用户互动对新创企业成长绩效的作用机制研究
详细信息    本馆镜像全文|  推荐本文 |  |   获取CNKI官网全文
摘要
产业演化是企业不断进入、退出和成长的过程。新创企业通过自身成长为产业提供发展前进的动力,改变和塑造着整个产业生态系统。从更为宏观的经济和社会层面上讲,新创企业具有创造财富、提供就业和促进社会稳定的重要意义。然而,生存和成长并非自然天成的事情,新创企业由于“新进入者缺陷”面临着极大的压力和风险。
     在网络资源观视角下,企业完全依赖自身的内生成长方式不再是最优和必然的选择。需求方(顾客或用户)作为企业网络成员,能够作为企业的资产为企业成长做出贡献。但资源观理论的视角是内向的,对需求方的特殊性重视不足。近些年,有学者提出需求基础视角,认为资源本身价值由需求决定,需求异质性在一定程度上决定了企业异质性和竞争优势。
     本研究围绕“用户互动如何影响新创企业成长绩效”这一核心问题展开。在评述现有研究成就和不足的基础上,识别出以下研究问题:(1)用户互动如何影响新创企业的成长绩效?具体地,用户互动的不同维度各自对新创企业成长绩效的影响模式是怎样的?(2)用户互动如何通过新产品开发的中介作用影响新创企业的成长绩效?(3)新产品特性、企业发展阶段和感知环境特性如何调节用户互动不同维度与新创企业成长绩效的关系?
     为回答以上研究问题,本研究采取了理论逻辑梳理和实证检验相结合的研究方法。研究内容分为两大部分:其一是用户互动对新创企业成长绩效的中介影响机制,包括模型构建与假设提出,实证检验;其二是用户互动对新创企业成长绩效的调节影响机制,包括模型构建与假设提出,实证检验。其中,实证检验所用数据采用问卷方法收集,抽样总体为ICT行业新创企业;数据处理方法包括探索性因子分析、验证性因子分析、层次回归分析、离散响应值因变量回归分析等。研究过程和结论分为以下几个部分:
     第一,用户互动广度和用户互动深度与新创企业成长绩效的直接关系。用户互动广度正向影响新创企业成长绩效;用户互动深度与新创企业成长绩效的关系呈倒U模式。
     第二,用户互动通过新产品开发的部分中介作用影响新创企业成长绩效。用户互动广度主要通过增加新产品数量促进成长绩效的提升,产品开发速度的中介作用比较弱;用户互动深度同时通过新产品数量和产品开发速度作用于成长绩效,但随着深度增加,用户主导的负面效应,以及对发展机会形成的锁定效应将变得越来越强,最终导致整体效应由正变负。
     第三,产品创新性是影响用户互动与新创企业成长绩效关系的重要情境因素。尽管用户互动广度在企业层新产品情境和市场层新产品情境下的作用并无显著区别,但互动广度对新产品数量和产品开发速度的作用大小在两种情境下相反;用户互动深度在市场层新产品情境下使新创企业成长绩效达到的最大值大于企业层新产品情境,而企业层新产品情境下互动深度的弹性大于市场层新产品情境。
     第四,企业发展阶段是影响用户互动与新创企业成长绩效关系的重要情境因素。
     用户互动广度对创业前期新创企业成长绩效的影响大于创业后期企业,但这种区别并不是通过新产品数量和产品开发速度实现的,根据理论推断为通过企业层因素如组织外部可见性和合法性而发挥作用。
     相比创业前期企业,创业后期企业的用户互动深度变化使其成长绩效达到的最大值和相应的极值点都要大;在极值点左侧,用户互动深度对处于创业前期企业的作用更大,但其产生的负向效应会逐渐超过正向效应,使得互动深度的增加有损于新创企业成长绩效的提高。
     第五,感知环境特性是影响用户互动与新创企业成长绩效关系的重要情境因素。
     感知环境难以预测程度的提高,会降低用户互动广度对新创企业成长绩效的正向作用。感知环境变化速度的提高,会提高用户互动广度对新创企业成长绩效的正向作用,但会降低用户互动深度对新创企业成长绩效的正向作用。
     以上研究结论有助于理解“用户互动影响新创企业成长绩效”的机理和权变特征。本研究的贡献主要体现在:
     第一,结合网络资源观和需求观,梳理了需求方因素对企业成长作用的理论逻辑,提供了一个相对完整的框架来理解需求方对企业成长的特殊意义。
     第二,细致剖析和总结了用户互动的属性,并结合复杂性理论中关于“广度”和“深度”的思想,构建了“互动广度”和“互动深度”两个变量来考查用户对新创企业成长绩效的影响模式。
     第三,通过模型构建和实证检验,明确了用户互动影响新创企业成长的作用路径。用户对企业的贡献不仅体现为知识溢出,还体现为可见性溢出和用户对企业的隐性背书作用。
     第四,通过模型构建和实证检验,从三个角度——产品、企业发展阶段和感知环境特性——明确了用户互动与新创企业成长绩效关系的权变特征。
Industrial evolution is a process of continuous entry, exit and growth of firms. New firms supply impetus for industry development through their own growth, change and shape the whole industry ecosystem. From a more macro perspective of economy and society, new firms are of great importance in creating wealth, supplying jobs and prompting social stability. However, survival and growth are not so natural and easy, new firms suffer from serious pressure and risk due to "liability of newness".
     In the view of network resource, it is not an optimal or necessary way to adopt internal growth mechanism for new firms totally depending on themselves. As firms' network member, demand side (customer or user) can contribute as firm assets. But the focus of resource-based view is internal, thus underestimates the particularity of demand side. In recent years, some researchers propose a demand-side approach by thinking that the value of resource is determined by demand and demand heterogeneity decides firms'heterogeneity and competitive advantages to some extent.
     This study focuses on the core problem of "how user interaction affects new firm growth". On the basis of reviewing achievements and limitations of extant literature, the following problems are identified:(1) How user interaction affects new firm growth? To be specific, what is the mode of each dimension of user interaction affecting new firm growth;(2) What is the mediating effect of new product development in the relationship between user interaction and new firm growth;(3) How new product feature, stage of firm life and perceived environmental characteristics moderate the relationship between user interaction and new firm growth.
     In order to answer these questions, this study combines theoretical reviewing and empirical testing as the research methods. The contents include two major parts:one is the mediating mechanism of the relationship between user interaction and new firm growth, including model building and hypothesis developing, empirical testing; another one is the moderating mechanism of the relationship between user interaction and new firm growth, including model building and hypothesis developing, empirical testing. Questionnaire is used to collect data, and the sample is from new firms in ICT sector. Statistical methods include exploratory factor analysis, confirmatory factor analysis, hierarchy regression analysis and discrete responsive dependent variable regression analysis, etc. Research process and conclusion are as follows:
     First, the direct relationships between user interaction breadth, user interaction depth and new firm growth. Interaction breadth positively affects new firm growth, while the relationship between interaction depth and new firm growth is inverse U-shaped.
     Second, the partial mediating effects of new product development in the relationship between user interaction and new firm growth. Interaction breath affects new firm growth mainly through new product number, while the mediating effect of product developing speed is relatively weak; interaction depth through both new product number and new product developing speed. However, with the increase of depth, the negative effects of user dominance and lock-in effects on developing opportunities will be stronger and stronger, and finally the whole effect of interaction depth turns to be negative.
     Third, product innovativeness is an important contingent factor affecting the relationship between user interaction and new firm growth. Although there is no difference of user interaction breadth's effects in two innovativeness context, namely new to the firm and new to the market, its effect sizes on new product number and product developing speed are the opposite; the maximum growth achieved by user interaction depth is higher for products new to the market than for products new to the firm, while elasticity of interaction depth is higher for products new to the firm than for products new to the market.
     Fourth, stage of firm life is an important contingent factor affecting the relationship between user interaction and new firm growth.
     User interaction breadth has a greater effect on growth for firms in earlier stage than for firms in later stage. However, this difference is not achieved by new product number or product developing speed, and it is theoretically supposed to be firm-level factors like organizational visibility or legitimacy.
     Both the maximum of growth achieved by and extreme point that brings this maximum of user interaction depth are greater for firms in later stage than for firms in earlier stage. On the left of the extreme point, interaction depth has a greater effect on growth for firms in earlier stage, but its negative effect will increase quickly to overwhelm positive effect, and finally goes against new firm growth.
     Fifth, perceived environmental characteristics are important contingent factors affecting the relationship between user interaction and new firm growth.
     The increase of perceived environmental unpredictability will decrease the positive effects of user interaction breadth on new firm growth. The increase of perceived environmental rapidity will increase the positive effect of user interaction breadth on new firm growth, while decrease the positive effect of user interaction depth on new firm growth.
     These conclusions above help us to understand the mediating mechanism and contingent attributes of "user interaction's effects on new firm growth". The main contributions of this study are as follows:
     First, by combining network resource view and demand-side approach, this study clears the theoretical logic of demand-side factors'effect on firm growth, supplying a relatively integrated framework to understand the special meaning of demand-side on firm growth.
     Second, this study meticulously analyzes and summarizes the attributes of user interaction, and constructing two variables "interaction breath" and "interaction depth" to examine the influencing modes of user on new firm growth by referring to the idea of "breadth" and "depth" in complexity theory.
     Third, this study identifies the functional paths of user interaction affecting new firm growth by model building and empirical testing. The contributions of user to firms are not only embodied in knowledge spillover, but also visibility spillover and implicit endorsement.
     Fourth,this study identifies the contingent attributes of user interaction affecting new firm growth from three perspectives——product,stage of firm life and perceived environmental characteristics——by model building and empirical testing.
引文
[1]Acs, Z. J.,& Armington C. Entrepreneurship, geography, and American economic growth. Cambridge:Cambridge University Press,2006.
    [2]Adler, P. S.,& Kwon S.W., Social capital:prospects for a new concept. Academy of Management Review,2002,27(1),17-40.
    [3]Adner, R. When are technologies disruptive? a demand-based view of the emergence of competition. Strategic Management Journal,2002,23(8), 667-688.
    [4]Adner, R.,& Levinthal D. Demand heterogeneity and technology evolution: implications for product and process innovation. Management science,2001, 47(5),611-628.
    [5]Adner, R.,& Snow D. Old technology responses to new technology threats: demand heterogeneity and technology retreats. Industrial and corporate change, 2010,19(5),1655-1675.
    [6]Adner, R.,& Zemsky P. A demand-based perspective on sustainable competitive advantage. Strategic Management Journal,2006,27(3),215-239.
    [7]Aghion, P.,& Tirole J. The management of innovation. The Quarterly Journal of Economics,1994,109(4),1185-1209.
    [8]Alam, I. An exploratory investigation of user involvement in new service development. Journal of the Academy of Marketing Science,2002,30(3), 250-261.
    [9]Aldrich, H. Organizations evolving. SAGE Publications Limited,1999
    [10]Aldrich, H.E.,& Wiedenmayer G. From traits to rates:An ecological perspective on organizational foundings, in Advances in entrepreneurship, firm emergence, and growth, S.E. J. A. Katz & R. H. Brockhaus, Editor., Greenwich, CT:JAI Press.1993,145-195.
    [11]Amason, A. C., Shrader R. C.,& Tompson G. H. Newness and novelty: Relating top management team composition to new venture performance. Journal of Business Venturing,2006,21(1),125-148.
    [12]Augier, M.,& Teece D. J. Strategy as evolution with design:the foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies,2008,29(8-9),1187-1208.
    [13]Bagozzi, R. P. Measurement in marketing research:basic principles of questionnaire design. Principles of marketing research,1994,1,1-49.
    [14]Baldwin, C., Hienerth C.,& Von Hippel E., How user innovations become commercial products:A theoretical investigation and case study. Research Policy,2006,35(9),1291-1313.
    [15]Bamford, C. E., Dean T. J.,& McDougall P. P. An examination of the impact of initial founding conditions and decisions upon the performance of new bank start-ups. Journal of Business Venturing,2000,15(3),253-277.
    [16]Banbury, C. M.& Mitchell W. The effect of introducing important incremental innovations on market share and business survival. Strategic Management Journal,1995,16(S1),161-182.
    [17]Barki, H.,& Hartwick J. Rethinking the concept of user involvement. Mis Quarterly,1989,13(1),53-63.
    [18]Barney, J. Firm resources and sustained competitive advantage. Journal of management,1991,17(1),99-120.
    [19]Barney, J. B. Strategic factor markets:expectations, luck, and business strategy. Management science,1986,32(10),1231-1241.
    [20]Baronas, A. M. K.& Louis M. R. Restoring a sense of control during implementation:how user involvement leads to system acceptance. Mis Quarterly,1988,111-124.
    [21]Baroudi, J. J., Olson M. H.,& Ives B. An empirical study of the impact of user involvement on system usage and information satisfaction. Communications of the ACM,1986,29(3),232-238.
    [22]Becker, M. C. A framework for applying organizational routines in empirical research:linking antecedents, characteristics and performance outcomes of recurrent interaction patterns. Industrial and corporate change,2005,14(5), 817-846.
    [23]Belderbos, R., Carree M.,& Lokshin B. Cooperative R&D and firm performance. Research Policy,2004,33(10),1477-1492.
    [24]Bettis, R. A.& Prahalad C. K. The dominant logic:Retrospective and extension. Strategic Management Journal,1995,16(1),5-14.
    [25]Bhattacharya, S., Krishnan V.,& Mahajan V. Managing new product definition in highly dynamic environments. Management science,1998, 44(11-Part-2),50-64.
    [26]Birley, S. New ventures and employment growth. Journal of Business Venturing, 1987,2(2),155-165.
    [27]Bogers, M., Afuah A.,& Bastian B. Users as innovators:a review, critique, and future research directions. Journal of management,2010,36(4),857-875.
    [28]Bohlmann, J. D., Spanjol, I, Qualls W. J.,& Rosa J. A. The Interplay of Customer and Product Innovation Dynamics:An Exploratory Study. Journal of product innovation management,2013,30(2),228-244.
    [29]Boisot, M.& Child J. Organizations as adaptive systems in complex environments:The case of China. Organization Science,1999,10(3),237-252.
    [30]Booz, Allen & Hamilton, Inc. New product management for the 1980s.1982.
    [31]Bradley, S. W., Wiklund J.,& Shepherd D. A. Swinging a double-edged sword: The effect of slack on entrepreneurial management and growth. Journal of Business Venturing,2011,26(5),537-554.
    [32]Brown, S. L.& Eisenhardt K. M. Product development:past research, present findings, and future directions. Academy of Management Review,1995,20(2), 343-378.
    [33]Bruderl, J., Preisendorfer P.,& Ziegler R. Survival chances of newly founded business organizations. American sociological review,1992,57(2),227-242.
    [34]Brush, C. G., Greene P. G., Hart M. M.,& Haller H. S. From initial idea to unique advantage:the entrepreneurial challenge of constructing a resource base [and executive commentary]. The Academy of Management Executive (1993-2005),2001,15(1),64-80.
    [35]Buganza, T., Dell'Era C.,& Verganti R. Exploring the Relationships Between Product Development and Environmental Turbulence:The Case of Mobile TLC Services. Journal of product innovation management,2009,26(3),308-321.
    [36]Calantone, R. J., Chan K.,& Cui A. S. Decomposing product innovativeness and its effects on new product success. Journal of product innovation management,2006,23(5),408-421.
    [37]Callahan, J.& Lasry E. The importance of customer input in the development of very new products. R&D Management,2004,34(2),107-120.
    [38]Cardon, M. S. Contingent labor as an enabler of entrepreneurial growth. Human Resource Management,2003,42(4),357-373.
    [39]Castrogiovanni, G. J. Environmental munificence:A theoretical assessment. Academy of Management Review,1991,16(3),542-565.
    [40]Chang, W., Park J. E.,& Chaiy S. How does CRM technology transform into organizational performance? A mediating role of marketing capability. Journal of business research,2010,63(8),849-855.
    [41]Chen, J., Damanpour F.,& Reilly R. R. Understanding antecedents of new product development speed:A meta-analysis. Journal of Operations Management,2010,28(1),17-33.
    [42]Chen, M. J. Competitor analysis and interfirm rivalry:Toward a theoretical integration. Academy of Management Review,1996,20(1),100-134.
    [43]Chowdhury, S. The moderating effects of customer driven complexity on the structure and growth relationship in young firms. Journal of Business Venturing, 2011,26(3),306-320.
    [44]Chrisman, J. J., Bauerschmidt A.,& Hofer C. W. The determinants of new venture performance:An extended model. Entrepreneurship Theory and Practice, 1998,23,5-30.
    [45]Churchill Jr, G. A. A paradigm for developing better measures of marketing constructs. Journal of marketing research,1979,16(1),64-73.
    [46]Ciavarella, M. A., Buchholtzb A. K., Riordanb, C. M, Gatewoodb, R. D.,& Stokesc, G. S. The Big Five and venture survival:Is there a linkage? Journal of Business Venturing,2004,19(4),465-483.
    [47]Clark, K. B.& Fujimoto T. Product development performance:Strategy, organization, and management in the world auto industry. Boston:Harvard Business Press,1991.
    [48]Coase, R.H. The nature of the firm, economica,1937,4(16),386-405.
    [49]Coase, R.H. Accounting and the Theory of the Firm. Journal of Accounting and Economics,1990,12(1),3-13.
    [50]Cohen, W. M.& Levinthal D. A. Absorptive capacity:a new perspective on learning and innovation. Administrative science quarterly,1990,35(1),128-152.
    [51]Cooper, A. C., Gimeno-Gascon F. J.,& Woo C.Y. Initial human and financial capital as predictors of new venture performance. Journal of Business Venturing, 1994,9(5),371-395.
    [52]Cooper, R. G.& de Brentani U. New industrial financial services:what distinguishes the winners. Journal of product innovation management,1991, 8(2),75-90.
    [53]Cooper, R. G.& Kleinschmidt E. J. Major new products:what distinguishes the winners in the chemical industry? Journal of product innovation management, 1993,10(2),90-111.
    [54]Cranefield, J.& Yoong P. The role of the translator/interpreter in knowledge transfer environments. Knowledge and Process Management,2007,14(2), 95-103.
    [55]Criscuolo, P., Nicolaou N.,& Salter A. The elixir (or burden) of youth? Exploring differences in innovation between start-ups and established firms. Research Policy,2012,41(2),319-333.
    [56]Danneels, E.& Kleinschmidt E. J. Product innovativeness from the firm's perspective:its dimensions and their relation with project selection and performance. Journal of product innovation management,2001,18(6),357-373.
    [57]Davidsson, P. Continued entrepreneurship:Ability, need, and opportunity as determinants of small firm growth. Journal of Business Venturing,1991,6(6), 405-429.
    [58]Deeds, D. L., DeCarolis D.,& Coombs J. Dynamic capabilities and new product development in high technology ventures:an empirical analysis of new biotechnology firms. Journal of Business Venturing,2000,15(3),211-229.
    [59]Deeds, D. L.& Hill C.W. Strategic alliances and the rate of new product development:an empirical study of entrepreneurial biotechnology firms. Journal of Business Venturing,1996,11(1),41-55.
    [60]Dess, G. G.& Beard D. W. Dimensions of organizational task environments. Administrative science quarterly,1984,29(1),52-73.
    [61]Di Stefano, G., Gambardella A.,& Verona G. Technology push and demand pull perspectives in innovation studies:Current findings and future research directions. Research Policy,2012. doi:10.1016/j.respol.2012.03.021
    [62]Dierickx, I.& Cool K. Asset stock accumulation and sustainability of competitive advantage. Management science,1989,35(12),1504-1511.
    [63]Dosi, G., Nelson R. R.,& Winter S. G. The nature and dynamics of organizational capabilities. Oxford:Oxford University Press on Demand.2000.
    [64]Dowling, M. J.&McGee J. E. Business and technology strategies and new venture performance:a study of the telecommunications equipment industry. Management science,1994,40(12),1663-1677.
    [65]Downey, H. K., Hellriegel D.,& Slocum Jr J. W. Environmental uncertainty: the construct and its application. Administrative science quarterly,1975,20(4), 613-629.
    [66]Drazin, R.&Van de Ven A. H. Alternative forms of fit in contingency theory. Administrative science quarterly,1985,30(4),514-539.
    [67]Droge, C, Jayaram J.,& Vickery S. K. The ability to minimize the timing of new product development and introduction:an examination of antecedent factors in the North American automobile supplier industry. Journal of product innovation management,2000,17(1),24-40.
    [68]Dunn, S. C., Seaker R. F.,& Waller M. A. Latent variables in business logistics research:scale development and validation. Journal of Business Logistics,1994. 15,145-145.
    [69]Durand, R.& Coeurderoy R. Age, order of entry, strategic orientation, and organizational performance. Journal of Business Venturing,2001,16(5), 471-494.
    [70]Dyer, J. H., Singh H.,& Kale P. Splitting the pie:rent distribution in alliances and networks. Managerial and Decision Economics,2008.29(2-3),137-148.
    [71]Edwards, J. S., Shaw D.,& Collier P. M. Knowledge management systems: finding a way with technology. Journal of Knowledge Management,2005,9(1), 113-125.
    [72]Eisenhardt, K. M.& Martin J. A. Dynamic capabilities:what are they? Strategic Management Journal,2000,21(10-11),1105-1121.
    [73]Eisenhardt, K. M.& Schoonhoven C. B. Organizational growth:Linking founding team, strategy, environment, and growth among US semiconductor ventures,1978-1988. Administrative science quarterly,1990,35(3),504-529.
    [74]Fang, E. Customer participation and the trade-off between new product innovativeness and speed to market. Journal of Marketing,2008,72(4),90-104.
    [75]Fernhaber, S. A.& Patel P. C. How do young firms manage product portfolio complexity? The role of absorptive capacity and ambidexterity. Strategic Management Journal,2012,33(13),1516-1539.
    [76]Ferrin, D. L.& Dirks K. T. The use of rewards to increase and decrease trust: Mediating processes and differential effects. Organization Science,2003,14(1), 18-31.
    [77]Fine, C. H. Clockspeed:Winning industry control in the age of temporary advantage. Cambridge:Basic Books,1998.
    [78]Fischer, E.& Reuber A. R. Contextual antecedents and consequences of relationships between young firms and distinct types of dominant exchange partners. Journal of Business Venturing,2004,19(5),681-706.
    [79]Forbes, D. P. Managerial determinants of decision speed in new ventures. Strategic Management Journal,2005,26(4),355-366.
    [80]Foss, N. J., Laursen K.,& Pedersen T. Linking customer interaction and innovation:The mediating role of new organizational practices. Organization Science,2011,22(4),980-999.
    [81]Franke, N.& Piller F. Value creation by toolkits for user innovation and design: The case of the watch market. Journal of product innovation management,2004, 21(6),401-415.
    [82]Freeman, J., Carroll G. R.,& Hannan M. T. The liability of newness:Age dependence in organizational death rates. American sociological review,1983, 48(5),692-710.
    [83]Fuchs, C.& Schreier M. Customer empowerment in new product development*. Journal of product innovation management,2011,28(1),17-32.
    [84]Gambardella, A.& Torrisi S. Does technological convergence imply convergence in markets? Evidence from the electronics industry. Research Policy,1998,27(5),445-463.
    [85]Ganesan, S., Malter A. J.,& Rindfleisch A. Does distance still matter? Geographic proximity and new product development. Journal of Marketing, 2005,69(4),44-60.
    [86]Gatignon, H.& Xuereb J. M. Strategic orientation of the firm and new product performance. Journal of marketing research,1997,34(1),77-90.
    [87]Gavetti, G.& Levinthal D. Looking forward and looking backward:Cognitive and experiential search. Administrative science quarterly,2000,45(1),113-137.
    [88]Gilbert, B. A., McDougall P. P.& Audretsch D. B. New venture growth:A review and extension. Journal of management,2006,32(6),926-950.
    [89]Goldenberg, J., Lehmann D. R.,& Mazursky D. The idea itself and the circumstances of its emergence as predictors of new product success. Management science,2001,47(1),69-84.
    [90]Golder, P. N.& Tellis G. J. Pioneer advantage:marketing logic or marketing legend? Journal of marketing research,1993,30(2),158-170.
    [91]Granovetter, M. Economic action and social structure:the problem of embeddedness. American journal of sociology,1985,91(3),481-510.
    [92]Grant, R. M. Toward a knowledge-based theory of the firm. Strategic Management Journal,1996,17,109-122.
    [93]Greiner, L. E. Evolution and revolution as organizations grow. Harvard Business Review,1972,50(4),37-46.
    [94]Griffin, A. Product development cycle time for business-to-business products. Industrial Marketing Management,2002,31(4),291-304.
    [95]Gruner, K. E.& Homburg C. Does customer interaction enhance new product success? Journal of business research,2000,49(1),1-14.
    [96]Gulati, R. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of management journal,1995,38(1), 85-112.
    [97]Gulati, R. Network location and learning:The influence of network resources and firm capabilities on alliance formation. Strategic Management Journal,1999, 20(5),397-420.
    [98]Hallen, L., Johanson J.,& Seyed-Mohamed N. Interfirm adaptation in business relationships. The Journal of Marketing,1991,55(2),29-37.
    [99]Hambrick, D. C. Environmental scanning and organizational strategy. Strategic Management Journal,1982,3(2),159-174.
    [100]Hansen, M. T. Knowledge networks:Explaining effective knowledge sharing in multiunit companies. Organization Science,2002,13(3),232-248.
    [101]Harrison, D.& Waluszewski A. The development of a user network as a way to re-launch an unwanted product. Research Policy,2008,37(1),115-130.
    [102]Hartwick, J.& Barki H. Explaining the role of user participation in information system use. Management science,1994,40(4),440-465.
    [103]Heirman, A.& Clarysse B. Which Tangible and Intangible Assets Matter for Innovation Speed in Start-Ups?. Journal of product innovation management, 2007,24(4),303-315.
    [104]Henderson, R. M.& Clark K. B. Architectural innovation:the reconfiguration of existing product technologies and the failure of established firms. Administrative science quarterly,1990,35(1),9-30.
    [105]Hienerth, C., Keinz P.,& Lettl C. Exploring the nature and implementation process of user-centric business models. Long Range Planning,2011,44(5), 344-374.
    [106]Hill, C. W.& Rothaermel F. T. The performance of incumbent firms in the face of radical technological innovation. Academy of Management Review,2003, 28(2),257-274.
    [107]Hofer, C. W.& Sandberg W. R. Improving new venture performance:some guidelines for success. American journal of small business,1987,12(1),11-25.
    [108]Hooley, G., Broderick A.,& Moller K. Competitive positioning and the resource-based view of the firm. Journal of Strategic Marketing,1998,6(2), 97-116.
    [109]Hunt, S. D.& Morgan R. M. The comparative advantage theory of competition. The Journal of Marketing,1995,59(2),1-15.
    [110]Ittner, C. D.& Larcker D. F. Product development cycle time and organizational performance. Journal of marketing research,1997,34(1),13-23.
    [111]Ives, B.& Olson M. H. User involvement and MIS success:a review of research. Management science,1984,30(5),586-603.
    [112]Jalkala, A.& Salminen R. T. Practices and functions of customer reference marketing—Leveraging customer references as marketing assets. Industrial Marketing Management,2010,39(6),975-985.
    [113]Jaworski, B. J.& Kohli A. K. Market orientation:antecedents and consequences. The Journal of Marketing,1993,57(3),53-70.
    [114]Joshi, A. W.& Sharma S. Customer knowledge development:antecedents and impact on new product performance. Journal of Marketing,2004,68(4),47-59.
    [115]Kardes, F. R.& Kalyanaram G. Order-of-entry effects on consumer memory and judgment:An information integration perspective. Journal of marketing research,1992,29(3),343-357.
    [116]Katila, R. New product search over time:past ideas in their prime? Academy of management journal,2002,45(5):,995-1010.
    [117]Katila, R.&Ahuja G. Something old, something new:A longitudinal study of search behavior and new product introduction. Academy of management journal, 2002,45(6),1183-1194.
    [118]Katila, R.& Shane S. When does lack of resources make new firms innovative? Academy of management journal,2005,48(5),814-829.
    [119]Kazanjian, R. K. Relation of dominant problems to stages of growth in technology-based new ventures. Academy of management journal,1988,31(2), 257-279.
    [120]Keeley, R. H.& Roure J. B. Management, strategy, and industry structure as influences on the success of new firms:A structural model. Management science,1990,36(10),1256-1267.
    [121]Khanna, T., Gulati R.,& Nohria N. The dynamics of learning alliances: competition, cooperation, and relative scope. Strategic Management Journal, 1998,19(3),193-210.
    [122]Kim, J.& Wilemon D. An empirical investigation of complexity and its management in new product development. Technology Analysis & Strategic Management,2009,21(4),547-564.
    [123]King, A. W.& Zeithaml C. P. Competencies and firm performance:examining the causal ambiguity paradox. Strategic Management Journal,2001,22(1), 75-99.
    [124]Kirzner, I. Perception, Opportunity and Profit:Studies en the Theory of Entrepreneur ship.1979. Chicago:University of Chicago Press.1983.
    [125]Klette, T. J.& Griliches Z. Empirical patterns of firm growth and R&D investment:A quality ladder model interpretation. The economic journal,2000, 110(463),363-387.
    [126]Koeller, C. T.& Lechler T. G. Economic and managerial perspectives on new venture growth:An integrated analysis. Small Business Economics,2006, 26(5),427-437.
    [127]Kogut, B.& Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science,1992,3(3),383-397.
    [128]Kor, Y. Y., Mahoney J. T.,& Michael S. C. Resources, capabilities and entrepreneurial perceptions. Journal of Management Studies,2007,44(7), 1187-1212.
    [129]Kotha, S. Mass customization:implementing the emerging paradigm for competitive advantage. Strategic Management Journal,1995,16(S1),21-42.
    [130]Krishnan, R., Martin X.,& Noorderhaven N. G. When does trust matter to alliance performance? Academy of management journal,2006,49(5),894-917.
    [131]Lakhani, K. R.& Von Hippel E. How open source software works:"free" user-to-user assistance. Research Policy,2003,32(6),923-943.
    [132]Langerak, F.& Jan Hultink E. The Impact of Product Innovativeness on the Link between Development Speed and New Product Profitability*. Journal of product innovation management,2006,23(3),203-214.
    [133]Lau, A. K., Tang E.,& Yam R. Effects of supplier and customer integration on product innovation and performance:empirical evidence in Hong Kong manufacturers. Journal of product innovation management,2010,27(5), 761-777.
    [134]Laumann, E. O., Galaskiewicz J.,& Marsden P. V. Community structure as interorganizational linkages. Annual review of sociology,1978,4,455-484.
    [135]Laursen, K.& Salter A. Open for innovation:the role of openness in explaining innovation performance among UK manufacturing firms. Strategic Management Journal,2006,27(2),131-150.
    [136]Lawrence, P. R., Lorsch J. W.,& Garrison J. S. Organization and environment: Managing differentiation and integration. Division of Research, Graduate School of Business Administration, Boston, MA:Harvard University,1967.
    [137]LeBrasseur, R., Zanibbi L.,& Zinger T. J. Growth momentum in the early stages of small business start-ups. International Small Business Journal,2003, 21(3),315-330.
    [138]Lee, C, Lee K.,& Pennings J. M. Internal capabilities, external networks, and performance:A study on technology-based ventures. Strategic Management Journal,2001,22(6-7),615-640.
    [139]Lee, H., Smith K. G., Grimm C. M.,& Schomburg A. Timing, order and durability of new product advantages with imitation. Strategic Management Journal,2000,21(1),23-30.
    [140]Lee, Y.& Colarelli O'Connor G. The impact of communication strategy on launching new products:The moderating role of product innovativeness. Journal of product innovation management,2003,20(1),4-21.
    [141]Leonard-Barton, D. Core capabilities and core rigidities:A paradox in managing new product development. Strategic Management Journal,1992,13(S1), 111-125.
    [142]Leonard-Barton, D. and D.K. Sinha, Developer-user interaction and user satisfaction in internal technology transfer. Academy of management journal, 1993,36(5),1125-1139.
    [143]Lerner, J.& Merges R. P. The control of technology alliances:An empirical analysis of the biotechnology industry. The Journal of Industrial Economics, 1998,46(2),125-156.
    [144]Lerner, J., Shane H.,& Tsai A. Do equity financing cycles matter? Evidence from biotechnology alliances. Journal of Financial Economics,2003,67(3), 411-446.
    [145]Lewis, V. L.& Churchill N. The five stages of small business growth. Harvard Business Review,1983,61(3),30-50.
    [146]Li, H. How does new venture strategy matter in the environment-performance relationship? The Journal of High Technology Management Research,2001, 12(2),183-204.
    [147]Li, H.& Atuahene-Gima K. Product Innovation Strategy and The Performance of New Technology Ventures in China. Academy of Management Journal,2001, 44(6),1123-1134.
    [148]Li, H.& Atuahene-Gima K., The adoption of agency business activity, product innovation, and performance in Chinese technology ventures. Strategic Management Journal,2002,23(6),469-490.
    [149]Li, H.& Zhang Y. The role of managers'political networking and functional experience in new venture performance:evidence from China's transition economy. Strategic Management Journal,2007,28(8),791-804.
    [150]Li, H., Zhang Y.,& Chan T. S. Entrepreneurial strategy making and performance in China's new technology ventures-the contingency effect of environments and firm competences. The Journal of High Technology Management Research,2005,16(1),37-57.
    [151]Lippman, S. A.& Rumelt R. P. Uncertain imitability:An analysis of interfirm differences in efficiency under competition. The Bell Journal of Economics, 1982,13(2),418-438.
    [152]Low, M. B.& MacMillan I. C. Entrepreneurship:Past research and future challenges. Journal of management,1988,14(2),139-161.
    [153]Lumpkin, G. T.& Dess G. G. Linking two dimensions of entrepreneurial orientation to firm performance:The moderating role of environment and industry life cycle. Journal of Business Venturing,2001,16(5),429-451.
    [154]Lundvall, B. A. Innovation as an interactive process:from user-producer interaction to the national system of innovation. Technical change and economic theory,1988,1(2-3),10-34.
    [155]Lundvall, B. A. Product innovation and user-producer interaction. Aalborg: Aalborg Universitets,1985.
    [156]Luo, L., Kannan P.,& Ratchford B. T. New product development under channel acceptance. Marketing Science,2007,26(2),149-163.
    [157]Lusch, R. F.& Brown J. R. Interdependency, contracting, and relational behavior in marketing channels. The Journal of Marketing,1996,60(4),19-38.
    [158]Madhavan, R.& Grover R. From embedded knowledge to embodied knowledge: new product development as knowledge management. The Journal of Marketing, 1998,62(4),1-12.
    [159]Madhok, A. Revisiting multinational firms' tolerance for joint ventures:a trust-based approach. Journal of International Business Studies,1995,26(1), 117-137.
    [160]Madhok, A. Reassessing the fundamentals and beyond:Ronald Coase, the transaction cost and resource-based theories of the firm and the institutional structure of production. Strategic Management Journal,2002,23(6),535-550.
    [161]Mahoney, J. T.& Pandian J. R. The resource-based view within the conversation of strategic management. Strategic Management Journal,1992, 13(5),363-380.
    [162]Majewski, S. E. Causes and consequences of strategic alliance formation:the case of biotechnology. Berkeley:University of California,1998.
    [163]Malerba, F. Nelson, R., Orsenigo, L.,& Winter S. Demand, innovation, and the dynamics of market structure:The role of experimental users and diverse preferences. Journal of Evolutionary Economics,2007,17(4),371-399.
    [164]McCann, J. E. Patterns of growth, competitive technology, and financial strategies in young ventures. Journal of Business Venturing,1991,6(3), 189-208.
    [165]McNally, R. C., Cavusgil E.,& Calantone R. J. Product innovativeness dimensions and their relationships with product advantage, product financial performance, and project protocol. Journal of product innovation management, 2010,27(7),991-1006.
    [166]Mick, D. G.& Fournier S. Paradoxes of technology:consumer cognizance, emotions, and coping strategies. Journal of Consumer Research,1998,25(2), 123-143.
    [167]Miller, C. C., Burke L. M.,& Glick W. H. Cognitive diversity among upper-echelon executives:Implications for strategic decision processes. Strategic Management Journal,1998,19(1),39-58.
    [168]Miller, D.& Shamsie J. The resource-based view of the firm in two environments:The Hollywood film studios from 1936 to 1965. Academy of management journal,1996,39(3),519-543.
    [169]Milliken, F. J. Three types of perceived uncertainty about the environment:State, effect, and response uncertainty. Academy of Management Review,1987,12(1), 133-143.
    [170]Millson, M. R.& Wilemon D. The impact of organizational integration and product development proficiency on market success. Industrial Marketing Management,2002,31(1),1-23.
    [171]Minbaeva, D. B.& Michailova S. Knowledge transfer and expatriation in multinational corporations:the role of disseminative capacity. Employee Relations,2004,26(6),663-679.
    [172]Mishina, Y., Pollock T. G.,& Porac J. F. Are more resources always better for growth? Resource stickiness in market and product expansion. Strategic Management Journal,2004,25(12),1179-1197.
    [173]Moon, H., Miller D. R.,& Kim S. H. Product Design Innovation and Customer Value:Cross-Cultural Research in the United States and Korea. Journal of product innovation management,2013,30(1),31-43.
    [174]Mount, J., Zinger J. T.,& G. R. Forsyth, Organizing for development in the small business. Long Range Planning,1993,26(5),111-120.
    [175]Nambisan, S. Designing virtual customer environments for new product development:toward a theory. Academy of Management Review,2002,27(3), 392-413.
    [176]Ndofor, H. A., Sirmon D. G.,& He X. Firm resources, competitive actions and performance:investigating a mediated model with evidence from the in-vitro diagnostics industry. Strategic Management Journal,2011,32(6),640-657.
    [177]Nelson, R. R.& Winter S. G. An evolutionary theory of economic change. Cambridge, MA:Belknap press,1982.
    [178]Niedrich, R. W.& Swain S. D. The influence of pioneer status and experience order on consumer brand preference:A mediated-effects model. Journal of the Academy of Marketing Science,2003,31(4),468-480.
    [179]Nohria, N.& Gulati R. Is slack good or bad for innovation? Academy of management journal,1996,39(5),1245-1264.
    [180]Nonaka, I. A dynamic theory of organizational knowledge creation. Organization Science,1994,5(1),14-37.
    [181]Nonaka, I., Toyama R.,& Nagata A. A firm as a knowledge-creating entity:a new perspective on the theory of the firm. Industrial and corporate change,2000, 9(1),1-20.
    [182]Ozcan, P.& Eisenhardt K. M. Origin of alliance portfolios:Entrepreneurs, network strategies, and firm performance. Academy of management journal, 2009,52(2),246-279.
    [183]Park, C. W.& Sheth J. N. Impact of prior familiarity and cognitive complexity on information processing rules. College of Commerce and Business Administration, University of Illinois at Urbana-Champaign,1975.
    [184]Parker, S. C, Storey D. J.,& van Witteloostuijn A. What happens to gazelles? The importance of dynamic management strategy. Small Business Economics, 2010,35(2),203-226.
    [185]Pasquini, M.& Malerba F. The Role of Sophisticated Users in Innovation and Creation of Entrepreneurial Opportunities:Differences across Sectoral Systems, in Working Paper.2011.
    [186]Penrose, E. The theory of the growth of the firm. Oxford:Oxford University Press,1959.
    [187]Peteraf, M.A. The cornerstones of competitive advantage:a resource-based view. Strategic Management Journal,1993.14(3):p.179-191.
    [188]Peters, M. P.& Brush C. G. Market information scanning activities and growth in new ventures:A comparison of service and manufacturing businesses. Journal of business research,1996,36(1),81-89.
    [189]Pfeffer, J.& Salancik G. R. The external control of organizations:A resource dependence perspective. Palo Alto, CA, Stanford University Press,2003.
    [190]Piller, F. T.& Walcher D. Toolkits for idea competitions:a novel method to integrate users in new product development. R&D Management,2006,36(3), 307-318.
    [191]Prahalad, C.& Hamel G. The core competence of the corporation. Resources, firms, and strategies:A reader in the resource-based perspective. Oxford: Oxford University Press,1990,235-256.
    [192]Prahalad, C. K.& Bettis R. A. The dominant logic:A new linkage between diversity and performance. Strategic Management Journal,1986,7(6),485-501.
    [193]Priem, R. L. A consumer perspective on value creation. Academy of Management Review,2007,32(1),219-235.
    [194]Priem, R. L.& Butler J. E. Is the resource-based" view" a useful perspective for strategic management research? Academy of Management Review,2001,26(1), 22-40.
    [195]Priem, R. L., Li S.,& Carr J. C. Insights and new directions from demand-side approaches to technology innovation, entrepreneurship, and strategic management research. Journal of management,2012,38(1),346-374.
    [196]Rao, R. S., Chandy R. K.,& Prabhu J. C. The fruits of legitimacy:Why some new ventures gain more from innovation than others. Journal of Marketing, 2008,72(4),58-75.
    [197]Reagans, R.& McEvily B. Network structure and knowledge transfer:The effects of cohesion and range. Administrative science quarterly,2003,48(2), 240-267.
    [198]Reed, R.& DeFillippi R. J. Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Academy of Management Review,1990, 15(1),88-102.
    [199]Reinertsen, D. G.& Smith P. G. The strategist's role in shortening product development. Journal of Business Strategy,1991,12(4),18-22.
    [200]Reuber, A. R.& Fischer E. The company you keep:How young firms in different competitive contexts signal reputation through their customers. Entrepreneurship Theory and Practice,2005,29(1),57-78.
    [201]Richardson, G. B. The organisation of industry. The economic journal,1972, 82(327),883-896.
    [202]Robertson, R. D. Small group decision making:The uncertain role of information in reducing uncertainty. Political Behavior,1980,2(2),163-188.
    [203]Robey, D.& Farrow D. User involvement in information system development: A conflict model and empirical test. Management science,1982,28(1),73-85.
    [204]Robinson, W. T. Product innovation and start-up business market share performance. Management science,1990,36(10),1279-1289.
    [205]Rosenkopf, L.& Nerkar A. Beyond local search:boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management Journal,2001,22(4),287-306.
    [206]Rothaermel, F. T.& Deeds D. L. Exploration and exploitation alliances in biotechnology:A system of new product development. Strategic Management Journal,2004,25(3),201-221.
    [207]Salomo, S., Steinhoff F.,& Trommsdorff V. Customer orientation in innovation projects and new product development success-the moderating effect of product innovativeness. International Journal of Technology Management,2003,26(5), 442-463.
    [208]Sawhney, M., Verona G.,& Prandelli E. Collaborating to create:The Internet as a platform for customer engagement in product innovation. Journal of interactive marketing,2005,19(4),4-17.
    [209]Seybold, P. B. Get inside the lives of your customers. Harvard Business Review, 2001,79(5),80.
    [210]Shah, S. K.& Tripsas M. The accidental entrepreneur:The emergent and collective process of user entrepreneurship. Strategic Entrepreneurship Journal, 2007,1(1-2),123-140.
    [211]Shane, S. A. A general theory of entrepreneurship:The individual-opportunity nexus. Cheltenham:Edward Elgar Pub,2003.
    [212]Shaw, D.& Edwards J. S. Building user commitment to implementing a knowledge management strategy. Information & Management,2005,42(7), 977-988.
    [213]Sherman, J. D., Souder W. E.,& Jenssen S. A. Differential effects of the primary forms of cross functional integration on product development cycle time. Journal of product innovation management,2000,17(4),257-267.
    [214]Shrader, R. C.& Simon M. Corporate versus independent new ventures: Resource, strategy, and performance differences. Journal of Business Venturing, 1997,12(1),47-66.
    [215]Simonin, B. L. Ambiguity and the process of knowledge transfer in strategic alliances. Strategic Management Journal,1999,20(7),595-623.
    [216]Sine, W. D., Mitsuhashi H.,& Kirsch D. A. Revisting Burns and Stalker: Formal structure and new venture performance in emerging economic sectors. Academy of Management Journal,2006,49(1),121-132.
    [217.]Sirmon, D. G.& Hitt M. A. Managing resources:Linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory and Practice,2003,27(4),339-358.
    [218]Skaggs, B. C.& Youndt M. Strategic positioning, human capital, and performance in service organizations:A customer interaction approach. Strategic Management Journal,2004,25(1),85-99.
    [219]Slevin, D. P.& Covin J. G. Time, growth, complexity, and transitions: Entrepreneurial challenges for the future. Entrepreneurship Theory and Practice, 1997,22,53-68.
    [220]Smith, D. C.& Andrews J. Rethinking the effect of perceived fit on customers' evaluations of new products. Journal of the Academy of Marketing Science, 1995,23(1),4-14.
    [221]Smith, K. G., Baum J. R.,& Locke E. A. A Multidimensional Model of Venture Growth. Academy of management journal,2001,44(2),292-303.
    [222]Song, M., Di Benedetto C. A.,& Parry M. E. The impact of formal processes for market information acquisition and utilization on the performance of Chinese new ventures. International Journal of Research in Marketing,2009,26(4), 314-323.
    [223]Song, X. M.& Parry M. E. A cross-national comparative study of new product development processes:Japan and the United States. The Journal of Marketing, 1997,61(2),1-18.
    [224]Souder, W. E., Sherman J. D.,& Davies-Cooper R. Environmental uncertainty, organizational integration, and new product development effectiveness:a test of contingency theory. Journal of product innovation management,1998,15(6), 520-533.
    [225]Spender, J. C. Organizational knowledge, collective practice and Penrose rents. International Business Review,1994,3(4),353-367.
    [226]Spender, J. C.& Grant R. M. Knowledge and the firm:overview. Strategic Management Journal,1996,17,5-9.
    [227]Srivastava, R. K., Fahey L.,& Christensen H. K. The resource-based view and marketing:The role of market-based assets in gaining competitive advantage. Journal of management,2001,27(6),777-802.
    [228]Stam, E.& Wennberg K. The roles of R&D in new firm growth. Small Business Economics,2009,33(1),77-89.
    [229]Stam, W. Industry event participation and network brokerage among entrepreneurial ventures. Journal of Management Studies,2010,47(4),625-653.
    [230]Stigler, G. J. The division of labor is limited by the extent of the market. The Journal of Political Economy,1951,59(3),185-193.
    [231]Stinchcombe, A. Social structure and organizations. Advances in Strategic Management, Reprinted with permission of James G. March,2000,17,229-259.
    [232]Stuart, T. E., Hoang H.,& Hybels R. C. Interorganizational endorsements and the performance of entrepreneurial ventures. Administrative science quarterly, 1999,44(2),315-349.
    [233]Sutton, J. Gibrat's legacy. Journal of economic Literature,1997,35(1),40-59.
    [234]Szymanski, D. M., Kroff M. W.,& Troy L. C. Innovativeness and new product success:insights from the cumulative evidence. Journal of the Academy of Marketing Science,2007,35(1),35-52.
    [235]Teece, D. J., Pisano G.,& Shuen A. Dynamic capabilities and strategic management. Strategic Management Journal,1997,18(7),509-533.
    [236]Thomke, S.& Von Hippel E. Customers as innovators:a new way to create value. Harvard Business Review,2002,80(4),74-81.
    [237]Tripsas, M. Customer preference discontinuities:A trigger for radical technological change. Managerial and Decision Economics,2008,29(2-3), 79-97.
    [238]Tsai, K. H. Collaborative networks and product innovation performance: Toward a contingency perspective. Research Policy,2009,38(5),765-778.
    [239]Uzzi, B. The sources and consequences of embeddedness for the economic performance of organizations:The network effect. American sociological review,1996,61(4),674-698.
    [240]Uzzi, B. Social structure and competition in interfirm networks:The paradox of embeddedness. Administrative science quarterly,1997,42(1),35-67.
    [241]Vaessen, P.& Keeble D. Growth-oriented SMEs in unfavourable regional environments. Regional Studies,1995,29(6),489-505.
    [242]Vega-Jurado, J., Gutierrez-Gracia A., Fernandez-de-Lucio I.,& Manjarres-Henriquez, L. The effect of external and internal factors on firms' product innovation. Research Policy,2008,37(4),616-632.
    [243]Veryzer, R. W.& Borja de Mozota B. The Impact of user-oriented design on new product development:An examination of fundamental relationships. Journal of product innovation management,2005,22(2),128-143.
    [244]Veugelers, R.& Cassiman B. Make and buy in innovation strategies:evidence from Belgian manufacturing firms. Research Policy,1999,28(1),63-80.
    [245]Von Hippel, E. The dominant role of users in the scientific instrument innovation process. Research Policy,1976,5(3),212-239.
    [246]Von Hippel, E. Lead users:a source of novel product concepts. Management science,1986,32(7),791-805.
    [247]Von Hippel, E. "Sticky information" and the locus of problem solving: implications for innovation. Management science,1994,40(4),429-439.
    [248]Von Hippel, E.& Katz R. Shifting innovation to users via toolkits. Management science,2002,48(7),821-833.
    [249]Von Hippel, E.& Von Krogh G. Open source software and the "private-collective" innovation model:Issues for organization science. Organization Science,2003,14(2),209-223.
    [250]Waldman, D. A., Ramirez G. G, House R. J.,& Puranam P. Does Leadership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental Uncertainty. Academy of management journal,2001, 44(1),134-143.
    [251]Wang, Q.& Von Tunzelmann N. Complexity and the functions of the firm: breadth and depth. Research Policy,2000,29(7),805-818.
    [252]Wayland, R.R. E.& Cole P. P. M. Customer connections:new strategies for growth. Boston, MA:Harvard Business Press,1997.
    [253]Wernerfelt, B. A resource-based view of the firm. Strategic Management Journal,1984,5(2),171-180.
    [254]Wiklund, J.& Shepherd D. Aspiring for, and Achieving Growth:The Moderating Role of Resources and Opportunities. Journal of Management Studies,2003,40(8),1919-1941.
    [255]Williamson, O. E. Transaction-cost economics:the governance of contractual relations. Journal of law and economics,1979,22(2),233-261.
    [256]Williamson, O. E. The economics of organization:the transaction cost approach. American journal of sociology,1981,87(3),548-577.
    [257]Winter, S. G. Understanding dynamic capabilities. Strategic Management Journal,2003,24(10),991-995.
    [258]Wolff, J. A.& Pett T. L. Small-Firm Performance:Modeling the Role of Product and Process Improvements. Journal of Small Business Management, 2006,44(2),268-284.
    [259]Yayavaram, S.& Ahuja G. Decomposability in knowledge structures and its impact on the usefulness of inventions and knowledge-base malleability. Administrative science quarterly,2008,53(2),333-362.
    [260]Ye, G., Priem R. L.,& Alshwer A. A. Achieving demand-side synergy from strategic diversification:How combining mundane assets can leverage consumer utilities. Organization Science,2012,23(1),207-224.
    [261]Yli-Renko, H., Autio E.,& Sapienza H. J. Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. Strategic Management Journal,2001,22(6-7),587-613.
    [262]Zahra, S. A.& Bogner W. C. Technology strategy and software new ventures' performance:exploring the moderating effect of the competitive environment. Journal of Business Venturing,2000,15(2),135-173.
    [263]Zahra, S. A.& George G. Absorptive capacity:A review, reconceptualization, and extension. Academy of Management Review,2002,27(2),185-203.
    [264]Zander, I.& Zander U. The Inside Track:On the Important (But Neglected) Role of Customers in the Resource-Based View of Strategy and Firm Growth. Journal of Management Studies,2005,42(8),1519-1548.
    [265]Zander, U.& Kogut B. Knowledge and the speed of the transfer and imitation of organizational capabilities:An empirical test. Organization Science,1995,6(1), 76-92.
    [266]Zhang, S.& Markman A. B. Overcoming the early entrant advantage:The role of alignable and nonalignable differences. Journal of marketing research,1998, 35(4),413-426.
    [267]Zimmerman, M. A.& Zeitz G. J. Beyond Survival:Achieving New Venture Growth by Building Legitimacy. Academy of Management Review,2002,27(3), 414-431.
    [268]Zollo, M., Reuer J. J.,& Singh H. Interorganizational routines and performance in strategic alliances. Organization Science,2002.13(6):p.701-713.
    [269]毕海德,魏如山和马志英.新企业的起源与演进:The origin and evolution of new businesses北京:中国人民大学出版社,2004.
    [270]陈劲,吴波.开放式创新下企业开放度与外部关键资源获取.科研管理,2012,33(9),11-21.
    [271]陈荣秋.顾客中心的管理.管理学报,2005,2(2),133-139.
    [272]陈晓红,李喜华和曹裕.技术创新对中小企业成长的影响——基于我国中小企业板上市公司的实证分析.科学学与科学技术管理,2009,30(4),91-98.
    [273]陈晓萍,徐淑英和樊景立.组织与管理研究的实证方法.北京:北京大学出版社,2008.
    [274]丁树全.制造企业外部知识源搜索策略影响因素研究.硕士学位论文,浙江大学,2007.
    [275]范志刚.基于企业网络的战略柔性与企业创新绩效提升机制研究.博士学位论文,浙江大学,2010.
    [276]高忠仕.知识转移,知识搜索及组织学习绩效关系研究.博士学位论文,浙江大学,2008.
    [277]郭斌.企业异质性,技术因素与竞争优势:对企业竞争优势理论的一个评述.自然辩证法通讯,2002,24(2),55-61.
    [278]郭京京.产业集群中技术学习策略对企业创新绩效的影响机制研究:技术学习惯例的中介效应.博士学位论文,浙江大学,2011.
    [279]李怀祖.管理学研究方法论.西安:西安交通大学出版社,2004.
    [280]林润辉.网络组织与企业高成长.天津:南开大学出版社,2004.
    [281]刘雪峰.网络嵌入性与差异化战略及企业绩效关系研究.博士学位论文,浙江大学,2007.
    [282]卢俊义,王永贵.顾客参与服务创新与创新绩效的关系研究.管理学报,2011,8(10),1566-1574.
    [283]马庆国.管理统计:数据获取,统计原理,SPSS工具与应用研究.北京:科学出版社,2002.
    [284]马歇尔.经济学原理.北京:商务印书馆,1965.
    [285]汪涛,何昊和诸凡.新产品开发中的消费者创意——产品创新任务和消费者知识对消费者产品创意的影响.管理世界,2010,2,80-92.
    [286]王莉,方澜和罗瑾琏.顾客知识,创造力和创新行为的关系研究——基于产品创新过程的实证分析.科学学研究,2011,9(5),777-783.
    [287]王莉,方澜,王方华和顾锋.网络环境下客户参与对产品开发绩效的影响研究.管理工程学报,2007,21(4),95-102.
    [288]温忠麟,侯杰泰和张雷.调节效应与中介效应的比较和应用.心理学报,2005,37(2),268-274.
    [289]温忠麟,张雷,侯杰泰和刘红云.中介效应检验程序及其应用.心理学报,2004,36(5),614-620.
    [290]邬爱其.集群企业网络化成长机制:理论分析与浙江经验.北京:中国社会科学出版社,2007.
    [291]吴东.战略谋划,产业变革与对外直接投资进入模式研究.博士学位论文,浙江大学,2011.
    [292]张利华.华为研发.北京:机械工业出版社.2009.
    [293]张若勇,刘新梅,王海珍和聂锟.顾客-企业交互对服务创新的影响:基于组织学习的视角.管理学报,2010,7(2),218-224.
    [294]张维迎,周黎安和顾全林.高新技术企业的成长及其影响因素:分位回归模型的一个应用.管理世界,2005(10),94-101.
    [295]郑素丽.组织间资源对企业创新绩效的作用机制研究.博士学位论文,浙江大学,2008.
NGLC 2004-2010.National Geological Library of China All Rights Reserved.
Add:29 Xueyuan Rd,Haidian District,Beijing,PRC. Mail Add: 8324 mailbox 100083
For exchange or info please contact us via email.