学习在组织间学习与职能升级关系中起中介作用。（5）组织内学习显著正向影响流程升级、产品升级和职能升级。
通过对本土代工企业外部社会资本、组织学习和企业升级关系所进行的实证研究，相关理论创新贡献在于：（1）目前代工企业升级的研究主要是基于价值链理论（GVC）和技术能力演化理论，两种理论都强调了组织间关系、组织学习对代工企业升级实现的重要性。然而，现有文献没有系统地解决组织间关系、组织学习和企业升级之间的联系，或者强调了组织间关系对知识转移为主的组织学习活动的影响，或者探讨组织学习对企业升级的影响，而没有将三者整合在一个研究框架内。因此基于资源基础理论、社会资本理论和组织学习理论，本研究提出了社会资本、组织学习和企业升级的研究框架。此外，在研究方法上，过去的企业升级研究以案例和理论分析为主，本文则通过大规模问卷调查进行，这在方法上是对企业升级研究的一个补充。（2）目前GVC理论不能详细地调查代工企业学习和创新是如何通过组织间关系而在企业内部产生并影响升级的。基于相关理论分析，本文将这种组织间关系视为代工企业同顾客企业的外部社会资本。为了更好解决组织间关系如何影响代工企业组织学习这一问题，本文除了提出了社会资本对组织间学习影响的研究假设，还提出了社会资本三个维度之间关联的假设。相关研究结果验证了这种假设的合理性，并发现了组织间关系对本土代工企业升级作用的机理：国际联结（结构社会资本）和资源平衡或资源杠杆（认知和关系社会资本）。并识别出了对组织学习影响最重要的社会资本要素，即以信任为主的关系社会资本。（3）现有企业升级研究虽然强调组织学习的重要性，但并没有深入探讨代工企业在企业升级过程中经历了怎样的学习？为解决这一问题，本文将代工企业在GVC上的学习分为两个阶段：以知识获取为主的组织间学习；以知识散布、整合和运用为主的组织内学习。提出了组织间学习、组织内学习和企业升级的研究框架。相关研究结论不仅对流程、产品和职能升级实现的途径进行了分析，而且得出了组织学习对企业升级作用的机理：组织间学习与组织内学习的有效结合。前者是代工企业技术、市场知识等资源的重要来源，后者是其升级所需能力提升的必然过程。
The Pearl River Delta is the fastest growing economic zone of the People‘s Republic ofChina since China‘s economic reform in1979. Especially, The Pearl River Delta has becomea global manufacturing base for many Hong Kong and Taiwan entrepreneurs, and foreignmultinationals. The majority of firms in this area engage in original equipment manufacturerand original design manufacturer, typically, they rely on the cost advantage of cheap labourand raw materials. However, there is growing pressure on the OEMs to create and addbusiness value as the cost of manufacturing has increased dramatically in recent years. For theOEMs, the process of upgrading begins with delineating the production of easy-to-produceitems. From there, the OEMs may sequentially add higher value-adding activities such asassembly of more complex parts, design of components, and the manufacture of completeproduct lines into their portfolio of operations.
The increasing interests in EU have inspired a rich literature during the past two decades,especially from the global value chain (GVC) analysis. Upgrading involves a learning processthrough which those who run enterprises acquire new knowledge—often throughrelationships with other firms in the value chain. GVC literature shows that internationallinkages play a crucial role in getting access to technological knowledge and promotinglearning and EU. However, most of the studies within the GVC approach do not explicitlyinvestigate how learning and EU occur within firms through external linkages. The externallinkages can be seen as social capital based on the resource-based view. We also believe thatthe literature dealing with social capital (SC), learning and EU has not been integrated in asystematic fashion, leaving gaps in the understanding of the links among the concepts. Somestress the linkage between relationship development and knowledge transfer, and othershighlight the connection between knowledge process systems (i.e., knowledge acquisition andsharing) and EU. Very few attempts, however, have yet been made to relate key concepts fromthe SC view, organizational learning theory and the resource based view. By emphasizing theimportant link between SC capital, inter-and intra-firm learning and EU, we seek tocontribute to a further convergence between different domains of research. We applied theOEMs in the Pearl River Delta, the total sample of the survey is185. With the corrected andverified of the theoretic model and the correlation hypothesis, we can draw the mainconclusion as fellow:
（1）The three dimensions of external social capital: Structural social capital hassignificantly positive effect of cognitive social capital, and relationship social capital; cognitive social capital has significantly positive effect of relationship social capital;Structural social capital is a prerequisite for the development of cognitive social capital andrelationship social capital.（2）Relationship social capital has significantly positive effect ofinter-organizational learning; Structural social capital and cognitive social capital has anindirect impact on inter-organizational learning; Structural social capital is a key element ofsocial capital.（3）Inter-organizational learning has significantly positive effect of processupgrading and product upgrading; Inter-organizational learning has an indirect impact onfunction upgrading.（4）Inter-organizational learning has significantly positive effect ofintra-organizational learning. Organizational learning plays an intermediary role ininter-organizational learning and function upgrading.（5）Intra-organizational learning hassignificantly positive effect of process upgrading, product upgrading, and function upgrading.
Through the research of the relationship of social capital, organizational learning andenterprise upgrading, the paper contributes to theoretical literature and managerial practice interms of three aspects:（1）The current research of the OEMs‘upgrade is mainly based on thevalue chain theory (GVC) and technical capacity evolution theory, two theories haveemphasized the inter-organizational relationships, organizational learning the importance ofmanufacturing enterprises to upgrade to achieve. However, the existing literature does notsystematically address the link between inter-organizational relationships, organizationallearning and enterprise upgrading, or emphasize the impact of inter-organizationalrelationships based on knowledge transfer organization of learning activities, or explore theimpact of organizational learning on upgrades, but not the three integrated within a researchframework. Therefore, based on resource-based theory, social capital theory andorganizational learning theory, this study proposes a research framework of social capital,organizational learning and enterprise upgrading. In addition, the research methods in the pastto upgrade enterprise case study and theoretical analysis based paper through a large-scalesurvey carried out, which is a supplement to upgrade research enterprise in the way.（2）Incurrently, GVC theory can not investigate the OEMs in detail that how the learning andinnovation can be generated through inter-organizational relationships and affect the upgrade.Based on the theory analysis, this article views the relationship between the OEMs and itscustomers as the bridge social capital. To better address this problem that howinter-organizational relationships can affect the OEMs organizational learning, this paperproposes the research hypothesis that social capital has the impact on inter-organizationallearning, also proposed a hypothetical link between the three dimensions of social capital. Research results verify the reasonableness of this assumption and found the mechanism ofinter-organizational relationships of local manufacturing enterprises to upgrade the role:international links (structural social capital) and resource balancing or resource leverage (therelationship between cognitive and social capital). And identify the impact of organizationallearning the most important elements of social capital, that trust-based relationship betweensocial capitals.（3）Though Escalation emphasizing the importance of organizational learning,the existing study of enterprises upgrading did not explore in depth that the OEMs how tolearn during the upgrading process? To solve this problem, we divided the organizationallearning of the OEMs in the GVC into two phases: inter-organizational learning, which aboutknowledge acquiring; inner-organizational learning, which about knowledge distribution,integration and application. The framework of inter-organizational learning,inner-organizational learning and enterprise upgrading was proposed. Related researchconclusions not only analysis on the way to the process, product and functional upgrading,and draw on conclusion of the mechanism of the role of organizational learning on upgrading:inter-organizational learning and the effective integration of the learning organization. Theformer is an important source of the OEMs‘technology, market knowledge and otherresources, which is a necessary process to enhance the capacity needed to upgrade it.
引文
[1] A.C. Inkpen. Creating Knowledge Through Collaboration [J]. California ManagementReview,1996.39(1):123-140.
[2] Adler, P.S., Kwon, S. W.Social capital: prospects for a new concept[J]. Academy ofManagement Review,2002.27(1):17-40
[3] Ahuja, G. Collaboration networks, structural holes, and innovation: a longitudinal study[J].Administrative Science Quarterly,2000.45:425–455.
[4] Alavi, M., and Leidner, D.E. Review: Knowledge management and knowledgemanagement systems: Conceptual foundations and research issues[J]. MIS Quarterly,2001.25(1):107–133.
[5] Altenburg, T. Governance patterns in value chains and their development impact[J]. TheEuropean Journal of Development Research,2006.18(4):498-521.
[6] Amabile, T. M., S. G. Barsade, J. S. Mueller, B. M. Staw. Affect and creativity at work[J].Administration Science Quarterly.2005.50(3):367–403.
[7] Archibugi, D., Lundvall, B-A. The Globalizing Learning Economy[M]. Oxford: OxfordUniversity Press.2003.3
[8] Argote,Miron-Spektor: Organizational Learning: From Experience to KnowledgeOrganization Science[J]2001.22(5):123–1137.
[9] Argote, L., P. Ingram. Knowledge transfer: A basis for competitive advantage in firms[J].Organizational Behavior and Human Decision Processes.2000.82(1):150–169.
[10] Argote. L., D. Epple. Learning Curves in Manufacturing[J]. Science.1990.247(4):920-924.
[11] Argyris, C.&Sch n, D. A.Organizational learning: A theory of action perspective[J].Reading, MA:Addison-Wesley.1978
[12] Armstrong, C.P., Sambamurthy, V. Information technology assimilation in firms: Theinfluence of senior leadership and IT infrastructures[J]. Information Systems Research,1999.10(4):304–328.
[13] Arrow, H., J. E. McGrath, J. L. Berdahl. Small Groups as Complex Systems: Formation,Coordination, Development and Adaptation[M]. SAGE Publications Inc. CA.2000.
[14] Atuahene-Gima, K., and Murray, J.Y. Exploratory and exploitative learning in newproduct development: A social capital perspective on new technology ventures inChina[J]. Journal of International Marketing,2007.15:21–29.
[15] Audia, P. G., J. A. Goncalo. Past success and creativity over time: A study of inventors inthe hard disk drive industry[J]. Management Sci.,2007.52(1):1–15.
[16] Austin, J. R. Transactive memory in organizational groups: The effect of content,consensus, specialization and accuracy on group performance[J]. J. Appl. Psych.2003.88(5):866–878.
[17] Baer, M., G. R. Oldham, G. C. Jacobsohn, A. B. Hollingshead. The personalitycomposition of teams and creativity: The moderating role of team creative confidence[J].J. Creative Behav.2008.42(4):255–282.
[18] Bagozzi, R. P.,&Yi, Y. On the evaluation of structural equation model[J]. Journal of theAcademy of Marketing Sciences,1988.16(1):76-94.
[19] Bagozzi, R.P., Yi, Y.,&Phillips, L.W. Assessing construct validity in organizationalresearch[J].Administrative Science Quarterly,1991.36(3):421-458.
[20] Baker WE. Market Networks and Corporate Behavior[J]. American Journal of Sociology;1990.96(3):589-625.
[21] Barba Navaretti, G., Venables, A., Multinational Firms in the World Economy[M].Princeton University Press.2004.
[22] Batjargal, B. Internet entrepreneurship: social capital, human capital, and performance ofInternet ventures in China[J]. Research Policy,2007.36:605–618.
[23] Batjargal, B. Social capital and entrepreneurial performance in Russia: a longitudinalstudy[J]. Organization Studies,2003.24:535–556.
[24] Batjargal, B. The dynamics of entrepreneurs‘networks in a transitioning economy: thecase of Russia[J]. Entrepreneurship&Regional Development,2006.18:305–320.
[25] Baum, J.A.C., P. Ingram. Survival-enhancing learning in the Manhattan hotelindustry1898-1980[J]. Management Sci.1998.44:996-1016.
[26] Bazan, L., Navas-Aleman, L. The underground revolution in the Sinos Valley: Acomparison of upgrading in global and national value chains[J]. In H. Schmitz (Ed.),Local enterprises in the global economy: Issues of governance and upgrading.Cheltenham: Edward Elgar Economy,2004:110–139
[27] Bechky, B. A. Sharing meaning across occupational communities: The transformation ofunderstanding on a production floor[J]. Organ. Sci.2003.14(3):312–330.
[28] Benkard, C.L. Learning and forgetting: The dynamics of aircraft production. AmericanEconom[J]. Rev.2000.90(4):1034-1054.
[29] Bhandar, M.; Pan, S.L, Tan, B.C.Y. Towards understanding the roles of social capital inknowledge integration: A case study of a collaborative information systems project[J].Journal of the American Society for Information Science&Technology,2007.58(2):263–274.
[30] Bontis, H., Crossan, M.,&Hulland, J. Managing an organizational learning system byaligning stocks and flows[J]. Journal of Management Studies,2002.39(4):437-469.
[31] Borg, EA. Knowledge, information and intellectual property: implications for marketingrelationships[J]. Technovation.2001.21(8):515-524.
[32] Bresman, H.,Birkenshaw, J.,Nobel, R. Knowledge transfer in international acquisitions[J].Journal of International Business Studies,1999.30:439-462
[33] Burt, R. S. The contingent value of social capital[J]. Administrative Science Quarterly,1997.42:339-365.
[34] Burt, R. S., Structural Holes and Good Ideas[J]. American Journal of Sociology,2004,110(2):349-99.
[35] Burt, R. S.,Secondhand Brokerage: Evidence on the Importance of Local Structure forManagers[J], Bankers, and Analysts[J]. Academy of Management Journal,2007,50(1):119-48.
[36] Burt, R.S., Structural Holes: The Social Structure of Competition[M]. Cambridge, Mass.:Harvard University Press,1992
[37] Chen, D.; Preston, D.S.,Xia, W. Antecedents and impacts of CIO supply-side anddemand-side leadership: A staged maturity model[J]. Journal of ManagementInformation Systems, Summer2010.27(1):231–267.
[38] Cohen, W. M.,&Levinthal, D. A. Absorptive capacity: A new perspective on learningand innovation[J]. Administrative Science Quarterly,1990.35(1):128-152.
[39] Coleman, J. s. Foundations of social theory[M]. Cambridge, MA: Harvard UniversityPress.1990.
[40] Cousins, P.D., Handfield, R.B., Lawson, B., and Petersen, K. J. Creating Supply ChainRelational Capital: The Impact of Formal and Informal Socialization Processes[J].Journal of Operations Management2006.24(6):851–863.
[41] Cross, R., L. Sproull. More than an answer: Information relationships for actionableknowledge[J]. Organ. Sci.2004.15(4):446–462.
[42] Crossan, M. M., H. W. Lane, R. E. White. An organizational learning framework: Fromintuition to institution[J]. Acad. Management Rev.1999.24(3):522–537.
[43] Crossan, M. M., Lane, H., White, R. E., Djurfeldt, L. Organizational learning:Dimensions for a theory[J]. The International Journal of Organizational Analysis,1995.3:337-360.
[44] Crossan, M.M.,Bedrow, I. Organizational learning and strategic renewal[J]. StrategicManagement Journal,2003.24(11):1087-1105.
[45] Daft, R.L. Weick, K.L.Toward a model of organizations as interpretation systems[J].Academy of Management Review,1984.9(2):284-295.
[46] Dakhli, M.,Clercq, D.D. Human capital, social capital, and innovation: a multi-countrystudy[J]. Entrepreneurship and Regional Development,2004.16:107–128.
[47] Darr, E. D., Kurtzberg, T. R. An investigation of partner similarity dimensions onknowledge transfer[J]. Organizational Behavior and Human Decision Processes,2000.82(1):28-14.
[48] Darr, E. D., L. Argote., D. Epple. The acquisition, transfer and depreciation of knowledgein service organizations: Productivity in franchises[J]. Management Sci.1995.4(11):750-1762.
[49] Davis, M. A. Understanding the relationship between mood and creativity: Ameta-analysis[J]. Organ. Behav. Human Decision Processes,2009.108(1):25–38.
[50] Day, G.S. The capabilities of market-driven organisations[J]. Journal of Marketing,1994.58(4):37-52.
[51] De Dreu, C. K. W., M. Baas, B. A. Nijstad. Hedonic tone and activation level in themood–creativity link: Toward a dual pathway to creativity model[J]. J. Personality Soc.Psych.2008.94(5):739–756.
[52] De Holan, P.M., Philips, N. Remembrance of things past: The dynamics of organizationalforgetting[J]. Man Sci,2004.50(1):1603-1613.
[53] DiBella, A.J.i Nevis. E.C., Gould, J.M. Understanding organizational learningcapability[J]. Journal of Management Studies.1996.33(3):361-379.
[54] Dunning, J. H. Towards a new paradigm of development: Implications for thedeterminants of international business activity[J].Transnational Corporations,2006.15(1):173–228.
[55] Dyer, J. H., Singh, H. The relational view. Cooperative strategies and sources ofinterorganizational competitive advantage[J]. Academy of Management Review,1998.23:660-679.
[56] Dyer, J.H., and Singh, H., The Relational View: Cooperative Strategy and Sources ofInter-organizational Competitive Advantage[J]. Academy of Management Review.1998.23:660–679.
[57] Easterby-Smith, M., Lyles, M.A.,Tsang, E.W.K. Inter-organizational knowledge transfer:current themes and future prospects[J]. Journal of Management Studies,2008.45(4):677-690.
[58] Ernst, D., and L. Kim. Global production networks, knowledge diffusion and localcapability formation. Research Policy.2002.31:1417–1429.
[59] Feldman, M.S. Resources in emerging structures and processes of change[J]. Organ.Sci.2004.15(3)：295-309.
[60] Fiol C, Lyles, M.Organizational Learning[J]. Academy of Management Review,1985：803-813.
[61] Flynn, B.B., Sakakibara, S., Schroeder, R.G., Bates, K.A.,&Flynn, E.J. Empiricalresearch methods in operations management[J]. Journal of Operations Management,1990.9(2):250-273.
[62] Fong, C. T. The effects of emotional ambivalence on creativity[J]. Acad. Management J.2006.49(5):1016–1030.
[63] Fukuyama, F. Trust: The social virtues and the creation of prosperity[M]. New York: FreePress.1995.
[64] George, J. M., J. Zhou. Dual tuning in a supportive context: Joint contributions ofpositive mood, negative mood, and supervisory behaviors to employee creativity[J].Acad. Management J.2007.50(3):605–622.
[65] Gereffi, G., Humphrey, J., Sturgeon, T. The governance of global value chains: Ananalytic framework[R]. in Review of International Political Economy, forthcoming.2004.
[66] Gereffi, G. International Trade and Industrial Upgrading in the Apparel CommodityChain[J]. Journal of International Economics.1999.48:37-70.
[67] Gibbon, P.,Ponte, S. Trading down: Africa, value chains, and the global economy[M].Philadelphia, PA: Temple University Press.2005.
[68] Gino F, Argote L, Miron-Spektor E and Todorova G First get your feet wet: When andwhy prior experience fosters team creativity[J]. Organizational Behavior and HumanDecision Processes.2010.111(2):93–101.
[69] Gittleman, M. Does geography matter for science-based firms? Epistemic communitiesand the geography of research and patenting in biotechnology[J]. Organ. Sci.2007.18(4):724–741.
[70] Giuliani, E, Pietrobelli, C, Rabelliotti, R, Upgrading in global value chains: lessons fromLatin American clusters[J]. World Development,2005.33(4):549–73.
[71] Giuliani, E. Knowledge in the air and its uneven distribution. A story of a Chilean WineCluster[J].Paper Presented at the Druid Winter Conference, Denmark.2003.
[72] Granovetter MS., The Strength of Weak Ties [J]. American Journal of Sociology.1973.78(6):1360-1380.
[73] Grant, R. M. Prospering in dynamically-competitive environments: Organizationalcapability as knowledge integration[J]. Organization Science,1996.7(4):375-387
[74] Grawitch, M. J., D. C. Munz, T. J. Kramer. Effects of member mood states on creativeperformance in temporary workgroups[J]. Group Dynamics: Theory, Res. Practice2003.7(1):41–54.
[75] Greve, H. R.Organizational Learning from Performance Feedback: A BehavioralPerspective on Innovation and Change[M]. Cambridge, UK: Cambridge University Press.2003.
[76] Guerrieri, P.,&Pietrobelli, C.Old and new forms of clustering and production networksin changing technological regimes: Contrasting evidence from Taiwan and Italy[J].Science Technology and Society,2006.11(1):9–38.
[77] Gulati, R. Network location and learning: The influence of network resources and firmcapabilities on alliance formation[J]. Strategic Management J.1999.20(5):397–420.
[78] Hamel,G., Competition forcompetence and inter-partner within international strategicalliances[J]. Strategic Management Journal1991.12:83–103.
[79] Hansen,M.T.,etal., Knowledge sharing inorganizations:multiplenetworks,multiplephases[J]. Academy of Management Journal2005.48(5):776–793.
[80] Hirst, G., D.V. Knippenberg, J. Zhou. A cross-level, perspective on employee creativity:Goal orientation, team learning behavior, and individual creativity[J]. Acad.Management J.2009.52(2):280-293.
[81] Hobday, M., Innovation in East Asia: The Challenge to Japan[M]. Edward Elgar, London.1995.
[82] Hobday, M., Rush,H., Bessant,J., Approaching the innovation frontier in Korea:thetransition phase to leadership[J].Research Policy.2004.33(10):1433–1457
[83] Hollingshead, A. B. Group and individual training: The impact of practice onperformance[J]. Small Group Res.1998.29(2):254–280.
[84] Huang, J.C., Newell, S.,Pan, S.-L. The process of global knowledge integration: A casestudy of a multinational investment bank‘s Y2K program. European Journal ofInformation Systems,200110.(3):161–174.
[85] Huber, G.P. Organizational learning: The contributing processes and the literature[J].Organization Science,1991.2(1):88-115.
[86] Humphrey, J., Schmitz, H. How does insertion in global value chains affect upgradingindustrial clusters[J]? Regional Studies,2002.36:1017–1027.
[87] Humphrey, J., Schmitz,H. Governance and Upgrading: Linking Industrial Cluster andGlobal ValueChain Research, IDS Working Paper No.120, Institute of DevelopmentStudies, University of Sussex, Brighton.2000.
[88] Inkpen, A. C., Beamish, P. W. Knowledge, bargaining power, and the instability ofinternational joint ventures[J]. Academy of Management Review,1997.22:177–202.
[89] Inkpen, A. C., Currall, S. C A multilevel approach to trust in joint ventures[J]. Journal ofInternational Business Studies.2002.33:479–495.
[90] Inkpen, A. C., Currall, S. C. The nature, antecedents, and consequences of joint venturetrust[J]. Journal of International Management,1998.(4):1-20.
[91] Inkpen, A. C., Dinur, A. Knowledge management processes and international jointventures[J]. Organization Science,1998.9:454–468.
[92] Inkpen, A.C., Currall, S.C. The coevolution of trust, control, and learning in jointventures[J]. Organization Science,2004.15(5):586–599.
[93] Inkpen, A.C., Tsang, E.W.K., Social capital, networks and knowledge transfer[J].Academy of Management Review.2005.30(1):146–165.
[94] Johnson, A.M., Lederer, A.L. The effect of communication frequency and channelrichness on the convergence between chief executive and chief information officers[J].Journal of Management Information Systems,2005.22(2):227–252.
[95] Kale, P., Singh, H.,Perlmutter, H. Learning and protection of proprietary assets instrategic alliances: Building relational capital[J]. Strategic Management Journal,2000.21:217-237.
[96] Kane, G. C., M. Alavi. Information technology and organizational learning: Aninvestigation of exploration and exploitation processes[J]. Organ. Sci.2007.18(5):796–812
[97] Kaplinsky, R., Kaplinsky, R. M., Readman, J. The globalisation of product markets andimmiserising growth: lessons from the South African furniture industry[J]. WorldDevelopment,2002.30:1159–1177.
[98] Kaplinsky, R., Readman, J.How can SME Producers serve Global Markets and SustainIncome Growth[R]. University of Sussex.2001.
[99] Kaplinsky, R.,Morris, M.A Handbook for Value Chain Research, Institute ofDevelopment Studies[R]. University of Sussex and School of Development Studies,University of Natal.2001.
[100] Katila, R., G. Ahuja. Something old, something new: A longitudinal study of searchbehavior and new product introduction[J]. Acad. Management J.2002.45(6)：1183-1194.
[101] Kim, D. H.The link between individual and organizational learning[J]. SloanManagement Review,1993.37-50.
[102] Kishimoto, C. Clustering and upgrading in global value chains: the Taiwanese personalcomputer industry[J]. in: H. Schmitz (Ed.) Local Enterprises in the Global Economy,2004：233–264.
[103] Knott, A. M. The dynamic value of hierarchy [J]. Management Sci.2001.47(3):430–448.
[104] Kogut B., U. Zander. Knowledge of the firm, combinative capabilities, and thereplication of technology[J]. Organ. Sci.1992.3(3):383–397.
[105] Kostova, T., Roth, K., Social capital in multinational corporations and a micro-macromodel of its formation[J]. Academy of Management Review,2003.28:297–317.
[106] Krause, D.R., Handfield, R.B., Tyler, B.B., The relationships between supplierdevelopment, commitment, social capital accumulation and performanceimprovement[J]. Journal of Operations Management2007.25(2):528–545.
[107] Lane, P.J. Lubatkin, M.Relative absorptive capacity and interorganisational learning[J].Strategic Management Journal,1998.19:461-77.
[108] Larsson, R., Bengtsson, L., Henriksson, K., Sparks, J.The interorganizational learningdilemma: Collective knowledge development in strategic alliances[J]. OrganizationScience,1998.9(3):285-305.
[109] Laursen K, Salter A. Open for innovation: the role of openness in explaining innovationperformance among UK manufacturing firms[J]. Strateg Manage J2006.27(2):131–50.
[110] Lawson, B., Tyler, B., Cousins, P.,Antecedents and consequences of social capital onbuyer performance improvement[J]. Journal of Operations Management2008.26:446–460.
[111] Leana, C.R., Van Buren, H.J.,Organizational social capital and employment practices[J].Academy of Management Review.1999.24(3):538-555.
[112] Lee C, Lee K, Pennings JM. internal capabilities, external networks, and performance:A study on technology-based ventures[J]. Strategic Management Journal.2001.22(6/7):615-640.
[113] Lee, S., Courtney, J.,&O‘Keefe, R. Asystem of organizational learning using cognitivemaps[J]. International Journal of Management Science,1992.20.
[114] Lemos, C., Palhano, A. Clustering in a backward region: The footwear productivesystem in Campina Grande[R]. In J. E. Cassiolato, H. Lastres, M.Maciel (Eds.),Systems of innovation and development: Evidence from Brazil Cheltenham: Elgar.2003:331–351
[115] Leonard-Barton D. Core capabilities and core rigidities: A paradox in managing newproduct development[J]. Strateg Manage J.1992.13(3):111–25.
[116] Leonard-Barton, D.Wellspring of Knowledge: Building and Sustaining the Sources ofInnovation[M]. Harvard Business School Press, Boston, MA.1995.
[117] Levitt, B., J. G. March. Organizational learning[J]. Ann. Rev. Sociol.1988.14:19–338.
[118] Loasby, B. J.The evolution of knowledge: beyond the biological model[J]. ResearchPolicy.2002.31(8-9):1227-1239.
[119] Loasby, B. J.Time, Knowledge and Evolutionary Dynamics: Why ConnectionsMatter[J]. Journal of Evolutionary Economics.2001.11(4):393-412.
[120] Majchrzak, A., Cooper, L. P., O.E. Neece. Knowledge reuse for innovation[J].Management. Sci.2004.50(2):74-188.
[121] Majchrzak, A., S. L. Jarvenpaa, A. B. Hollingshead. Coordinating expertise amongemergent groups responding to disasters[J]. Organ. Sci.2007.18(1):47–161.
[122] Maurer, I., Ebers, M.,Dynamics of Social Capital and Their Performance Implications:Lessons from Biotechnology Start-ups[J]. Administrative Science Quaterly.2006.51:262-292.
[123] McGrath, R. G. Exploratory learning, innovative capacity and managerial oversight[J].Acad. Management J.2001.44(1):18–141.
[124] Miron, E., M. Erez., E. Naveh. Do personal characteristics and cultural values thatpromote innovation, quality, and efficiency compete or complement each other[J]? J.Organ. Behavior.2004.25:75-199.
[125] Miron-Spektor, E., Gino., F.,&Argote, L. The effect of paradoxical cognition onindividual and team innovation[J]. Academy of Management Best Paper Proceedings.2008.
[126] Mohammed, S.; Klimoski, R.; and Rentsch, J.R. The measurement of team mentalmodels: We have no shared schema[J]. Organizational Research Methods.2000.3(2):23–165.
[127] Moorman, C, Miner, A. S. The impact of organizational memory on new productperformance and creativity[J]. Journal of Marketing Research,1997.34:91-107.
[128] Moran, P., Structural vs. relational embeddedness: social capital and managerialperformance[J]. Strategic Management Journal.2005.26(12):1129–1151
[129] Nahapiet J., Ghoshal S. Social capital, intellectual capital, and the organizationaladvantage[J]. Academy of Management Review [J]1998.23(2):242-66.
[130] Narjoko, Dionisius A. Industrial Agglomeration and Technology Upgrading andInnovation: the Experience of Indonesia[J]. ERIA Related Joint Research Paper,Bangkok Research Center, JETRO and CSIS.2009.
[131] Nevis, E.C., DiBella, A.J., Gould, J.M. Understanding organisations as learning systems,Sloan Management Review,1995.36(2):73-85.
[132] Nonaka, I. and Takeuchi, H. The Knowledge Creating Company[M].Oxford UniversityPress, New York, NY.1995.
[133] Nunnally. J.C. Psychometric Theory[M]. New York: McGraw-Hill,1978
[134] Olson, B.J., Satyanarayana, P., Yongjian, B. Strategic decision making: The effects ofcognitive diversity, conflict, and trust on decision outcomes[J]. Journal of Management,2007.33(2):196–222.
[135] Owen-Smith, J., W. W. Powell. Knowledge networks as channels and conduits: Theeffects of spillovers in the Boston biotechnology community[J]. Organ. Sci.2004.15(1):5–21.
[136] Ozawa, T., Institutions, Industrial Upgrading, and Economic Performance in Japan: TheFlying Geese‘Paradigm of Catch-up Growth[R]. Edward Elgar, Northampton, MA.2005.
[137] Palpacuer, F., Gibbon, P., Thomsen, L. New challenges for developing country suppliersin global clothing chains: a comparative European perspective[J]. World Development,2005.33:409–430.
[138] Patrashkova-Volzdoska, R.R.; McComb, S.A.; Green, S.G., Compton, W.D. Examininga curvilinear relationship between communication frequency and team performance incross-functional project teams[J]. IEEE Transactions on Engineering Management,2003.50(3):262–269.
[139] Pietrobelli, C., Rabellotti, R.Upgrading in Clusters and Value Chains in Latinamerica:The Role of Policies. Sustainable department Best Practices Series[R]. New York,Inter-American Development Bank2004.97.
[140] Pietrobelli, C., Rabellotti, R.Upgrading to compete. Global value chains, clusters andSMEs in Latin America. Mimeo[M]. Harvard University Press.2006.
[141] Powell WW, Koput KW, Smith-Doerr L. Interorganizational collaboration and the locusof innovation: networks of learning in biotechnology[J]. Adm Sci Q1996.41(1):116–45.
[142] Preston, D., and Karahanna, E. Antecedents of IS strategic alignment: A nomologicalnetwork. Information Systems Research,2009.20:2159–179.
[143] Preston, D.; Chen, D.Q., Leidner, D.E. Examining the antecedents and consequences ofCIO strategic decision-making authority: An empirical study[J]. Decision SciencesJournal.2008.39(4):605–642.
[144] Putnam, R. Making democracy work: Civic tradition in modern Italy[M]. Princeton:Princeton university Press.1993.
[145] Quadros, R. Global quality standards, and technological upgrading in the Brazilianauto-components industry[J]. In H. Schmitz (Ed.), Local enterprises in the globaleconomy: Issues of governance and upgrading Cheltenham: Edward Elgar.2004:265–296
[146] Rabellotti, R. Recovery of aMexican cluster: Devaluation bonanza or collectiveefficiency?[J]. World Development,1999.27(9):1571–1585.
[147] Rao, R. D., L. Argote. Organizational learning and forgetting: The effects of turnoverand structure[J]. Eur. Management Rev.2006.3(2):77–85.
[148] Reagans, R., B. McEvily. Network structure and knowledge transfer: The effects ofcohesion and range[J]. Admin. Sci. Quart.2003.48(2):240–267.
[149] Reay, T.; Golden-Biddle, K., Germann, K. Legitimizing a new role: Small wins andmicroprocesses of change[J]. Academy of Management Journal,2006.49(5):977–998.
[150] Mayer, R.C.; Davis, J.H., Schoorman, F.D. An integration model of organizationaltrust[J]. Academy of Management Review,1995.20,(3):709–734.
[151] Ren, Y., K. M. Carley, L. Argote. The contingent effects of transactive memory: Whenis it more beneficial to know what others know?[J] Management Sci.2005.52(5):671–682.
[152] Lewis, K., D. Lange, L. Gillis. Transactive memory systems, learning, and learningtransfer[J].Organ. Sci.2006.16(6):581–598.
[153] Rerup, C., M. S. Feldman. Routines as a source of change in organizational schemata:The role of trial-and-error learning[J]. Acad. Management J.2011.54(3):577–610.
[154] Robert, L.P., Dennis, A.R., Ahuja, M.K. Social capital and knowledge integration indigitally enabled teams[J]. Information Systems Research,2008.19:3314–334.
[155] Rodan, S. and Galunic, C. More than network structure: how knowledge heterogeneityinfluences managerial performance and innovativeness[J]. Strategic ManagementJournal.2004.25:541–562.
[156] Rosenkopf, L., A. Nerkar Beyond local search: Boundary-spanning, exploration andimpact in the optical disc industry[J]. Strategic Management Journal,2001.22:287-306.
[157] Rosenkopf, L., P. Almedia. Overcoming local search through alliances and mobility[J].Management Sci.2003.49(6):751–765.
[158] Sako, M., Helper, S. Determinants of trust in supplier relations: Evidence from theautomotive industry in Japan and the United States [J]. Journal of Economic Behavior&Organization,1998.34:387–417.
[159] Sanchez, R.Knowledge management and organizational competence[M]. Oxford, UK:Oxford University Press.2001.
[160] Santoro, M.D., Bierly, P.E., Gopalakrishnan, S. Organisational learning from externalsources: new issues and performance implications[J]. International Journal ofTechnology Management,2007.38(1/2):1-10.
[161] Schmitz, H., Knorringa, P. Learning from global buyers[J]. Journal of DevelopmentStudies,2000.37:177–205.
[162] Schmitz, H. Local Enterprises in the Global Economy[R].Cheltenham.2004
[163] Schmitz, H.Learning and earning in global garment and footwear chains[J].TheEuropean Journal of Development Research.2006.18(4):546–571.
[164] Schwandt, D., Marquardt, M. Organizational learning: From world-class theories toglobal best practices[R]. Boca Raton: St Lucie.2000.
[165] Shaw, J. D., M. K. Duffy, J. L. Johnson, D. E. Lockhart. Turnover, social capital losses,and performance[J].Acad. Management J.2005.48(4):594–606.
[166] Shrivastava, P.A. Typology of organizational learning systems[J]. Journal ofManagement Studies,1983.20:1-28.
[167] Slater, S. F.&Narver, J. C. Market orientation and learning organization[J]. Journal ofMarketing,1995.59(3):63-74.
[168] Smith KG, Collins CJ, Clark K.D. Existing knowledge, knowledge creation capability,and the rate of new product introduction in high-technology firms[J]. Academy ofManagement Journal2005.48(2):346-57.
[169] Song, J., P. Almeida, G. Wu. Learning-by-hiring: When is mobility more likely tofacilitate interfirm knowledge transfer?[J] Management Sci.2003.49(4):351–365.
[170] Stata, Ray1989Organizational Learning--The Key to Management Innovation in:Sloan Management Review, Vol.30No.3, Spring1989:63-74
[171] Steensma, H.K. Acquiring technological competencies through inter-organisationalcollaboration:an organisational learning perspective[J]. Journal of Engineering andTechnology Management,1996.12:267-286.
[172] Subramaniam, M., Venkatraman, N. Determinants of transnational new productdevelopment capability: testing the influence of transferring and deploying tacitoverseas knowledge[J]. Strategic Management Journal,2001.22:359-378
[173] Szulanski, G. Exploring internal stickiness: Impediments to the transfer of best practicewithin the firm[J]. Strategic Management Journal,1996.17:27-44.
[174] Tallman, S., A. Phene. Leveraging knowledge across geographic boundaries[J]. Organ.Sci.2007.18(2):252–260.
[175] Thomas, D. E., Eden, L., Hitt, M. A., Miller, S. R. Experience of emerging market firms:The role of cognitive bias in developed market entry and survival[J]. ManagementInternational Review,2007.47(6):845-867.
[176] Thompson, P How much did the Liberty shipbuilders forget?[J] ManagementSci.,2007.53:908-918.
[177] Ton, Z., R. S. Huckman. Managing the impact of employee turnover on performance:The role of process conformance[J]. Organ. Sci.2008.19(1):56–68.
[178] Tsai W., Ghoshal S. Social capital and value creation: The role of intrafirm networks[J].Academy of Management Journal.1998.41(4):464-76.
[179] Uzzi, B. Social structure and competition in interfirm networks: the paradox ofembeddedness. Administrative Science Quarterly,1997.(42):35–67.
[180] Uzzi, B. Embededdness in the Marking of Financial Capital: How Social Relations andNetworks Benefit Firms Seeking Financing [J]American Sociological Review1999.64(8):481-505.
[181] Villena, V.H., et al., The dark side of buyer–supplier relationships: A social capitalperspective[J]. J. Operations Manage.2011.
[182] Von Hippel, E.Sources of Innovation[M]. Oxford, OUP.1988
[183] Walsh, J. P., G. R. Ungson. Organizational memory[J]. Acad. Management Rev.1991.16(1):57–91.
[184] Weigelt, C., M. Sarkar. Learning from supply-side agents: The impact of technologysolution providers‘experiential diversity on clients‘innovation adoption[J]. Acad.Management J.2009.52(1):37-60.
[185] White, S. and Xie, W.―Lenovo‘s pursuit of dynamic strategic fit‖, in Tsui, A.S., Bian, Y.and Cheng, L.(Eds), China‘s Domestic Private Firms: Multidisciplinary Perspectiveson Management and Performance, M.E. Sharpe, Armonk, NY.2006
[186] Wu, S.H., Hsu, F.B. Towards a knowledge-based view of OEM relationship building:sharing of industrial experiences in Taiwan[J].International Journal of TechnologyManagement,2001.22(5/6):503-24.
[187] Yeung, Henry Wai-chung From followers to market leaders: Asian electronics firms inthe global economy [J] Asia Pacific Viewpoint,2007.48(1):1-30.
[188] Yli-Renko, H., Autio, E., Sapienza, H. J. Social capital, knowledge acquisition andknowledge exploitation in young technology-based firm[J]. Strategic ManagementJournal,2001.22(6):587-613
[189] Zahra, S.A.; Nielsen, A.P.; and Bogner, W.C. Corporate entrepreneurship, knowledge,and competence development[J]. Entrepreneurship: Theory&Practice,199923(3):169–189
[190] Zander, U., B. Kogut. Knowledge and the speed of transfer and imitation oforganizational capabilities: An empirical test[J]. Organ. Sci.,1995.6(1):76-95.
[191] Zollo, M., J. J. Reuer. Experience spillovers across corporate development activities[J].Organ. Sci.2010.21(6):1195–1212.
[192]边燕杰、丘海雄.企业的社会资本及其功效[J].中国社会科学.2000.2:87-99
[193]陈晓萍，徐淑英，樊景立.组织与管理研究的实证方法[M].北京大学出版社；2008.6
[194]符正平,彭伟.集群企业升级影响因素的实证研究——基于社会网络的视角[J].广东社会科学.2011.5:55-62
[195]李红艳. R&D经费支出占国内生产总值（GDP）比重[J]．数据，2011.8:96
[196]卢锋.产品内分工[J]．经济学季刊.2004.10(4):55-82
[197]潘悦.加工贸易顺差：形成机制与预期走势[J]．国际贸易，2012.8:17-25
[198]荣泰生(著).白雪梅（校）.SPSS与研究方法[M].东北财经大学出版社；2012.5
[199]苏卉.高新技术业代工合作中知识转移运行机制与效率研究[D].上海交通大学博士学位论文.2008.1
[200]陶锋，代工模式的分工位置、组织特征与技术追赶——基于全球价值链的视角.国际经贸探索，2011.5；25-32
[201]王生辉,孙国辉.全球价值链体系中的代工企业组织学习与产业升级[J].经济管理，2009.8：39-44
[202]韦影.企业社会资本的测量研究[J].科学学研究,2007.25(3):518-522
[203]吴明隆.结构方程模型-AMOS的操作与应用(第2版)[M].重庆:重庆大学出版社.2010.10
[204]吴明隆，涂金堂（著）.白雪梅，段志民（校）.SPSS与统计应用分析[M].东北财经大学出版社；2012.9
[205]肖兴志,王建林.谁更适合发展战略性新兴产业—对国有企业与非国有企业研发行为的比较[J]．财经问题研究，2011.10:25-31
[206]俞荣建.基于共同演化范式的代工企业GVC升级机理研究与代工策略启示——基于二元关系的视角[J].中国工业经济.2010(12):16-25.
[207]张方华.知识型企业的社会资本与技术创新绩效的关系研究[D].浙江大学博士论文,2004.
[208]周小虎,马莉.企业社会资本、文化取向与离职意愿——基于本土化心理学视角的实证研究[J].管理世界，2008.6:109-117
[2] Adler, P.S., Kwon, S. W.Social capital: prospects for a new concept[J]. Academy ofManagement Review,2002.27(1):17-40
[3] Ahuja, G. Collaboration networks, structural holes, and innovation: a longitudinal study[J].Administrative Science Quarterly,2000.45:425–455.
[4] Alavi, M., and Leidner, D.E. Review: Knowledge management and knowledgemanagement systems: Conceptual foundations and research issues[J]. MIS Quarterly,2001.25(1):107–133.
[5] Altenburg, T. Governance patterns in value chains and their development impact[J]. TheEuropean Journal of Development Research,2006.18(4):498-521.
[6] Amabile, T. M., S. G. Barsade, J. S. Mueller, B. M. Staw. Affect and creativity at work[J].Administration Science Quarterly.2005.50(3):367–403.
[7] Archibugi, D., Lundvall, B-A. The Globalizing Learning Economy[M]. Oxford: OxfordUniversity Press.2003.3
[8] Argote,Miron-Spektor: Organizational Learning: From Experience to KnowledgeOrganization Science[J]2001.22(5):123–1137.
[9] Argote, L., P. Ingram. Knowledge transfer: A basis for competitive advantage in firms[J].Organizational Behavior and Human Decision Processes.2000.82(1):150–169.
[10] Argote. L., D. Epple. Learning Curves in Manufacturing[J]. Science.1990.247(4):920-924.
[11] Argyris, C.&Sch n, D. A.Organizational learning: A theory of action perspective[J].Reading, MA:Addison-Wesley.1978
[12] Armstrong, C.P., Sambamurthy, V. Information technology assimilation in firms: Theinfluence of senior leadership and IT infrastructures[J]. Information Systems Research,1999.10(4):304–328.
[13] Arrow, H., J. E. McGrath, J. L. Berdahl. Small Groups as Complex Systems: Formation,Coordination, Development and Adaptation[M]. SAGE Publications Inc. CA.2000.
[14] Atuahene-Gima, K., and Murray, J.Y. Exploratory and exploitative learning in newproduct development: A social capital perspective on new technology ventures inChina[J]. Journal of International Marketing,2007.15:21–29.
[15] Audia, P. G., J. A. Goncalo. Past success and creativity over time: A study of inventors inthe hard disk drive industry[J]. Management Sci.,2007.52(1):1–15.
[16] Austin, J. R. Transactive memory in organizational groups: The effect of content,consensus, specialization and accuracy on group performance[J]. J. Appl. Psych.2003.88(5):866–878.
[17] Baer, M., G. R. Oldham, G. C. Jacobsohn, A. B. Hollingshead. The personalitycomposition of teams and creativity: The moderating role of team creative confidence[J].J. Creative Behav.2008.42(4):255–282.
[18] Bagozzi, R. P.,&Yi, Y. On the evaluation of structural equation model[J]. Journal of theAcademy of Marketing Sciences,1988.16(1):76-94.
[19] Bagozzi, R.P., Yi, Y.,&Phillips, L.W. Assessing construct validity in organizationalresearch[J].Administrative Science Quarterly,1991.36(3):421-458.
[20] Baker WE. Market Networks and Corporate Behavior[J]. American Journal of Sociology;1990.96(3):589-625.
[21] Barba Navaretti, G., Venables, A., Multinational Firms in the World Economy[M].Princeton University Press.2004.
[22] Batjargal, B. Internet entrepreneurship: social capital, human capital, and performance ofInternet ventures in China[J]. Research Policy,2007.36:605–618.
[23] Batjargal, B. Social capital and entrepreneurial performance in Russia: a longitudinalstudy[J]. Organization Studies,2003.24:535–556.
[24] Batjargal, B. The dynamics of entrepreneurs‘networks in a transitioning economy: thecase of Russia[J]. Entrepreneurship&Regional Development,2006.18:305–320.
[25] Baum, J.A.C., P. Ingram. Survival-enhancing learning in the Manhattan hotelindustry1898-1980[J]. Management Sci.1998.44:996-1016.
[26] Bazan, L., Navas-Aleman, L. The underground revolution in the Sinos Valley: Acomparison of upgrading in global and national value chains[J]. In H. Schmitz (Ed.),Local enterprises in the global economy: Issues of governance and upgrading.Cheltenham: Edward Elgar Economy,2004:110–139
[27] Bechky, B. A. Sharing meaning across occupational communities: The transformation ofunderstanding on a production floor[J]. Organ. Sci.2003.14(3):312–330.
[28] Benkard, C.L. Learning and forgetting: The dynamics of aircraft production. AmericanEconom[J]. Rev.2000.90(4):1034-1054.
[29] Bhandar, M.; Pan, S.L, Tan, B.C.Y. Towards understanding the roles of social capital inknowledge integration: A case study of a collaborative information systems project[J].Journal of the American Society for Information Science&Technology,2007.58(2):263–274.
[30] Bontis, H., Crossan, M.,&Hulland, J. Managing an organizational learning system byaligning stocks and flows[J]. Journal of Management Studies,2002.39(4):437-469.
[31] Borg, EA. Knowledge, information and intellectual property: implications for marketingrelationships[J]. Technovation.2001.21(8):515-524.
[32] Bresman, H.,Birkenshaw, J.,Nobel, R. Knowledge transfer in international acquisitions[J].Journal of International Business Studies,1999.30:439-462
[33] Burt, R. S. The contingent value of social capital[J]. Administrative Science Quarterly,1997.42:339-365.
[34] Burt, R. S., Structural Holes and Good Ideas[J]. American Journal of Sociology,2004,110(2):349-99.
[35] Burt, R. S.,Secondhand Brokerage: Evidence on the Importance of Local Structure forManagers[J], Bankers, and Analysts[J]. Academy of Management Journal,2007,50(1):119-48.
[36] Burt, R.S., Structural Holes: The Social Structure of Competition[M]. Cambridge, Mass.:Harvard University Press,1992
[37] Chen, D.; Preston, D.S.,Xia, W. Antecedents and impacts of CIO supply-side anddemand-side leadership: A staged maturity model[J]. Journal of ManagementInformation Systems, Summer2010.27(1):231–267.
[38] Cohen, W. M.,&Levinthal, D. A. Absorptive capacity: A new perspective on learningand innovation[J]. Administrative Science Quarterly,1990.35(1):128-152.
[39] Coleman, J. s. Foundations of social theory[M]. Cambridge, MA: Harvard UniversityPress.1990.
[40] Cousins, P.D., Handfield, R.B., Lawson, B., and Petersen, K. J. Creating Supply ChainRelational Capital: The Impact of Formal and Informal Socialization Processes[J].Journal of Operations Management2006.24(6):851–863.
[41] Cross, R., L. Sproull. More than an answer: Information relationships for actionableknowledge[J]. Organ. Sci.2004.15(4):446–462.
[42] Crossan, M. M., H. W. Lane, R. E. White. An organizational learning framework: Fromintuition to institution[J]. Acad. Management Rev.1999.24(3):522–537.
[43] Crossan, M. M., Lane, H., White, R. E., Djurfeldt, L. Organizational learning:Dimensions for a theory[J]. The International Journal of Organizational Analysis,1995.3:337-360.
[44] Crossan, M.M.,Bedrow, I. Organizational learning and strategic renewal[J]. StrategicManagement Journal,2003.24(11):1087-1105.
[45] Daft, R.L. Weick, K.L.Toward a model of organizations as interpretation systems[J].Academy of Management Review,1984.9(2):284-295.
[46] Dakhli, M.,Clercq, D.D. Human capital, social capital, and innovation: a multi-countrystudy[J]. Entrepreneurship and Regional Development,2004.16:107–128.
[47] Darr, E. D., Kurtzberg, T. R. An investigation of partner similarity dimensions onknowledge transfer[J]. Organizational Behavior and Human Decision Processes,2000.82(1):28-14.
[48] Darr, E. D., L. Argote., D. Epple. The acquisition, transfer and depreciation of knowledgein service organizations: Productivity in franchises[J]. Management Sci.1995.4(11):750-1762.
[49] Davis, M. A. Understanding the relationship between mood and creativity: Ameta-analysis[J]. Organ. Behav. Human Decision Processes,2009.108(1):25–38.
[50] Day, G.S. The capabilities of market-driven organisations[J]. Journal of Marketing,1994.58(4):37-52.
[51] De Dreu, C. K. W., M. Baas, B. A. Nijstad. Hedonic tone and activation level in themood–creativity link: Toward a dual pathway to creativity model[J]. J. Personality Soc.Psych.2008.94(5):739–756.
[52] De Holan, P.M., Philips, N. Remembrance of things past: The dynamics of organizationalforgetting[J]. Man Sci,2004.50(1):1603-1613.
[53] DiBella, A.J.i Nevis. E.C., Gould, J.M. Understanding organizational learningcapability[J]. Journal of Management Studies.1996.33(3):361-379.
[54] Dunning, J. H. Towards a new paradigm of development: Implications for thedeterminants of international business activity[J].Transnational Corporations,2006.15(1):173–228.
[55] Dyer, J. H., Singh, H. The relational view. Cooperative strategies and sources ofinterorganizational competitive advantage[J]. Academy of Management Review,1998.23:660-679.
[56] Dyer, J.H., and Singh, H., The Relational View: Cooperative Strategy and Sources ofInter-organizational Competitive Advantage[J]. Academy of Management Review.1998.23:660–679.
[57] Easterby-Smith, M., Lyles, M.A.,Tsang, E.W.K. Inter-organizational knowledge transfer:current themes and future prospects[J]. Journal of Management Studies,2008.45(4):677-690.
[58] Ernst, D., and L. Kim. Global production networks, knowledge diffusion and localcapability formation. Research Policy.2002.31:1417–1429.
[59] Feldman, M.S. Resources in emerging structures and processes of change[J]. Organ.Sci.2004.15(3)：295-309.
[60] Fiol C, Lyles, M.Organizational Learning[J]. Academy of Management Review,1985：803-813.
[61] Flynn, B.B., Sakakibara, S., Schroeder, R.G., Bates, K.A.,&Flynn, E.J. Empiricalresearch methods in operations management[J]. Journal of Operations Management,1990.9(2):250-273.
[62] Fong, C. T. The effects of emotional ambivalence on creativity[J]. Acad. Management J.2006.49(5):1016–1030.
[63] Fukuyama, F. Trust: The social virtues and the creation of prosperity[M]. New York: FreePress.1995.
[64] George, J. M., J. Zhou. Dual tuning in a supportive context: Joint contributions ofpositive mood, negative mood, and supervisory behaviors to employee creativity[J].Acad. Management J.2007.50(3):605–622.
[65] Gereffi, G., Humphrey, J., Sturgeon, T. The governance of global value chains: Ananalytic framework[R]. in Review of International Political Economy, forthcoming.2004.
[66] Gereffi, G. International Trade and Industrial Upgrading in the Apparel CommodityChain[J]. Journal of International Economics.1999.48:37-70.
[67] Gibbon, P.,Ponte, S. Trading down: Africa, value chains, and the global economy[M].Philadelphia, PA: Temple University Press.2005.
[68] Gino F, Argote L, Miron-Spektor E and Todorova G First get your feet wet: When andwhy prior experience fosters team creativity[J]. Organizational Behavior and HumanDecision Processes.2010.111(2):93–101.
[69] Gittleman, M. Does geography matter for science-based firms? Epistemic communitiesand the geography of research and patenting in biotechnology[J]. Organ. Sci.2007.18(4):724–741.
[70] Giuliani, E, Pietrobelli, C, Rabelliotti, R, Upgrading in global value chains: lessons fromLatin American clusters[J]. World Development,2005.33(4):549–73.
[71] Giuliani, E. Knowledge in the air and its uneven distribution. A story of a Chilean WineCluster[J].Paper Presented at the Druid Winter Conference, Denmark.2003.
[72] Granovetter MS., The Strength of Weak Ties [J]. American Journal of Sociology.1973.78(6):1360-1380.
[73] Grant, R. M. Prospering in dynamically-competitive environments: Organizationalcapability as knowledge integration[J]. Organization Science,1996.7(4):375-387
[74] Grawitch, M. J., D. C. Munz, T. J. Kramer. Effects of member mood states on creativeperformance in temporary workgroups[J]. Group Dynamics: Theory, Res. Practice2003.7(1):41–54.
[75] Greve, H. R.Organizational Learning from Performance Feedback: A BehavioralPerspective on Innovation and Change[M]. Cambridge, UK: Cambridge University Press.2003.
[76] Guerrieri, P.,&Pietrobelli, C.Old and new forms of clustering and production networksin changing technological regimes: Contrasting evidence from Taiwan and Italy[J].Science Technology and Society,2006.11(1):9–38.
[77] Gulati, R. Network location and learning: The influence of network resources and firmcapabilities on alliance formation[J]. Strategic Management J.1999.20(5):397–420.
[78] Hamel,G., Competition forcompetence and inter-partner within international strategicalliances[J]. Strategic Management Journal1991.12:83–103.
[79] Hansen,M.T.,etal., Knowledge sharing inorganizations:multiplenetworks,multiplephases[J]. Academy of Management Journal2005.48(5):776–793.
[80] Hirst, G., D.V. Knippenberg, J. Zhou. A cross-level, perspective on employee creativity:Goal orientation, team learning behavior, and individual creativity[J]. Acad.Management J.2009.52(2):280-293.
[81] Hobday, M., Innovation in East Asia: The Challenge to Japan[M]. Edward Elgar, London.1995.
[82] Hobday, M., Rush,H., Bessant,J., Approaching the innovation frontier in Korea:thetransition phase to leadership[J].Research Policy.2004.33(10):1433–1457
[83] Hollingshead, A. B. Group and individual training: The impact of practice onperformance[J]. Small Group Res.1998.29(2):254–280.
[84] Huang, J.C., Newell, S.,Pan, S.-L. The process of global knowledge integration: A casestudy of a multinational investment bank‘s Y2K program. European Journal ofInformation Systems,200110.(3):161–174.
[85] Huber, G.P. Organizational learning: The contributing processes and the literature[J].Organization Science,1991.2(1):88-115.
[86] Humphrey, J., Schmitz, H. How does insertion in global value chains affect upgradingindustrial clusters[J]? Regional Studies,2002.36:1017–1027.
[87] Humphrey, J., Schmitz,H. Governance and Upgrading: Linking Industrial Cluster andGlobal ValueChain Research, IDS Working Paper No.120, Institute of DevelopmentStudies, University of Sussex, Brighton.2000.
[88] Inkpen, A. C., Beamish, P. W. Knowledge, bargaining power, and the instability ofinternational joint ventures[J]. Academy of Management Review,1997.22:177–202.
[89] Inkpen, A. C., Currall, S. C A multilevel approach to trust in joint ventures[J]. Journal ofInternational Business Studies.2002.33:479–495.
[90] Inkpen, A. C., Currall, S. C. The nature, antecedents, and consequences of joint venturetrust[J]. Journal of International Management,1998.(4):1-20.
[91] Inkpen, A. C., Dinur, A. Knowledge management processes and international jointventures[J]. Organization Science,1998.9:454–468.
[92] Inkpen, A.C., Currall, S.C. The coevolution of trust, control, and learning in jointventures[J]. Organization Science,2004.15(5):586–599.
[93] Inkpen, A.C., Tsang, E.W.K., Social capital, networks and knowledge transfer[J].Academy of Management Review.2005.30(1):146–165.
[94] Johnson, A.M., Lederer, A.L. The effect of communication frequency and channelrichness on the convergence between chief executive and chief information officers[J].Journal of Management Information Systems,2005.22(2):227–252.
[95] Kale, P., Singh, H.,Perlmutter, H. Learning and protection of proprietary assets instrategic alliances: Building relational capital[J]. Strategic Management Journal,2000.21:217-237.
[96] Kane, G. C., M. Alavi. Information technology and organizational learning: Aninvestigation of exploration and exploitation processes[J]. Organ. Sci.2007.18(5):796–812
[97] Kaplinsky, R., Kaplinsky, R. M., Readman, J. The globalisation of product markets andimmiserising growth: lessons from the South African furniture industry[J]. WorldDevelopment,2002.30:1159–1177.
[98] Kaplinsky, R., Readman, J.How can SME Producers serve Global Markets and SustainIncome Growth[R]. University of Sussex.2001.
[99] Kaplinsky, R.,Morris, M.A Handbook for Value Chain Research, Institute ofDevelopment Studies[R]. University of Sussex and School of Development Studies,University of Natal.2001.
[100] Katila, R., G. Ahuja. Something old, something new: A longitudinal study of searchbehavior and new product introduction[J]. Acad. Management J.2002.45(6)：1183-1194.
[101] Kim, D. H.The link between individual and organizational learning[J]. SloanManagement Review,1993.37-50.
[102] Kishimoto, C. Clustering and upgrading in global value chains: the Taiwanese personalcomputer industry[J]. in: H. Schmitz (Ed.) Local Enterprises in the Global Economy,2004：233–264.
[103] Knott, A. M. The dynamic value of hierarchy [J]. Management Sci.2001.47(3):430–448.
[104] Kogut B., U. Zander. Knowledge of the firm, combinative capabilities, and thereplication of technology[J]. Organ. Sci.1992.3(3):383–397.
[105] Kostova, T., Roth, K., Social capital in multinational corporations and a micro-macromodel of its formation[J]. Academy of Management Review,2003.28:297–317.
[106] Krause, D.R., Handfield, R.B., Tyler, B.B., The relationships between supplierdevelopment, commitment, social capital accumulation and performanceimprovement[J]. Journal of Operations Management2007.25(2):528–545.
[107] Lane, P.J. Lubatkin, M.Relative absorptive capacity and interorganisational learning[J].Strategic Management Journal,1998.19:461-77.
[108] Larsson, R., Bengtsson, L., Henriksson, K., Sparks, J.The interorganizational learningdilemma: Collective knowledge development in strategic alliances[J]. OrganizationScience,1998.9(3):285-305.
[109] Laursen K, Salter A. Open for innovation: the role of openness in explaining innovationperformance among UK manufacturing firms[J]. Strateg Manage J2006.27(2):131–50.
[110] Lawson, B., Tyler, B., Cousins, P.,Antecedents and consequences of social capital onbuyer performance improvement[J]. Journal of Operations Management2008.26:446–460.
[111] Leana, C.R., Van Buren, H.J.,Organizational social capital and employment practices[J].Academy of Management Review.1999.24(3):538-555.
[112] Lee C, Lee K, Pennings JM. internal capabilities, external networks, and performance:A study on technology-based ventures[J]. Strategic Management Journal.2001.22(6/7):615-640.
[113] Lee, S., Courtney, J.,&O‘Keefe, R. Asystem of organizational learning using cognitivemaps[J]. International Journal of Management Science,1992.20.
[114] Lemos, C., Palhano, A. Clustering in a backward region: The footwear productivesystem in Campina Grande[R]. In J. E. Cassiolato, H. Lastres, M.Maciel (Eds.),Systems of innovation and development: Evidence from Brazil Cheltenham: Elgar.2003:331–351
[115] Leonard-Barton D. Core capabilities and core rigidities: A paradox in managing newproduct development[J]. Strateg Manage J.1992.13(3):111–25.
[116] Leonard-Barton, D.Wellspring of Knowledge: Building and Sustaining the Sources ofInnovation[M]. Harvard Business School Press, Boston, MA.1995.
[117] Levitt, B., J. G. March. Organizational learning[J]. Ann. Rev. Sociol.1988.14:19–338.
[118] Loasby, B. J.The evolution of knowledge: beyond the biological model[J]. ResearchPolicy.2002.31(8-9):1227-1239.
[119] Loasby, B. J.Time, Knowledge and Evolutionary Dynamics: Why ConnectionsMatter[J]. Journal of Evolutionary Economics.2001.11(4):393-412.
[120] Majchrzak, A., Cooper, L. P., O.E. Neece. Knowledge reuse for innovation[J].Management. Sci.2004.50(2):74-188.
[121] Majchrzak, A., S. L. Jarvenpaa, A. B. Hollingshead. Coordinating expertise amongemergent groups responding to disasters[J]. Organ. Sci.2007.18(1):47–161.
[122] Maurer, I., Ebers, M.,Dynamics of Social Capital and Their Performance Implications:Lessons from Biotechnology Start-ups[J]. Administrative Science Quaterly.2006.51:262-292.
[123] McGrath, R. G. Exploratory learning, innovative capacity and managerial oversight[J].Acad. Management J.2001.44(1):18–141.
[124] Miron, E., M. Erez., E. Naveh. Do personal characteristics and cultural values thatpromote innovation, quality, and efficiency compete or complement each other[J]? J.Organ. Behavior.2004.25:75-199.
[125] Miron-Spektor, E., Gino., F.,&Argote, L. The effect of paradoxical cognition onindividual and team innovation[J]. Academy of Management Best Paper Proceedings.2008.
[126] Mohammed, S.; Klimoski, R.; and Rentsch, J.R. The measurement of team mentalmodels: We have no shared schema[J]. Organizational Research Methods.2000.3(2):23–165.
[127] Moorman, C, Miner, A. S. The impact of organizational memory on new productperformance and creativity[J]. Journal of Marketing Research,1997.34:91-107.
[128] Moran, P., Structural vs. relational embeddedness: social capital and managerialperformance[J]. Strategic Management Journal.2005.26(12):1129–1151
[129] Nahapiet J., Ghoshal S. Social capital, intellectual capital, and the organizationaladvantage[J]. Academy of Management Review [J]1998.23(2):242-66.
[130] Narjoko, Dionisius A. Industrial Agglomeration and Technology Upgrading andInnovation: the Experience of Indonesia[J]. ERIA Related Joint Research Paper,Bangkok Research Center, JETRO and CSIS.2009.
[131] Nevis, E.C., DiBella, A.J., Gould, J.M. Understanding organisations as learning systems,Sloan Management Review,1995.36(2):73-85.
[132] Nonaka, I. and Takeuchi, H. The Knowledge Creating Company[M].Oxford UniversityPress, New York, NY.1995.
[133] Nunnally. J.C. Psychometric Theory[M]. New York: McGraw-Hill,1978
[134] Olson, B.J., Satyanarayana, P., Yongjian, B. Strategic decision making: The effects ofcognitive diversity, conflict, and trust on decision outcomes[J]. Journal of Management,2007.33(2):196–222.
[135] Owen-Smith, J., W. W. Powell. Knowledge networks as channels and conduits: Theeffects of spillovers in the Boston biotechnology community[J]. Organ. Sci.2004.15(1):5–21.
[136] Ozawa, T., Institutions, Industrial Upgrading, and Economic Performance in Japan: TheFlying Geese‘Paradigm of Catch-up Growth[R]. Edward Elgar, Northampton, MA.2005.
[137] Palpacuer, F., Gibbon, P., Thomsen, L. New challenges for developing country suppliersin global clothing chains: a comparative European perspective[J]. World Development,2005.33:409–430.
[138] Patrashkova-Volzdoska, R.R.; McComb, S.A.; Green, S.G., Compton, W.D. Examininga curvilinear relationship between communication frequency and team performance incross-functional project teams[J]. IEEE Transactions on Engineering Management,2003.50(3):262–269.
[139] Pietrobelli, C., Rabellotti, R.Upgrading in Clusters and Value Chains in Latinamerica:The Role of Policies. Sustainable department Best Practices Series[R]. New York,Inter-American Development Bank2004.97.
[140] Pietrobelli, C., Rabellotti, R.Upgrading to compete. Global value chains, clusters andSMEs in Latin America. Mimeo[M]. Harvard University Press.2006.
[141] Powell WW, Koput KW, Smith-Doerr L. Interorganizational collaboration and the locusof innovation: networks of learning in biotechnology[J]. Adm Sci Q1996.41(1):116–45.
[142] Preston, D., and Karahanna, E. Antecedents of IS strategic alignment: A nomologicalnetwork. Information Systems Research,2009.20:2159–179.
[143] Preston, D.; Chen, D.Q., Leidner, D.E. Examining the antecedents and consequences ofCIO strategic decision-making authority: An empirical study[J]. Decision SciencesJournal.2008.39(4):605–642.
[144] Putnam, R. Making democracy work: Civic tradition in modern Italy[M]. Princeton:Princeton university Press.1993.
[145] Quadros, R. Global quality standards, and technological upgrading in the Brazilianauto-components industry[J]. In H. Schmitz (Ed.), Local enterprises in the globaleconomy: Issues of governance and upgrading Cheltenham: Edward Elgar.2004:265–296
[146] Rabellotti, R. Recovery of aMexican cluster: Devaluation bonanza or collectiveefficiency?[J]. World Development,1999.27(9):1571–1585.
[147] Rao, R. D., L. Argote. Organizational learning and forgetting: The effects of turnoverand structure[J]. Eur. Management Rev.2006.3(2):77–85.
[148] Reagans, R., B. McEvily. Network structure and knowledge transfer: The effects ofcohesion and range[J]. Admin. Sci. Quart.2003.48(2):240–267.
[149] Reay, T.; Golden-Biddle, K., Germann, K. Legitimizing a new role: Small wins andmicroprocesses of change[J]. Academy of Management Journal,2006.49(5):977–998.
[150] Mayer, R.C.; Davis, J.H., Schoorman, F.D. An integration model of organizationaltrust[J]. Academy of Management Review,1995.20,(3):709–734.
[151] Ren, Y., K. M. Carley, L. Argote. The contingent effects of transactive memory: Whenis it more beneficial to know what others know?[J] Management Sci.2005.52(5):671–682.
[152] Lewis, K., D. Lange, L. Gillis. Transactive memory systems, learning, and learningtransfer[J].Organ. Sci.2006.16(6):581–598.
[153] Rerup, C., M. S. Feldman. Routines as a source of change in organizational schemata:The role of trial-and-error learning[J]. Acad. Management J.2011.54(3):577–610.
[154] Robert, L.P., Dennis, A.R., Ahuja, M.K. Social capital and knowledge integration indigitally enabled teams[J]. Information Systems Research,2008.19:3314–334.
[155] Rodan, S. and Galunic, C. More than network structure: how knowledge heterogeneityinfluences managerial performance and innovativeness[J]. Strategic ManagementJournal.2004.25:541–562.
[156] Rosenkopf, L., A. Nerkar Beyond local search: Boundary-spanning, exploration andimpact in the optical disc industry[J]. Strategic Management Journal,2001.22:287-306.
[157] Rosenkopf, L., P. Almedia. Overcoming local search through alliances and mobility[J].Management Sci.2003.49(6):751–765.
[158] Sako, M., Helper, S. Determinants of trust in supplier relations: Evidence from theautomotive industry in Japan and the United States [J]. Journal of Economic Behavior&Organization,1998.34:387–417.
[159] Sanchez, R.Knowledge management and organizational competence[M]. Oxford, UK:Oxford University Press.2001.
[160] Santoro, M.D., Bierly, P.E., Gopalakrishnan, S. Organisational learning from externalsources: new issues and performance implications[J]. International Journal ofTechnology Management,2007.38(1/2):1-10.
[161] Schmitz, H., Knorringa, P. Learning from global buyers[J]. Journal of DevelopmentStudies,2000.37:177–205.
[162] Schmitz, H. Local Enterprises in the Global Economy[R].Cheltenham.2004
[163] Schmitz, H.Learning and earning in global garment and footwear chains[J].TheEuropean Journal of Development Research.2006.18(4):546–571.
[164] Schwandt, D., Marquardt, M. Organizational learning: From world-class theories toglobal best practices[R]. Boca Raton: St Lucie.2000.
[165] Shaw, J. D., M. K. Duffy, J. L. Johnson, D. E. Lockhart. Turnover, social capital losses,and performance[J].Acad. Management J.2005.48(4):594–606.
[166] Shrivastava, P.A. Typology of organizational learning systems[J]. Journal ofManagement Studies,1983.20:1-28.
[167] Slater, S. F.&Narver, J. C. Market orientation and learning organization[J]. Journal ofMarketing,1995.59(3):63-74.
[168] Smith KG, Collins CJ, Clark K.D. Existing knowledge, knowledge creation capability,and the rate of new product introduction in high-technology firms[J]. Academy ofManagement Journal2005.48(2):346-57.
[169] Song, J., P. Almeida, G. Wu. Learning-by-hiring: When is mobility more likely tofacilitate interfirm knowledge transfer?[J] Management Sci.2003.49(4):351–365.
[170] Stata, Ray1989Organizational Learning--The Key to Management Innovation in:Sloan Management Review, Vol.30No.3, Spring1989:63-74
[171] Steensma, H.K. Acquiring technological competencies through inter-organisationalcollaboration:an organisational learning perspective[J]. Journal of Engineering andTechnology Management,1996.12:267-286.
[172] Subramaniam, M., Venkatraman, N. Determinants of transnational new productdevelopment capability: testing the influence of transferring and deploying tacitoverseas knowledge[J]. Strategic Management Journal,2001.22:359-378
[173] Szulanski, G. Exploring internal stickiness: Impediments to the transfer of best practicewithin the firm[J]. Strategic Management Journal,1996.17:27-44.
[174] Tallman, S., A. Phene. Leveraging knowledge across geographic boundaries[J]. Organ.Sci.2007.18(2):252–260.
[175] Thomas, D. E., Eden, L., Hitt, M. A., Miller, S. R. Experience of emerging market firms:The role of cognitive bias in developed market entry and survival[J]. ManagementInternational Review,2007.47(6):845-867.
[176] Thompson, P How much did the Liberty shipbuilders forget?[J] ManagementSci.,2007.53:908-918.
[177] Ton, Z., R. S. Huckman. Managing the impact of employee turnover on performance:The role of process conformance[J]. Organ. Sci.2008.19(1):56–68.
[178] Tsai W., Ghoshal S. Social capital and value creation: The role of intrafirm networks[J].Academy of Management Journal.1998.41(4):464-76.
[179] Uzzi, B. Social structure and competition in interfirm networks: the paradox ofembeddedness. Administrative Science Quarterly,1997.(42):35–67.
[180] Uzzi, B. Embededdness in the Marking of Financial Capital: How Social Relations andNetworks Benefit Firms Seeking Financing [J]American Sociological Review1999.64(8):481-505.
[181] Villena, V.H., et al., The dark side of buyer–supplier relationships: A social capitalperspective[J]. J. Operations Manage.2011.
[182] Von Hippel, E.Sources of Innovation[M]. Oxford, OUP.1988
[183] Walsh, J. P., G. R. Ungson. Organizational memory[J]. Acad. Management Rev.1991.16(1):57–91.
[184] Weigelt, C., M. Sarkar. Learning from supply-side agents: The impact of technologysolution providers‘experiential diversity on clients‘innovation adoption[J]. Acad.Management J.2009.52(1):37-60.
[185] White, S. and Xie, W.―Lenovo‘s pursuit of dynamic strategic fit‖, in Tsui, A.S., Bian, Y.and Cheng, L.(Eds), China‘s Domestic Private Firms: Multidisciplinary Perspectiveson Management and Performance, M.E. Sharpe, Armonk, NY.2006
[186] Wu, S.H., Hsu, F.B. Towards a knowledge-based view of OEM relationship building:sharing of industrial experiences in Taiwan[J].International Journal of TechnologyManagement,2001.22(5/6):503-24.
[187] Yeung, Henry Wai-chung From followers to market leaders: Asian electronics firms inthe global economy [J] Asia Pacific Viewpoint,2007.48(1):1-30.
[188] Yli-Renko, H., Autio, E., Sapienza, H. J. Social capital, knowledge acquisition andknowledge exploitation in young technology-based firm[J]. Strategic ManagementJournal,2001.22(6):587-613
[189] Zahra, S.A.; Nielsen, A.P.; and Bogner, W.C. Corporate entrepreneurship, knowledge,and competence development[J]. Entrepreneurship: Theory&Practice,199923(3):169–189
[190] Zander, U., B. Kogut. Knowledge and the speed of transfer and imitation oforganizational capabilities: An empirical test[J]. Organ. Sci.,1995.6(1):76-95.
[191] Zollo, M., J. J. Reuer. Experience spillovers across corporate development activities[J].Organ. Sci.2010.21(6):1195–1212.
[192]边燕杰、丘海雄.企业的社会资本及其功效[J].中国社会科学.2000.2:87-99
[193]陈晓萍，徐淑英，樊景立.组织与管理研究的实证方法[M].北京大学出版社；2008.6
[194]符正平,彭伟.集群企业升级影响因素的实证研究——基于社会网络的视角[J].广东社会科学.2011.5:55-62
[195]李红艳. R&D经费支出占国内生产总值（GDP）比重[J]．数据，2011.8:96
[196]卢锋.产品内分工[J]．经济学季刊.2004.10(4):55-82
[197]潘悦.加工贸易顺差：形成机制与预期走势[J]．国际贸易，2012.8:17-25
[198]荣泰生(著).白雪梅（校）.SPSS与研究方法[M].东北财经大学出版社；2012.5
[199]苏卉.高新技术业代工合作中知识转移运行机制与效率研究[D].上海交通大学博士学位论文.2008.1
[200]陶锋，代工模式的分工位置、组织特征与技术追赶——基于全球价值链的视角.国际经贸探索，2011.5；25-32
[201]王生辉,孙国辉.全球价值链体系中的代工企业组织学习与产业升级[J].经济管理，2009.8：39-44
[202]韦影.企业社会资本的测量研究[J].科学学研究,2007.25(3):518-522
[203]吴明隆.结构方程模型-AMOS的操作与应用(第2版)[M].重庆:重庆大学出版社.2010.10
[204]吴明隆，涂金堂（著）.白雪梅，段志民（校）.SPSS与统计应用分析[M].东北财经大学出版社；2012.9
[205]肖兴志,王建林.谁更适合发展战略性新兴产业—对国有企业与非国有企业研发行为的比较[J]．财经问题研究，2011.10:25-31
[206]俞荣建.基于共同演化范式的代工企业GVC升级机理研究与代工策略启示——基于二元关系的视角[J].中国工业经济.2010(12):16-25.
[207]张方华.知识型企业的社会资本与技术创新绩效的关系研究[D].浙江大学博士论文,2004.
[208]周小虎,马莉.企业社会资本、文化取向与离职意愿——基于本土化心理学视角的实证研究[J].管理世界，2008.6:109-117
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |