校企非正式个人联结如何促进企业突破式创新?
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摘要
大学衍生企业更容易从母体大学获取前沿创新资源,因而更有条件进行突破式创新。但现有研究较多从大学衍生企业与其母体大学正式联结的视角分析衍生企业的创新行为和绩效问题,忽视了非正式个人联结的价值。本研究以155个中国大学衍生企业为样本,探索大学衍生企业与其母体大学之间的非正式个人联结是否以及如何影响其突破式创新。结果发现,校企非正式个人联结对其衍生企业两类隐性知识获取和突破式创新具有正向作用效果;两类隐性知识获取在校企非正式个人联结与衍生企业突破式创新关系中具有部分中介作用;关系对称性在校企非正式个人联结与不同隐性知识获取关系中具有不同权变效果。本研究丰富和拓展了社会网络理论、资源基础理论和资源依赖理论等在大学衍生企业实施突破式创新过程中的运用。
University spin-offs(USOs) are companies created to commercialize knowledge or technology developed in academia.Thus,they have more advantages in spurring radical innovation on account of easily acquiring more innovative resources about frontier science and technology from parent university.However,the extant research tends to pay more attention to analyze the innovative conduct and performance of USOs based on the formal contact between universities and their spin-offs,ignoring the value of informal interpersonal ties between them.Actually,informal interpersonal ties between firms and universities(university ties) enable the firms to access the latest scientific and technological information for improving an industry's R&D novelty and efficiency,deepen the understanding and absorption of new technology as well as information and generate internal trust and external reputation,so better integrating scientific and technological knowledge into the firms' radical innovation process and decreasing the uncertainty of developing radical innovation.This paper aims to explore whether and how the informal interpersonal ties between universities and spin-offs have an impact on radical innovation of university spin-offs.Based on social network theory and the knowledge-based view,firms developing informal ties with universities are more likely to gain access to tacit knowledge and resource from the network of relationships and build radical innovation competences.Thus,the study discusses the mediating roles of cognitive and skilled tacit knowledge acquisition in the relationship between the informal interpersonal ties and radical innovation and explores the different mediations of two types of tacit knowledge acquisition.Besides,this study introduces relationship symmetry between universities and their spin-offs and explores the moderating role of relationship symmetry.A high relationship symmetry can provide a good atmosphere of acquiring and learning two types of tacit knowledge through generating trust and reciprocity and knowledge sharing desire in different knowledge owners.To test hypotheses on the above,a sample of 155 USOs was investigated by questionnaire in this study,and the model was tested by theoretical analysis.The empirical findings show that(1) the informal interpersonal ties between universities and spin-offs have significant positive effects on the two types of tacit knowledge acquisition and radical innovation of USOs;(2) two types of tacit knowledge acquisition have a significant positive impact on radical innovation of USOs and partially mediate the main effect of the informal interpersonal ties between universities and spin-offs and radical innovation of USOs;(3) relationship symmetry between universities and their spin-offs plays different moderating roles in the relationships between the informal interpersonal ties and two types of tacit knowledge acquisition of USOs.The findings in this paper have implications for theory.Firstly,this study provides a deeper understanding of how informal ties impact radical innovation and enrich the scope of informal ties with new evidence in the context of China's university spin-offs.Secondly,we reveal the different mechanism of two types of tacit knowledge acquisition mediate the relationship between the informal interpersonal ties and radical innovation of USOs.Finally,this study identifies that relationship symmetry has a different moderating effect on the relationship between the informal interpersonal ties and two types of tacit knowledge acquisition of USOs.In addition,this study also provides important managerial implications.First,managers in university spin-offs should build and maintain closed,frequent and everlasting university ties through developing their personal social networks and utilizing their existing enterprise resources.Second,managers in university spin-offs should choose different measures to facilitate absorption and utilization of two types of tacit knowledge.Finally,managers in university spin-offs should do their best to promote the relationship symmetry between universities and spin-offs
University spin-offs(USOs) are companies created to commercialize knowledge or technology developed in academia.Thus,they have more advantages in spurring radical innovation on account of easily acquiring more innovative resources about frontier science and technology from parent university.However,the extant research tends to pay more attention to analyze the innovative conduct and performance of USOs based on the formal contact between universities and their spin-offs,ignoring the value of informal interpersonal ties between them.Actually,informal interpersonal ties between firms and universities(university ties) enable the firms to access the latest scientific and technological information for improving an industry's R&D novelty and efficiency,deepen the understanding and absorption of new technology as well as information and generate internal trust and external reputation,so better integrating scientific and technological knowledge into the firms' radical innovation process and decreasing the uncertainty of developing radical innovation.This paper aims to explore whether and how the informal interpersonal ties between universities and spin-offs have an impact on radical innovation of university spin-offs.Based on social network theory and the knowledge-based view,firms developing informal ties with universities are more likely to gain access to tacit knowledge and resource from the network of relationships and build radical innovation competences.Thus,the study discusses the mediating roles of cognitive and skilled tacit knowledge acquisition in the relationship between the informal interpersonal ties and radical innovation and explores the different mediations of two types of tacit knowledge acquisition.Besides,this study introduces relationship symmetry between universities and their spin-offs and explores the moderating role of relationship symmetry.A high relationship symmetry can provide a good atmosphere of acquiring and learning two types of tacit knowledge through generating trust and reciprocity and knowledge sharing desire in different knowledge owners.To test hypotheses on the above,a sample of 155 USOs was investigated by questionnaire in this study,and the model was tested by theoretical analysis.The empirical findings show that(1) the informal interpersonal ties between universities and spin-offs have significant positive effects on the two types of tacit knowledge acquisition and radical innovation of USOs;(2) two types of tacit knowledge acquisition have a significant positive impact on radical innovation of USOs and partially mediate the main effect of the informal interpersonal ties between universities and spin-offs and radical innovation of USOs;(3) relationship symmetry between universities and their spin-offs plays different moderating roles in the relationships between the informal interpersonal ties and two types of tacit knowledge acquisition of USOs.The findings in this paper have implications for theory.Firstly,this study provides a deeper understanding of how informal ties impact radical innovation and enrich the scope of informal ties with new evidence in the context of China's university spin-offs.Secondly,we reveal the different mechanism of two types of tacit knowledge acquisition mediate the relationship between the informal interpersonal ties and radical innovation of USOs.Finally,this study identifies that relationship symmetry has a different moderating effect on the relationship between the informal interpersonal ties and two types of tacit knowledge acquisition of USOs.In addition,this study also provides important managerial implications.First,managers in university spin-offs should build and maintain closed,frequent and everlasting university ties through developing their personal social networks and utilizing their existing enterprise resources.Second,managers in university spin-offs should choose different measures to facilitate absorption and utilization of two types of tacit knowledge.Finally,managers in university spin-offs should do their best to promote the relationship symmetry between universities and spin-offs
引文
[1]Kroll,H.,and I.Liefner.Spin-off Enterprises as a Means of Technology Commercialization in a Transforming Economy—Evidence from Three Universities in China[J].Technovation,2008,28,(5):298-313.
[2]Wennberg,K.,J.Wiklund,and M.Wright.The Effectiveness of University Knowledge Spillovers:Performance Differences between University Spinoffs and Corporate Spinoffs[J].Research Policy,2011,40,(8):1128-1143.
[3]Díez-Vial,I.,and á.Montoro-Sánchez.How Knowledge Links with Universities May Foster Innovation:The Case of a Science Park[J].Technovation,2016,50,(3):41-52.
[4]Colombo,M.G.,D.D’Adda,and E.Piva.The Contribution of University Research to the Growth of Academic Start-ups:An Empirical Analysis[J].The Journal of Technology Transfer,2010,35,(1):113-140.
[5]Mustar,P.,and M.Wright.Convergence or Path Dependency in Policies to Foster the Creation of University Spin-off Firms?A Comparison of France and the United Kingdom[J].The Journal of Technology Transfer,2010,35,(1):42-65.
[6]Johansson,M.,M.Jacob,and T.Hellstr?m.The Strength of Strong Ties:University Spin-offs and the Significance of Historical Relations[J].Journal of Technology Transfer,2005,30,(3):271-286.
[7]Djokovic,D.,and V.Souitaris,Spinouts from Academic Institutions:A Literature Review with Suggestions for Further Research[J].The Journal of Technology Transfer,2008,33,(3):225-247.
[8]Powers,J.B.,and P.P.Mcdougall.University Start-up Formation and Technology Licensing with Firms that go Public:A Resource-based View of Academic Entrepreneurship[J].Journal of Business Venturing,2005,20,(3):291-311.
[9]杨德林,汪青云,孟祥清.中国研究型大学衍生企业活动影响因素分析[J].北京:科学学研究,2007,(3):511-517.
[10]Treibich,T.,K.Konrad,and B.Truffer.A Dynamic View on Interactions between Academic Spin-offs and their Parent Organizations[J].Technovation,2013,33,(12):450-462.
[11]Soetanto,D.,and M.Van Geenhuizen.Getting the Right Balance:University Networks’ Influence on Spin-offs’ Attraction of Funding for Innovation[J].Technovation,2015,36,(3):26-38.
[12]Zhou,K.Z.,and C.B.Li.How Knowledge Affects Radical Innovation:Knowledge Base,Market Knowledge Acquisition,and Internal Knowledge Sharing[J].Strategic Management Journal,2012,33,(9):1090-1102.
[13]Karnani,F.The University’s Unknown Knowledge:Tacit Knowledge,Technology Transfer and University Spin-offs Findings from an Empirical Study Based on the Theory of Knowledge[J].The Journal of Technology Transfer,2013,38,(3):235-250.
[14]范钧,郭立强,聂津君.网络能力、组织隐性知识获取与突破性创新绩效[J].北京:科研管理,2014,(1):16-24.
[15]Nonaka,I.The Knowledge Creating Company[J].Harvard Business Review,1991,(11-12):96-104.
[16]Madhavan,R.,and R.Grover.From Embedded Knowledge to Embodied Knowledge:New Product Development as Knowledge Management[J].The Journal of Marketing,1998,62,(4):1-12.
[17]Buchanan,L.Vertical Trade Relationships:The Role of Dependence and Symmetry in Attaining Organizational Goals[J].Journal of Marketing Research,1992,29,(1):65-75.
[18]谢永平,孙永磊,张浩淼.资源依赖、关系治理与技术创新网络企业核心影响力形成[J].北京:管理评论,2014,(8):117-126.
[19]Xu,K.,K.F.Huang,and S.Gao.Who can Cultivate University Ties More in China?A Local Firm or a Foreign Firm?[J].IEEE Transactions on Engineering Management,2011,58,(2):250-261.
[20]Rappert,B.,A.Webster,and D.Charles.Making Sense of Diversity and Reluctance:Academic-industrial Relations and Intellectual Property[J].Research Policy,1999,28,(8):873-890.
[21]范钧,王进伟.网络能力、隐性知识获取与新创企业成长绩效[J].北京:科学学研究,2011,(9):1365-1373.
[22]Emerson,R.M.Power-dependence Relations[J].American Sociological Review,1962,(2):31-41.
[23]Young,J.A.Strategic Alliances:Are They Relational by Definition[R].Indiana State University,Working Paper,2000.
[24]武志伟,陈莹.企业间关系质量的测度与绩效分析——基于近关系理论的研究[J].合肥:预测,2007,(2):8-13.
[25]Kim,Y.,and S.S.Lui.The Impacts of External Network and Business Group on Innovation:Do the Types of Innovation Matter?[J].Journal of Business Research,2015,68,(9):1964-1973.
[26]Ozer M.,and W.Zhang.The Effects of Geographic and Network Ties on Exploitative and Exploratory Product Innovation[J].Strategic Management Journal,2015,36,(7):1105-1114.
[27]Zhu,X.X.,M.C.Dong,J.B.Gu,and W.Dou.How do Informal Ties Drive Open Innovation?The Contingency Role of Market Dynamism[J].IEEE Transactions on Engineering Management,2017,64,(2):208-219.
[28]Zhou,K.Z.,K.T.David,and J.J.Li.Organizational Changes in Emerging Economies:Drivers and Consequences[J].Journal of International Business Studies,2006,37,(2):248-263.
[29]Uzzi,B.Social Structure and Competition in Interfirm Networks:The Paradox of Embeddedness[J].Administrative Science Quarterly,1997,42,(1):35-67.
[30]Li,J.J.,L.Poppo,and K.Z.Zhou.Relational Mechanisms,Formal Contracts,and Local Knowledge Acquisition by International Subsidiaries[J].Strategic Management Journal,2010,31,(4):349-370.
[31]Haeussler,C.,and J.A.Colyvas.Breaking the Ivory Tower:Academic Entrepreneurship in the Life Sciences in UK and Germany[J].Research Policy,2011,40,(1):41-54.
[32]Boehm,D.N.,and T.Hogan.Science-to-business Collaborations:A Science-to-business Marketing Perspective on Scientific Knowledge Commercialization[J].Industrial Marketing Management,2013,42,(4):564-579.
[33]Taylor,A.,and H.R.Greve.Superman or the Fantastic Four?Knowledge Combination and Experience in Innovative Teams[J].Academy of Management Journal,2006,49,(4):723-740.
[34]耿紫珍,刘新梅,杨晨辉.战略导向、外部知识获取对组织创造力的影响[J].天津:南开管理评论,2012,(4):15-27.
[35]T?dtling,F.,P.Lehner,and A.Kaufmann.Do different Types of Innovation Rely on Specific Kinds of Knowledge Interactions?[J].Technovation,2009,29,(1):59-71.
[36]Yli-Renko,H.,E.Autio,and H.J.Sapienza.Social Capita,Knowledge Acquisition,and Knowledge Exploitation in Young Technology-based Firms[J].Strategic Management Journal,2001,22,(6-7):587-613.
[37]Wang,G.,X.Jiang,C.H.Yuan,and Y.Q.Yi.Managerial Ties and Firm Performance in an Emerging Economy:Tests of the Mediating and Moderating Effects[J].Asia Pacific Journal of Management,2013,30,(2):537-559.
[38]Luo,Y.,Y.Liu,Q.Yang,V.Maksimov,and J.Hou.Improving Performance and Reducing Cost in Buyer-supplier Relationships:The Role of Justice in Curtailing Opportunism[J].Journal of Business Research,2015,68,(3):607-615.
[39]Simsek,Z.,M.H.Lubatkin,and S.W.Floyd.Inter-firm Networks and Entrepreneurial Behavior:A Structural Embeddedness Perspective[J].Journal of Management,2003,29,(3):427-442.
[40]Cuevas,J.M.,S.Julkunen,and M.Gabrielsson.Power Symmetry and the Development of Trust in Interdependent Relationships:The Mediating Role of Goal Congruence[J].Industrial Marketing Management,2015,48,(1):149-159.
[41]任星耀,廖隽安,钱丽萍.相互依赖不对称总是降低关系质量吗[J].北京:管理世界,2009,(12):92-105.
[42]Peng,M.W.,and Y.Luo.Managerial Ties and Firm Performance in a Transition Economy:The Nature of a Micro-macro Link[J].Academy of Management Journal,2000,43,(3):486-501.
[43]Zhao,J.,Y.Li,and Y.Liu.Organizational Learning,Managerial Ties,and Radical Innovation:Evidence from an Emerging Economy[J].IEEE Transactions on Engineering Management,2016,63,(4):489-499.
[44]S?rensen,J.B.,and T.E.Stuart.Aging,Obsolescence,and Organizational Innovation[J].Administrative Science Quarterly,2000,45,(1):81-112.
[45]Delgado-Verde,M.,G.Martín-de Castro,and J.Amores-Salvadó.Intellectual Capital and Radical Innovation:Exploring the Quadratic Effects in Technology-based Manufacturing Firms[J].Technovation,2016,54,(8):35-47.
[46]Xin,K.K.,and J.L.Pearce.Guanxi:Connections as Substitutes for Formal Institutional Support[J].Academy of Management Journal,1996,39,(6):1641-1658.
[47]Lichtenthaler,U.The Drivers of Technology Licensing:An Industry Comparison[J].California Management Review,2007,49,(4):67-89.
[48]Atuahene-Gima,K.,and H.Li.Strategic Decision Comprehensiveness and New Product Development Outcomes in New Technology Ventures[J].Academy of Management Journal,2004,47,(4):583-597.
[49]Baron,R.M.,and D.A.Kenny.The Moderator-mediator Variable Distinction in Social Psychological Research:Conceptual,Strategic,and Statistical Considerations[J].Journal of Personality and Social Psychology,1986,51,(6):1173-1182.
[50]Preacher,K.J.,and A.F.Hayes.Asymptotic and Resampling Strategies for Assessing and Comparing Indirect Effects in Multiple Mediator Models[J].Behavior Research Methods,2008,40,(3):879-891.
[51]Chen,H.,C.Han,and H.Liu.Radical Innovation,Market Forces,Political and Business Relationships[J].Chinese Management Studies,2014,8,(2):349-353.
[52]Caniёls,M.C.J.,and C.J.Gelderman.Power and Interdependence in Buyer Supplier Relationships:A Purchasing Portfolio Approach[J].Industrial Marketing Management,2007,36,(2):219-229.
[2]Wennberg,K.,J.Wiklund,and M.Wright.The Effectiveness of University Knowledge Spillovers:Performance Differences between University Spinoffs and Corporate Spinoffs[J].Research Policy,2011,40,(8):1128-1143.
[3]Díez-Vial,I.,and á.Montoro-Sánchez.How Knowledge Links with Universities May Foster Innovation:The Case of a Science Park[J].Technovation,2016,50,(3):41-52.
[4]Colombo,M.G.,D.D’Adda,and E.Piva.The Contribution of University Research to the Growth of Academic Start-ups:An Empirical Analysis[J].The Journal of Technology Transfer,2010,35,(1):113-140.
[5]Mustar,P.,and M.Wright.Convergence or Path Dependency in Policies to Foster the Creation of University Spin-off Firms?A Comparison of France and the United Kingdom[J].The Journal of Technology Transfer,2010,35,(1):42-65.
[6]Johansson,M.,M.Jacob,and T.Hellstr?m.The Strength of Strong Ties:University Spin-offs and the Significance of Historical Relations[J].Journal of Technology Transfer,2005,30,(3):271-286.
[7]Djokovic,D.,and V.Souitaris,Spinouts from Academic Institutions:A Literature Review with Suggestions for Further Research[J].The Journal of Technology Transfer,2008,33,(3):225-247.
[8]Powers,J.B.,and P.P.Mcdougall.University Start-up Formation and Technology Licensing with Firms that go Public:A Resource-based View of Academic Entrepreneurship[J].Journal of Business Venturing,2005,20,(3):291-311.
[9]杨德林,汪青云,孟祥清.中国研究型大学衍生企业活动影响因素分析[J].北京:科学学研究,2007,(3):511-517.
[10]Treibich,T.,K.Konrad,and B.Truffer.A Dynamic View on Interactions between Academic Spin-offs and their Parent Organizations[J].Technovation,2013,33,(12):450-462.
[11]Soetanto,D.,and M.Van Geenhuizen.Getting the Right Balance:University Networks’ Influence on Spin-offs’ Attraction of Funding for Innovation[J].Technovation,2015,36,(3):26-38.
[12]Zhou,K.Z.,and C.B.Li.How Knowledge Affects Radical Innovation:Knowledge Base,Market Knowledge Acquisition,and Internal Knowledge Sharing[J].Strategic Management Journal,2012,33,(9):1090-1102.
[13]Karnani,F.The University’s Unknown Knowledge:Tacit Knowledge,Technology Transfer and University Spin-offs Findings from an Empirical Study Based on the Theory of Knowledge[J].The Journal of Technology Transfer,2013,38,(3):235-250.
[14]范钧,郭立强,聂津君.网络能力、组织隐性知识获取与突破性创新绩效[J].北京:科研管理,2014,(1):16-24.
[15]Nonaka,I.The Knowledge Creating Company[J].Harvard Business Review,1991,(11-12):96-104.
[16]Madhavan,R.,and R.Grover.From Embedded Knowledge to Embodied Knowledge:New Product Development as Knowledge Management[J].The Journal of Marketing,1998,62,(4):1-12.
[17]Buchanan,L.Vertical Trade Relationships:The Role of Dependence and Symmetry in Attaining Organizational Goals[J].Journal of Marketing Research,1992,29,(1):65-75.
[18]谢永平,孙永磊,张浩淼.资源依赖、关系治理与技术创新网络企业核心影响力形成[J].北京:管理评论,2014,(8):117-126.
[19]Xu,K.,K.F.Huang,and S.Gao.Who can Cultivate University Ties More in China?A Local Firm or a Foreign Firm?[J].IEEE Transactions on Engineering Management,2011,58,(2):250-261.
[20]Rappert,B.,A.Webster,and D.Charles.Making Sense of Diversity and Reluctance:Academic-industrial Relations and Intellectual Property[J].Research Policy,1999,28,(8):873-890.
[21]范钧,王进伟.网络能力、隐性知识获取与新创企业成长绩效[J].北京:科学学研究,2011,(9):1365-1373.
[22]Emerson,R.M.Power-dependence Relations[J].American Sociological Review,1962,(2):31-41.
[23]Young,J.A.Strategic Alliances:Are They Relational by Definition[R].Indiana State University,Working Paper,2000.
[24]武志伟,陈莹.企业间关系质量的测度与绩效分析——基于近关系理论的研究[J].合肥:预测,2007,(2):8-13.
[25]Kim,Y.,and S.S.Lui.The Impacts of External Network and Business Group on Innovation:Do the Types of Innovation Matter?[J].Journal of Business Research,2015,68,(9):1964-1973.
[26]Ozer M.,and W.Zhang.The Effects of Geographic and Network Ties on Exploitative and Exploratory Product Innovation[J].Strategic Management Journal,2015,36,(7):1105-1114.
[27]Zhu,X.X.,M.C.Dong,J.B.Gu,and W.Dou.How do Informal Ties Drive Open Innovation?The Contingency Role of Market Dynamism[J].IEEE Transactions on Engineering Management,2017,64,(2):208-219.
[28]Zhou,K.Z.,K.T.David,and J.J.Li.Organizational Changes in Emerging Economies:Drivers and Consequences[J].Journal of International Business Studies,2006,37,(2):248-263.
[29]Uzzi,B.Social Structure and Competition in Interfirm Networks:The Paradox of Embeddedness[J].Administrative Science Quarterly,1997,42,(1):35-67.
[30]Li,J.J.,L.Poppo,and K.Z.Zhou.Relational Mechanisms,Formal Contracts,and Local Knowledge Acquisition by International Subsidiaries[J].Strategic Management Journal,2010,31,(4):349-370.
[31]Haeussler,C.,and J.A.Colyvas.Breaking the Ivory Tower:Academic Entrepreneurship in the Life Sciences in UK and Germany[J].Research Policy,2011,40,(1):41-54.
[32]Boehm,D.N.,and T.Hogan.Science-to-business Collaborations:A Science-to-business Marketing Perspective on Scientific Knowledge Commercialization[J].Industrial Marketing Management,2013,42,(4):564-579.
[33]Taylor,A.,and H.R.Greve.Superman or the Fantastic Four?Knowledge Combination and Experience in Innovative Teams[J].Academy of Management Journal,2006,49,(4):723-740.
[34]耿紫珍,刘新梅,杨晨辉.战略导向、外部知识获取对组织创造力的影响[J].天津:南开管理评论,2012,(4):15-27.
[35]T?dtling,F.,P.Lehner,and A.Kaufmann.Do different Types of Innovation Rely on Specific Kinds of Knowledge Interactions?[J].Technovation,2009,29,(1):59-71.
[36]Yli-Renko,H.,E.Autio,and H.J.Sapienza.Social Capita,Knowledge Acquisition,and Knowledge Exploitation in Young Technology-based Firms[J].Strategic Management Journal,2001,22,(6-7):587-613.
[37]Wang,G.,X.Jiang,C.H.Yuan,and Y.Q.Yi.Managerial Ties and Firm Performance in an Emerging Economy:Tests of the Mediating and Moderating Effects[J].Asia Pacific Journal of Management,2013,30,(2):537-559.
[38]Luo,Y.,Y.Liu,Q.Yang,V.Maksimov,and J.Hou.Improving Performance and Reducing Cost in Buyer-supplier Relationships:The Role of Justice in Curtailing Opportunism[J].Journal of Business Research,2015,68,(3):607-615.
[39]Simsek,Z.,M.H.Lubatkin,and S.W.Floyd.Inter-firm Networks and Entrepreneurial Behavior:A Structural Embeddedness Perspective[J].Journal of Management,2003,29,(3):427-442.
[40]Cuevas,J.M.,S.Julkunen,and M.Gabrielsson.Power Symmetry and the Development of Trust in Interdependent Relationships:The Mediating Role of Goal Congruence[J].Industrial Marketing Management,2015,48,(1):149-159.
[41]任星耀,廖隽安,钱丽萍.相互依赖不对称总是降低关系质量吗[J].北京:管理世界,2009,(12):92-105.
[42]Peng,M.W.,and Y.Luo.Managerial Ties and Firm Performance in a Transition Economy:The Nature of a Micro-macro Link[J].Academy of Management Journal,2000,43,(3):486-501.
[43]Zhao,J.,Y.Li,and Y.Liu.Organizational Learning,Managerial Ties,and Radical Innovation:Evidence from an Emerging Economy[J].IEEE Transactions on Engineering Management,2016,63,(4):489-499.
[44]S?rensen,J.B.,and T.E.Stuart.Aging,Obsolescence,and Organizational Innovation[J].Administrative Science Quarterly,2000,45,(1):81-112.
[45]Delgado-Verde,M.,G.Martín-de Castro,and J.Amores-Salvadó.Intellectual Capital and Radical Innovation:Exploring the Quadratic Effects in Technology-based Manufacturing Firms[J].Technovation,2016,54,(8):35-47.
[46]Xin,K.K.,and J.L.Pearce.Guanxi:Connections as Substitutes for Formal Institutional Support[J].Academy of Management Journal,1996,39,(6):1641-1658.
[47]Lichtenthaler,U.The Drivers of Technology Licensing:An Industry Comparison[J].California Management Review,2007,49,(4):67-89.
[48]Atuahene-Gima,K.,and H.Li.Strategic Decision Comprehensiveness and New Product Development Outcomes in New Technology Ventures[J].Academy of Management Journal,2004,47,(4):583-597.
[49]Baron,R.M.,and D.A.Kenny.The Moderator-mediator Variable Distinction in Social Psychological Research:Conceptual,Strategic,and Statistical Considerations[J].Journal of Personality and Social Psychology,1986,51,(6):1173-1182.
[50]Preacher,K.J.,and A.F.Hayes.Asymptotic and Resampling Strategies for Assessing and Comparing Indirect Effects in Multiple Mediator Models[J].Behavior Research Methods,2008,40,(3):879-891.
[51]Chen,H.,C.Han,and H.Liu.Radical Innovation,Market Forces,Political and Business Relationships[J].Chinese Management Studies,2014,8,(2):349-353.
[52]Caniёls,M.C.J.,and C.J.Gelderman.Power and Interdependence in Buyer Supplier Relationships:A Purchasing Portfolio Approach[J].Industrial Marketing Management,2007,36,(2):219-229.