战略领导特征及其对企业战略选择和绩效影响机制研究
|
摘要
战略领导对组织绩效影响的研究一直是国内外学者研究的热点。战略选择理论认为,战略领导是组织绩效的关键因素,而组织演化论学者则强调环境因素对组织绩效的影响远大于战略领导者本身。在复杂多变和竞争日益激烈的环境下,普遍的共识是战略领导在企业成长与发展过程中起到至关重要的作用。
尽管战略领导的作用已得到认可,但有关战略领导作用的机制尚未明确,战略领导如何影响组织绩效的问题仍有待于进一步研究。这些问题包括战略领导特征的关键构面如何?战略领导何时对组织绩效发生影响?战略领导影响绩效的途径如何?权变因素对战略领导作用如何产生影响?等等。
本研究的核心问题是战略领导特征通过何种途径影响企业战略绩效。研究借鉴国内外有关战略领导理论的最新研究成果,系统分析企业战略领导的内涵和研究流派,在对战略领导本质和作用机制理论进行回顾和分析的基础上,提出以战略领导特征为自变量,包括战略领导者个性特征(控制倾向、成就需求、风险倾向和自恋倾向)和战略领导行为特征,以企业战略绩效为因变量,以战略选择为中介变量,以管理裁量权、环境不确定性为调节变量的战略领导作用机制理论模型,研究根据相关理论推导出理论假设,并通过实证研究验证各个研究要素之间的相互作用关系。
论文采用便利性统计抽样方法,以天津地区为核心,辐射全国12个省市不同行业的企业,对企业董事长／总经理等最高级战略领导者进行了问卷调查。共发放问卷358份,实际回收194份,其中有效问卷为152份。研究采用的统计分析方法包括描述性统计分析、因子分析、相关分析、层级回归分析、调节回归分析和中介回归分析。通过统计分析,验证了战略领导者个性特征和战略领导行为特征影响企业战略绩效的作用机制。
研究结果发现：
(1)不同战略领导者个性特征对企业战略绩效的影响不同。战略领导者内控倾向、成就需求、风险倾向和自恋倾向有助于提高企业战略绩效,而外控倾向对企业战略绩效影响不明显；(2)战略领导者个性特征对企业战略选择具有影响作用,不同个性特征的战略领导者在战略选择时具有不同的偏好。内控倾向、高风险倾向和高自恋倾向的战略领导者偏好预见型战略,外控倾向、低风险倾向和低自恋倾向的战略领导者则偏好防御型战略,分析型战略介于预见型和防御型之间,内控倾向、高成就需求、高风险倾向和高自恋倾向的战略领导者均偏好这种战略类型,而成就需求倾向对预见型和防御型战略无特殊选择倾向；(3)战略选择与企业战略绩效之间存在特定相关关系,在未考虑权变因素情况下,预见型和分析型战略均有助于战略绩效的提升,而防御型战略则与企业战略绩效呈负相关关系；(4)战略领导行为特征既对企业战略绩效提升具有显著的直接影响,同时也增强了战略选择与战略绩效的关系；(5)战略选择在战略领导个性特征与战略绩效关系之间起到中介作用,是战略领导者实现企业战略绩效的有效途径；(6)环境特征与战略领导个性特征和战略选择的有效匹配将更有利于战略绩效的提升；(7)管理裁量权因自身影响因素较为复杂,其对战略领导作用机制的调节作用有待进一步深化研究。
研究创新点：
(1)提出并验证了以战略领导者个性特征和战略领导行为特征为自变量,以企业战略绩效为因变量,以战略选择为中介变量,以管理裁量权、环境不确定性和战略行为特征为调节变量的战略领导作用机制理论模型,丰富了战略选择理论和战略领导理论研究。
(2)以战略领导者个性特征为观测变量替代人口统计特征变量和背景变量,提出并验证了个性特征对战略选择和绩效的影响作用,为高阶层理论研究提出了新的思考方式和启示,有利于提高高阶层理论研究结果的稳定性和研究效度,为深入理解战略领导作用机制提供新的研究视角,同时也为企业实践中选择适当的战略领导者提供了新的理论依据。
(3)将战略领导行为特征纳入战略选择与战略绩效关系的分析框架,并验证其调节作用,弥补了现有研究由于忽略情景变量而不能有效解释战略选择与战略绩效关系的不足,为研究提供了新的启示,从而更全面、深入地揭示了战略领导特征影响战略绩效的作用机制和规律,实践中也有利于战略领导者通过强化战略领导行为来纠正因自身个性特征不足而对企业战略绩效产生的负面影响。
(4)将管理裁量权纳入战略领导机制的调节作用中,解释了战略领导者具有不同管理裁量权对战略领导个性特征与战略选择和绩效关系的影响。虽然实证结果未对理论假设给予完全支持,但因发现了管理裁量权的多维性、复杂性和测量的难度性与差异性,为下一步研究提供了新的启示。
The effect of strategic leadership on organizational performance has been a hot topic of research for decades, but the results have been inconclusive. Researchers of strategic choice theory argue that strategic leaders are critical to organizational effectiveness, while others of Organization Evolution theory emphasize environmental factors on organizational performance. But the general consensus has been reached in recent years:strategic leadership is essential in business growth and development in the complex and increasingly competitive environment.
Although the role of strategic leadership has been recognized, many problems of how strategic leadership affect the organizational performance have not yet fully developed, such as the key features of the strategic leadership,the time when strategic leadership affect, the way how they affect and the contingency factors influence on the mechanism of strategic leadership, and so on.
The purpose of this dissertation is to explore the relationship between characteristics of strategic leadership and organizational effectiveness, including personality and behavior characteristics, and to investigate the moderating effects of situational uncertainty and the mediating role of managerial discretion.
Research on strategic leadership theory from home and abroad the latest research results, meaning the leadership of corporate strategy systems analysis and research schools, in the nature and role of strategic leadership to fully review and analysis of the mechanism proposed based on the characteristics of a strategic leadership as independent variables, including strategic leadership personality traits (controlled orientation, need for achievement, risk propensity and narcissistic tendencies) and strategic leadership characteristics; to business strategic performance as the dependent variable; to strategic choice for the intermediate variables; to Management Discretion, Environmental Uncertainty strategic leadership for the regulation mechanism of variable theoretical model, based on the theory to the theoretical assumptions in order to verify through empirical research all of the interactions between elements.
Using the statistical sampling methods, the investigation covers enterprise of different industries in 12 provinces and cities. The most senior strategic leaders of enterprise, the Chairman/General Manager, conducted the survey. A total of 358 questionnaires were issued, the actual recovery of 194 copies of which 152 of valid questionnaires. Statistical methods included descriptive statistics, factor analysis, correlation analysis, hierarchical regression analysis, adjusted regression analysis and intermediate regression analysis.
The conclusion showed:
(1) Different personality characteristics of strategic leaders lead to different strategic performance. Strategic leaders with internal locus of control, high need for achievement, high risk propensity and narcissistic tendencies help improve the strategic performance, the external locus of control had no obvious effect on corporate strategic performance. (2) Strategic leaders with different personality have different preferences of corporate strategy choice. Internal locus of control, high-risk orientation and high narcissistic tendency prefer to choose the Prospector strategy; Strategic leaders with external locus of control, low-risk and low-narcissistic tendencies tend to choose Defender strategy; As Analyzer strategy have both the features of Defender and Prospector, this type of strategy was carried out by internal locus of control, high need for achievement, high-risk orientation and high narcissistic tendencies. (3) Strategic choice has strong relationship with strategic performance. In case of ignoring the effect of contingency factors, the Prospector and the Analyzer strategies are helpful for performance improvement, while the Defender strategy is negatively correlated with corporate strategic performance. (4) The strategic leadership characteristics not only enhance or have direct impact on the corporate strategic performance significantly, but also moderate the relationship between strategic choice and strategic performance. (5) Strategic choice is mediator between personality of strategic leaders and strategic performance. (6) Environmental characteristics fits with strategic leadership and strategic choice will improve the strategic performance. (7) Managerial Discretion is comprehensive and complex factor which affect the role of strategic leadership, the role of managerial discretion should be further studied.
Innovations are:
(1) This paper proposed and validated the theoretical model of strategic leadership, by which the strategic leadership characteristics as independent variables, the strategic performance as the dependent variable, the strategic choice as the mediator, the managerial discretion, environmental uncertainty and strategic leadership behavior characteristics as mediator variables. This theoretical model enrich the strategic choice theory and strategic leadership theory.
(2) This paper takes personality characteristics of strategic leader as observed variables substituting the demographic characteristics and background variables, which is the most useful variables of Upper Echelons Theory. This variables change will propose and validate on the strategic choice theory and Upper Echelons Theory for new way of thinking and high-level theoretical results and stability of validity. The study also provide theoretical support to selection of the appropriate strategic leaders in business practice.
(3) This paper takes strategic leadership behavior as mediator variables between strategic choice and strategic performance analysis framework and verifies its role. This explain the why strategic choice sometime can not lead to good performance and provide a new perspective to understand the comprehensive strategic leadership mechanisms in theory and practice.
(4) This paper takes Managerial Discretion as mediator variables between personality characteristics of strategic leaders and strategic performance analysis framework, to explain how many "latitude of action" the strategic leaders have and it's affect on strategic leader's role in strategic management. Although the empirical results did not support the theoretical hypothesis, but the result found the Managerial Discretion's multidimensional nature of complexity and difficulty of measurement. The study results suggest the further study for Managerial Discretion.
尽管战略领导的作用已得到认可,但有关战略领导作用的机制尚未明确,战略领导如何影响组织绩效的问题仍有待于进一步研究。这些问题包括战略领导特征的关键构面如何?战略领导何时对组织绩效发生影响?战略领导影响绩效的途径如何?权变因素对战略领导作用如何产生影响?等等。
本研究的核心问题是战略领导特征通过何种途径影响企业战略绩效。研究借鉴国内外有关战略领导理论的最新研究成果,系统分析企业战略领导的内涵和研究流派,在对战略领导本质和作用机制理论进行回顾和分析的基础上,提出以战略领导特征为自变量,包括战略领导者个性特征(控制倾向、成就需求、风险倾向和自恋倾向)和战略领导行为特征,以企业战略绩效为因变量,以战略选择为中介变量,以管理裁量权、环境不确定性为调节变量的战略领导作用机制理论模型,研究根据相关理论推导出理论假设,并通过实证研究验证各个研究要素之间的相互作用关系。
论文采用便利性统计抽样方法,以天津地区为核心,辐射全国12个省市不同行业的企业,对企业董事长／总经理等最高级战略领导者进行了问卷调查。共发放问卷358份,实际回收194份,其中有效问卷为152份。研究采用的统计分析方法包括描述性统计分析、因子分析、相关分析、层级回归分析、调节回归分析和中介回归分析。通过统计分析,验证了战略领导者个性特征和战略领导行为特征影响企业战略绩效的作用机制。
研究结果发现：
(1)不同战略领导者个性特征对企业战略绩效的影响不同。战略领导者内控倾向、成就需求、风险倾向和自恋倾向有助于提高企业战略绩效,而外控倾向对企业战略绩效影响不明显；(2)战略领导者个性特征对企业战略选择具有影响作用,不同个性特征的战略领导者在战略选择时具有不同的偏好。内控倾向、高风险倾向和高自恋倾向的战略领导者偏好预见型战略,外控倾向、低风险倾向和低自恋倾向的战略领导者则偏好防御型战略,分析型战略介于预见型和防御型之间,内控倾向、高成就需求、高风险倾向和高自恋倾向的战略领导者均偏好这种战略类型,而成就需求倾向对预见型和防御型战略无特殊选择倾向；(3)战略选择与企业战略绩效之间存在特定相关关系,在未考虑权变因素情况下,预见型和分析型战略均有助于战略绩效的提升,而防御型战略则与企业战略绩效呈负相关关系；(4)战略领导行为特征既对企业战略绩效提升具有显著的直接影响,同时也增强了战略选择与战略绩效的关系；(5)战略选择在战略领导个性特征与战略绩效关系之间起到中介作用,是战略领导者实现企业战略绩效的有效途径；(6)环境特征与战略领导个性特征和战略选择的有效匹配将更有利于战略绩效的提升；(7)管理裁量权因自身影响因素较为复杂,其对战略领导作用机制的调节作用有待进一步深化研究。
研究创新点：
(1)提出并验证了以战略领导者个性特征和战略领导行为特征为自变量,以企业战略绩效为因变量,以战略选择为中介变量,以管理裁量权、环境不确定性和战略行为特征为调节变量的战略领导作用机制理论模型,丰富了战略选择理论和战略领导理论研究。
(2)以战略领导者个性特征为观测变量替代人口统计特征变量和背景变量,提出并验证了个性特征对战略选择和绩效的影响作用,为高阶层理论研究提出了新的思考方式和启示,有利于提高高阶层理论研究结果的稳定性和研究效度,为深入理解战略领导作用机制提供新的研究视角,同时也为企业实践中选择适当的战略领导者提供了新的理论依据。
(3)将战略领导行为特征纳入战略选择与战略绩效关系的分析框架,并验证其调节作用,弥补了现有研究由于忽略情景变量而不能有效解释战略选择与战略绩效关系的不足,为研究提供了新的启示,从而更全面、深入地揭示了战略领导特征影响战略绩效的作用机制和规律,实践中也有利于战略领导者通过强化战略领导行为来纠正因自身个性特征不足而对企业战略绩效产生的负面影响。
(4)将管理裁量权纳入战略领导机制的调节作用中,解释了战略领导者具有不同管理裁量权对战略领导个性特征与战略选择和绩效关系的影响。虽然实证结果未对理论假设给予完全支持,但因发现了管理裁量权的多维性、复杂性和测量的难度性与差异性,为下一步研究提供了新的启示。
The effect of strategic leadership on organizational performance has been a hot topic of research for decades, but the results have been inconclusive. Researchers of strategic choice theory argue that strategic leaders are critical to organizational effectiveness, while others of Organization Evolution theory emphasize environmental factors on organizational performance. But the general consensus has been reached in recent years:strategic leadership is essential in business growth and development in the complex and increasingly competitive environment.
Although the role of strategic leadership has been recognized, many problems of how strategic leadership affect the organizational performance have not yet fully developed, such as the key features of the strategic leadership,the time when strategic leadership affect, the way how they affect and the contingency factors influence on the mechanism of strategic leadership, and so on.
The purpose of this dissertation is to explore the relationship between characteristics of strategic leadership and organizational effectiveness, including personality and behavior characteristics, and to investigate the moderating effects of situational uncertainty and the mediating role of managerial discretion.
Research on strategic leadership theory from home and abroad the latest research results, meaning the leadership of corporate strategy systems analysis and research schools, in the nature and role of strategic leadership to fully review and analysis of the mechanism proposed based on the characteristics of a strategic leadership as independent variables, including strategic leadership personality traits (controlled orientation, need for achievement, risk propensity and narcissistic tendencies) and strategic leadership characteristics; to business strategic performance as the dependent variable; to strategic choice for the intermediate variables; to Management Discretion, Environmental Uncertainty strategic leadership for the regulation mechanism of variable theoretical model, based on the theory to the theoretical assumptions in order to verify through empirical research all of the interactions between elements.
Using the statistical sampling methods, the investigation covers enterprise of different industries in 12 provinces and cities. The most senior strategic leaders of enterprise, the Chairman/General Manager, conducted the survey. A total of 358 questionnaires were issued, the actual recovery of 194 copies of which 152 of valid questionnaires. Statistical methods included descriptive statistics, factor analysis, correlation analysis, hierarchical regression analysis, adjusted regression analysis and intermediate regression analysis.
The conclusion showed:
(1) Different personality characteristics of strategic leaders lead to different strategic performance. Strategic leaders with internal locus of control, high need for achievement, high risk propensity and narcissistic tendencies help improve the strategic performance, the external locus of control had no obvious effect on corporate strategic performance. (2) Strategic leaders with different personality have different preferences of corporate strategy choice. Internal locus of control, high-risk orientation and high narcissistic tendency prefer to choose the Prospector strategy; Strategic leaders with external locus of control, low-risk and low-narcissistic tendencies tend to choose Defender strategy; As Analyzer strategy have both the features of Defender and Prospector, this type of strategy was carried out by internal locus of control, high need for achievement, high-risk orientation and high narcissistic tendencies. (3) Strategic choice has strong relationship with strategic performance. In case of ignoring the effect of contingency factors, the Prospector and the Analyzer strategies are helpful for performance improvement, while the Defender strategy is negatively correlated with corporate strategic performance. (4) The strategic leadership characteristics not only enhance or have direct impact on the corporate strategic performance significantly, but also moderate the relationship between strategic choice and strategic performance. (5) Strategic choice is mediator between personality of strategic leaders and strategic performance. (6) Environmental characteristics fits with strategic leadership and strategic choice will improve the strategic performance. (7) Managerial Discretion is comprehensive and complex factor which affect the role of strategic leadership, the role of managerial discretion should be further studied.
Innovations are:
(1) This paper proposed and validated the theoretical model of strategic leadership, by which the strategic leadership characteristics as independent variables, the strategic performance as the dependent variable, the strategic choice as the mediator, the managerial discretion, environmental uncertainty and strategic leadership behavior characteristics as mediator variables. This theoretical model enrich the strategic choice theory and strategic leadership theory.
(2) This paper takes personality characteristics of strategic leader as observed variables substituting the demographic characteristics and background variables, which is the most useful variables of Upper Echelons Theory. This variables change will propose and validate on the strategic choice theory and Upper Echelons Theory for new way of thinking and high-level theoretical results and stability of validity. The study also provide theoretical support to selection of the appropriate strategic leaders in business practice.
(3) This paper takes strategic leadership behavior as mediator variables between strategic choice and strategic performance analysis framework and verifies its role. This explain the why strategic choice sometime can not lead to good performance and provide a new perspective to understand the comprehensive strategic leadership mechanisms in theory and practice.
(4) This paper takes Managerial Discretion as mediator variables between personality characteristics of strategic leaders and strategic performance analysis framework, to explain how many "latitude of action" the strategic leaders have and it's affect on strategic leader's role in strategic management. Although the empirical results did not support the theoretical hypothesis, but the result found the Managerial Discretion's multidimensional nature of complexity and difficulty of measurement. The study results suggest the further study for Managerial Discretion.
引文
[1] M. Weidenbaum. The Changing U.S. Role in Southeast Asia. Execufive Speeches,1995,9(4):17-19
[2]翁君奕.商务模式创新：企业经营“魔方”的旋启.北京：经济管理出版社,2004,第53页
[3]秦合舫.战略：超越不确定性.北京：机械工业出版社.2005,第42页
[4]Bettis R.A., Hitt M.A. The new competitive landscape. Strategic Management Journal,1995,16(special issue):7-19
[5] Beyond the Millennium:CEOs Size Up the Future. Chief Executive, March 1995,38-41
[1] Bettis and Hitt. S. Kotha. Mass Customization:Implementing the Emerging Paradigm for Competitive Advantage. Strategic Management Journal.1995,16:21-42
[2] R.Duane Ireland, Michael A. Hitt, Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999, Vol.13(1):43-57
[1] R. Chia. From Modern to Postmodern Organizational Analysis. Organizafion Studies,1995,16:579-604 R. A. Thietart and B. Forgues. Chaos Theory and Organization. Organiza-tion Science.1995,6:19-31
[2]Robert J.House, Ram N. Aditya. The Social Scientific Study of Leadership:Quo Vadis?. Journal of Management, 1997, Vol.23(3):409-473
[3] R.Duane Ireland, Michael A. Hitt, Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive,1999, Vol.13(1):43-57
[4] D.C.Hambrick. Putting Top Managers Back in the Strategy Picture. Strategic Management Journal,1989,10: 5-15
[5]W. P. Barnett, H.R. Greve, D. Y. Park. An evolutionary model of organizational performance. Strategic Management Journal,1994, Vol.15:11-28
[1]Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul.1996. p2
[2] Hambrick D.C, Cho T, Chen M. Top management team heterogeneity and competitive behaviors of the firm. Columbia University Graduate School of Business, working paper,1995, p105.
[3] Hall R. I. A system pathology of an organization:the rise and fall of the old Saturday Evening Post. Administrative Science Quarterly,1976,21:185-211
[4] Aldrich H.E. Organizations and environment. Englewood Cliffs, NJ:Prentice-Hall,1979, p87
[5]Hannan M.T., FreemanJ.H. The Population Ecology Approach of Organizations. American Journal of Sociology, 1977,82:929-964
[6] Kotter J.P. The general managers. New York:The Free Press,1982, p10
[1]Timothy A. Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt, Personality and Leadership:A Qualitative and Quantitative Review, Journal of Applied Psychology 2002, Vol.87, No.4,765-780
[2] Den Hartog, D.N.& Koopman, P.L. (2001). Leadership in organizations. In:Anderson, N.,Ones, D.S., Kepir-Sinangil, H.& Viswesvaran, C. (eds.). Handbook of industrial, work and organizational psychology, volume 2. London:Sage.
[3]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator.
Journal of Organizational Behavior,2005,26:839-865
[4] Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[5]Hitt.M. A.& Tyler. B. B. Strategic decision models:Integrating different perspectives. Strategic Management Journal,1991.12:327-351
[1] Vroom V. and Bernd Pahl. Relationship between Age and Risk-taking among Managers. Journal of Applied, Psychology,1971, Vol.55:399-405
[2] Dollinger, M.J., Environmental boundary spanning and information processing effects on organizational performance, Academy of Management Journal,1984,27(2):351-168.
[3] Wiersema, Bante. Top Management Team Demography and Corporate Strategic Change. Academy of Management Journal,1992,35(1)91-31
[4] Bantel KA, Jackson SE. Top management and innovations in banking:does the composition of the top team make a difference? Strategic Management Journal, Summer Special Issue,1989,10:107-124.
[5] Daellenbach, U.S., McCarthy, A.M., Schoenecker, T.S., Commitment to Innovation:The Impact of Top Management Team Characteristics. R&D Management 1999.29, Issue 3,199-208.
[1] Cyert R. M. and J. G March. A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963, p9
[2] Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation.In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press, 1985, pp 171-222
[3] Dalton, Dan R. and Idalene F. Kesner. Organizational Performance as an Antecedent of Inside/Outside Chief Executive Succession:An Empirical Assessment, The Academy of Management Journal,1985, (28)4:749-762.
[4] James, L. R.& Brett, J. M. Mediators, moderators, and tests for mediation. Journal of Applied Psychology, 1984,69:307-321.
[1] Hambrick D. C. Fragmentation and the other problems CEOs have with their top management teams. California Management Review, Greenwich CT:JAI Press,1995,37(3):110-127
[2] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[3] Hannan M., and J. Freeman The population ecology of organizations. American Journal of Sociology,1977,.82, 929-64.
[4] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406.
[1]何倩.战略导向、组织柔性对战略变化速度的影响研究：[博士学位论文].陕西：西安交通大学,2007
[2] Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[3]Andrews K. R. The Concept of Corporate Strategy. Homewood.L:Irw,1971, p109
[4] Gatignon H Xuereb J M. Strategic Orientation of The Firm New Product Performance. Journal of Marketing Research,1997,341:77-90
[5] Millers R.E, Snow C C, Meyer A.D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[1] Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[2] Bulent Menguc and Seigyoung Auh, A test of strategic orientation formation versus strategic orientation implementation. Journal of Marketing Theory and Practice,2005,13(2):4-19
[3] Rajeswararao Chaganti, Rakesh Sambharya. Research notes and communications strategic orientation and characteristics of upper management. Strategic Management Journal,1987,8:393-401
[1]Zaccaro S.J. Models and theories of leadership. Alexandria VA:U.S. Army Research Institute for the Behavioral and Social Sciences.1996, p18
[1]李怀祖,《管理研究方法论》,西安交通大学出版社,2004年,第46页
[1] Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002, p76
[2] Stogdill R.M. Handbook of Leadership. New York:Free Press,1974. p259
[3] Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc.2001,p28
[4] Bass B.M. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology,1999,8(1):9-32
[5] Fleishman E.A. The Description of Supervisory Behavior. Journal of Applied Psychology,1973,37,1:1-6
[1] Yukl,GA. Leadership in organization.2nd ed. Englewood Cliff, NJ:Prentice-Hall,1989,p3
[2] Yulk G. An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories. Leadership Quarterly,1999,10(2):285-305
Rauch C. F.& Behling O. Functionalism:Basis for an alternate approach to the study of leadership. In:J. G Hunt, D. M. Hosking, C. A. Schriesheim, and R. Stewart, Eds.1984, p65
[4] Nahavandi A. Te art and science of leadership. Upper Saddle River, New Jersey:Pearson Education,Inc, 2006,p9
[5]Robbins S.P. Organizational Behavior. Upper Saddle River, NJ:Prentice-Hall,2001, p2
Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc,2001,p67
[7] Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002, p104
[8] Hunt J.G. What is Leadership. In:J.Antonakis, A.T. Cianciolo & R.J. Sternberg, Eds.The Nature of Leadership. Thousand Oaks:Sage Publications,2004. pp 19-47
[9] Yukl G. An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories. Leadership Quarterly,1999,10(2):285-305
[10] Stephen J. Zaccaro and Richard J. Klimoski. Understand the Performance Imperatives Confronting Today's Leaders, NJ:Prentice-Hall,2004, p93
[1] Stogdill R.M. Handbook of Leadership. New York:Free Press,1974. p259
[2] Anton akis J.& Cacciatore S. Heuristics and biases in evaluations of leaders:The effects of uncertainty. Institute of International Management Working Paper No.0306. Lausanne:University of Lausanne.2003, p34
[3] Schein E.H. Organizational culture and leadership.2nd eds. Sanfrancisco:Jossey-Bass,1997, p87
[4]Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc,2001, p108
[1]House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473
[2] Likert R. New Patterns of Management. New York, McGraw-Hill,1961, pp 113-115
[3] Lowe K & Gardner W. Ten years of The Leadership Quarterly:Contributions and challenges for the future. The Leadership Quarterly,11(4):459-514
[4] Rush M.C., Thomas J.C.& Lord R.G. Implicit leadership theory:A potential threat to the validity of leader behavior questionnaires. Organizational Behavior and Human Performance,1977,20:93-110
[1] Lord R.G J.F Binning, M.C. Rush and J.C. Tomas. The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance,1978,21:27-39
Meindl J.R.& Ehrlich S.B. The romance of leadership and the evaluation of organizational performance.
Academy of Management Journal,1987,30(1):91-109
[3] Meindl J.R., Ehrlich S.B.& Dukerich J.M. The romance of leadership. Administrative Science Quarterly,1985, 30(1):78-102
[4]Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly,2001,11(4): 515-549
[5] Dansereau F. J., Graen G.& Haga W. A vertical dyad linkage approach to leadership within formal
organizations:A longitudinal investigation of the role making process. Organizational Behavior and Human Performance.1975.13:46-78
Uhl-Bien M., Graen G. B.& Scandura T. A. Implications of leader-member exchange (LMX) for strategic human resource management systems:relationships as social capital for competitive advantage. In:G. R. Ferris, Eds. Research in Personnel and Human Resources Management,2000, Vol.18:137-185
[7] Lord R.G., Foti R.J.& De Vader C. L. A test of leadership categorization theory:Internal structure, information processing and leadership perceptions. Organizational Behavior and Human Performance,1984,34:343-378
I8] Wofford J.C., Goodwin V. L.& Whittington J.L. A field study of a cognitive approach to understanding transformational and transactional leadership. Leadership Quarterly,1998,9:55-84
[1] Lowe K & Gardner W. Ten years of The Leadership Quarterly:Contributions and challenges for the future. The Leadership Quarterly,11(4):459-514
[2]Zaccaro S.J.& Horn Z.N.J. Leadership theory and practice:Fostering an effective symbiosis. Leadership Quarterly,2003,14:769-806
[3] Day D.V.& Lord R.G Executive Leadership and Organizational Performance:Suggestions for a New Theory and Methodology. Journal of Management,1988,14:453-464
[1]Daft R.L. The Leadership Experience.2nd ed. Orlando FL:Harcourt,2002, p99
[2]Hiller A. Allergy testing and treatment for canine atopic dermatitis.2002, Vet. Med.97:210-224
[3]Goffee R. Leadership, creativity and innovation. Prensentation given at the 3rd Annual Innovation Exchange Conference, London Business School, London, Dec.4,2003, p78
[4]O'Toole, Laurence J. Jr. Research on Policy Implementation:Assessment and Prospect. Journal of Public Administration Research and Theory,2000,10(2):263-288
[5] Van Seters.D.A.& Field R. H. G. The evolution of leadership theory. Journal of Organizational Change Management,1990,3:29-45
161 House R.J.& Shamir B. Toward the integration of transformational, charismatic and visionary theories. Chemers and Ayman, Eds. Leadership Theory and Research:Perspectives and Directions. San Diego:Academic Press.1993.81-107
[7] Bass B.M. Leadership and performance beyond expectations. New York:Free Press,1985, p102
[1] Yukl, G., Leadership in Organizations,4th edn, Prentice-Hall International, New Jersey,1998, p44
[2]Klein K.J. Meta-analytic studies of leadership:Added insights or added paradoxes? Current Psychology: Development, Learning, Personality, Social,1993-1994,12:326-343
[3] Pfeffer J. and Salancik G.R. Who gets power-and how they hold on to it:A strategic contingency model of power. Organizational Dynamics,1977a,5(3):2-21
[4]Meindl J.R., Ehrlich S.B.& Dukerich J.M. The romance of leadership. Administrative Science Quarterly,1985, 30(1):78-102
[5] Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology,1972, 6:1-22
[6] House R. L, Spangler W. D.& Woycke J. Personality and charisma in the U.S. presidency:A psychological theory of leader effectiveness. Administrative Science Quarterly,1991,36:364-396.
[1] Waldman D.A.& Yammarino F.J. CEO Charismatic Leadership:Levels-of-management and Levels-of-analysis effects. Academy of Management Review,1999,24:266-285
[2] House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473
[3]Cannella A. A. Jr.& Monroe M.J. Contrasting perspectives on strategic leaders:Toward a more realistic view of top managers. Journal of Management,1997,23 (3):213-237
[4] Bryman A. Charisma and Leadership in Organizations.London:Sage,1992, p65
[5] Hunt J.G. Leadership:A New Synthesis. Newbury Park. CA:Sage Publication, Inc,1991, p43
[6] Zacarro S.J., Gilbert J.A., Thor K.K.& Mumford M.D. Leadership and social intelligence:Linking social perspectiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly,1991,2:317-342
[7] Smith J. E., Carson K. P.& Alexander R. A. Leadership:It can make a difference. Academy of Management Journal,1984,27(4):765-776
[1]黄宏斌,秦辉,涂少伟.企业高层管理团队研究探讨.企业经济.2005,8：42-43
[2] Sosik J J, Jung D I, Berson Y, et al. Making all the right connections:the strategic leadership of top executives in high-tech organizations. Organizational Dynamics,2005,34 (1):47-61
[3]Ireland R. D. and M. A. Hitt. Achieving and maintaining strategic competitiveness in the 21 st century:The role of strategic leadership. Academy of Management Executive,1999,13(1):43-57
[4] Christensen C M. Making strategy:learning by doing. Harvard Business Review,1997,75(6):141-156
[1] Daft R.L. Leadership:Theory and Practice. New York:The Dryden Press,1999, p48
[2]中国科学院领导力课题组.战略领导力模式研究.领导科.2009.2.4-7
[3]Boal K.B. Strategic leadership. In:Goethals G.R., Sorenson G.J., and Burns J.M, eds. Encyclopedia of leadership. Thousand Oaks, CA:Sage,2004, pp1497-1504
[1]Cyert R. M. and J. G. A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall, March 1963, p33
[2] Fredrickson J.R. The Comprehensiveness of strategic Process:Extension Observations, and Future Direction. Acdemy of Management Journal,1984,27:445-466
[3] Murray D.M. Modelling for adaptivity, Proceedings of 8th Interdisciplinary Workshop, Informatics and Psychology, Scharding. Amsterdam:North Holland, Austria,May 1989, p32
[4] Geletkanycz M.& Hambrick D. The external ties of senior executives:Implications for strategic choice and performance. Administrative Science Quarterly,1997,42:654-681
[5] Sanders W.G. and Carpenter. M. Internationalization and firm Governance:The Roles of CEO Compensation, Top Management Composition, and Board Structure. Academy of Management Journal,1998,41:158-178
[1] House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473; Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly, 2001.11(4):516
[2] Selznick P. Leadership in administration:A sociological interpretation. Berkeley, CA:University of California Press,1984, p123
[1]Richard L. Hughes and Katherine Colarelli Beatty. Becoming a Strategic Leader:Your Role in Your Organization's Enduring Success, Thousand Oaks, CA:Sage,2002, p97
[2] Hambrick D.C.& Pettigrew A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,2001,15(3):36-44
[3] Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002, p55
[4] Hambrick D.C.& Pettigrew A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,2001,15(3):36-44
[1]Dusya Vera, Mary Crossan. Improvisation and Innovative Performance in Teams. Organization Science,2005, Vol.16(3):203-224
[2] Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly.2001,11(4): 515-549
[1]House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473
[2]Bryman. A. Charisma and leadership in organizations. London:Sage Publications,1993
[3] Hambrik D.C.& P.Mason. The Organization as a Refection of its Top Managers. Academy of Management Riview,1984,9:193-206; Hiller & Hambrick. Conceptualizing executive hubris:the role of (Hyper-) core self-evaluations in strategic decision-making. Strategic Management Journal,2005,26:297-319
[4] Hambrick D.C. The field of management's devotion to theory:Too much of a good thing?. Academy of Management Journal,2007,50 (6),1346-1352
[5] Hambrick D.C.& Mason P.A. Upper echelons:The organizaton as a reflection of its top managers. Academy of Management Review,1984,9:193-206
[6] Finkelstein S.& D.Hambrick. Top Management Team and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35:484-503
Michel J. G.& Hambrick D. C. Diversification posture and top management team characteristics. Academy of Management Journal,1992,35:9-37
[8]Wiersema, Bante. Top Management Team Demography and Corporate Strategic Change. Academy of Management Journal,1992,35(1):91-31
[1] Cyert R. and March J. A Behavioral Theory of the Firm. Englewood Cliffs:Prentice Hall,1963, p21; March J. G & Simon. H. A. Organizations. New York:Wiley,1958, p68
[2] Mintzberg H. Mintzberg on management:Inside our strange world of organizations. New York, NY:The Free Press,1989, p77
[3] Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul,1996. p42
[4] Cannella A. A. Jr.& Monroe M. J. Contrasting perspectives on strategic leaders:Toward a more realistic view of top managers. Journal of Management,1997,23(3):213-237
[5] Patricia Pitcher and Anne Smith. Top Management Team Heterogeneity:Personality, Power, and Proxies. Organization Science,2001, January-February:1-18
[1] Hunt J.G. Leadership:A New Synthesis. Newbury Park. CA:Sage Publication, Inc,1991, p112
[2] Quinn R E. Beyond rational management:Mastering paradoxes and competing demands of high effectiveness, San Francisco:Jossey-Bass,1988, p21
[1] Zacarro S.J., Gilbert J.A., Thor K.K.& Mumford M.D. Leadership and social intelligence:Linking social perspectiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly,1991,2:317-342
[2] Hunt, Robert M. "Patent Reform:A Mixed Blessing for the U.S. Economy?" Federal Reserve Bank of Philadelphia Business Review (November/December),1999. pp15-29.; Bryman A. Charisma and Leadership in Organizations.London:Sage,1992, p54
[3] House R.J., Wright N.S. and Aditya R.N. Cross-cultural research on organizational leadership:A critical analysis and a proposed theory. In:Earley P. C.& Erez M, Eds. New Perspectives on International Industrial/ Organizational Psychology,1997.535-625
[4]Podsakoff P. M., MacKenzie S. B., Moorman R. H.& Fetter R. (Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1990,1:107-142
[5] Burns J.M. Leadership. NY:Harper & Row,1978, p154
[6] Bass B.M. Leadership and performance beyond expectations. New York:Free Press,1985, p31
Antonakis J., Avolio B.J.& Sivasubramaniam N. Context and leadership:an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly,2003,14: 261-295; Judge T. A.& Piccolo R. F. Transformational and transactional leadership:Ameta-analytic test of their relative validity. Journal of Applied Psychology,2004,89:755-768; Kuhnert K.W. and Lewis P. Transactional and transformational leadership:aconstructive/developmental analysis. Academy of Management Journal,1987, Vol.12:648-657
[1] Bass B. M.& Avolio B. J. Transformational leadership and organizational culture. International Journal of Public Administration,1994,17(3/4), March:541-555;
[2] House R J, Baetz M L. Leadership:some empirical generalizations and new research directions. In:Staw BM, Cummings LL, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1979, Vol.1.341-423
[3] House HL. Nutrition of natural enemies. In:Ridgeway R L, Vinson S B, eds. Biological Control by Augmentation of Natural Enemies. New York:Plenum Press,1977,p7; Conger J.A. Inspring others:the language of leadership. Academy of Management Executive,1991,5(1):31-45
[4] Yukl G, Van Fleet DD. Theory and research on leadership in organizations. In:Dunnette M, Hough L et al, eds. Handbook of Industrial and Organizational Psychology, Vol.3.2nd ed. Palo Alto, CA:Consulting Psychologists Press,1992,pp147-197
[5] Yukl G. A. Leadership in Organizations.5th ed. New Jersey:Prentice-Hall,2002, p244
[6]吴复新.应用激励保健理论提高员工工作意愿与绩效之研究.人事月刊, 1991,12(2)：12～24
[7] Conger J A.& R.N.Kanungo. Toward a Behavioural Theory of Charismatic Leadership in Organizational Settings. Academy of Management Review,1987,12:637-647
[8] Sashkin M. The Visionary Leader. in:J.A.Conger & R.N.Kanungo, Eds. Charismatic Leadership. San Francisco: Jossey-Bass,1988, pp122-160
[9] Bennis W.& Nanus B. Leaders. New York:Harper and Row,1985, p33
[10] Korac-Kakabadse, Andrew, Korac-Kakabadse, Nada and Myers, Andrew. Demographics and leadership philosophy:exploring gender differences. Journal of Management Development.1998, vol.17:9
[1] Boal K. B.& Hooijberg, R. Strategic leadership research:Moving on. Leadership Quarterly,2000,11(4):515
[2] Mintzberg H. Mintzberg on management:Inside our strange world of organizations. New York, NY:The Free Press,1989, p154
[3] R.H. Waterman, T.J.Peter and J.R. Phillips. Struture Is Not Organization. Business Horizons,1980,23(3): 14-26
[1] Selznick P. Leadership in administration:A sociological interpretation. Berkeley, CA:University of California Press,1984, p5
[2] Nahavandi A. Te art and science of leadership. Upper Saddle River, New Jersey:Pearson Education, Inc,2006, p7
[1] Hitt M. A.& Keats B. W. Strategic leadership and restructuring:A reciprocal interdependence. In:R. L. Phillips & J. G. Hunt, Eds. Strategic leadership:A multi-organization level perspective. Westport, CT:Quorum Books,1992, p98
[2] Richard L. Hughes and Katherine Colarelli Beatty. Becoming a Strategic Leader:Your Role in Your Organization's Enduring Success, CA:University of California Press,1999, p5
[1] Gatewood R.D.& Field H.S. Human Resource Selection.4th edition. New York:The Dryden Press,1998, p8
[2] Costa P. T.& McCrae R. R. Multiple uses for longitudinal personality data. European Journal of Personality, 1992,6:85-102
[3] Monte C.F.& Sollod R. N. Beneath the mask:An introduction to theories of personality.7th ed. Danvers, MA: Wiley,2003, p45
[4] Cable D & Judge T.A. Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes,1996,67:294-311
I51 Wiggins GB. Larvae of the North American caddisfly genera.2nd Edition. University of Toronto:Toronto Press, 1996, p457
[6] Hough L.M. The'Big Five'personality variables—construct confusion:Description versus prediction. Human Performance.1992.5:139-155
[1]Kets de Vries MF, Miller D. Narcissism and leadership:an object relations perspective. Human Relations,1985,
[2] R.C.Hoffman & H.W.Hegarty. Top Management Influnce on Innovations:Effects of Executive Characteristics 38:583-601 and Social Culture. Journal of Management,1993,19:549-574
[3] David A. Waldman, Mansour Javidan, Paul Varell. Charismatic leadership at the strategic level:A new application of upper echelons theory, The Leadership Quarterly,2004,15:355-380
[4]Hambrick D., Mason P. Upper echelons:the organization as a reflection of its top managers. Academy of Management Review,1984,9(2):196
[5]U.C.V. Harley & S.A.Stumph. Cognitive Trails in Strategic Management Decision-making:Linking Theories of Personalities and Cognitions. Journal of Management Studies,1989,26:477-497
[6]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator. Journal of Organizational Behavior,2005,26:839-865
[7] Timothy A. Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt. Personality and Leadership:A Qualitative and Quantitative Review. Journal of Applied Psychology,2002, Vol.87(4):765-780
[8].D.Miller, M.Kets de Vries & J.M.Toulouse. Top Executive Locus of Control and Its Relationship to Strategic-making,Structure and Environment. Academy of Management Journal,1982,25:237-253;
[9]Casson, Mark C. The Entrepreneur. An Economic Theory. Oxford:Martin Robertson,1982, p127
[1] Pitt L.F. and Kannemeyer R. The role of adaptation in microenterprise development:a marketing perspective. Journal of Developmental Entrepreneurship,2000,5(2):137-155
[2] Korunka C., Frank H., Lueger M.& Mugler J. The entrepreneurial personality in the context of resources, environment, and the startup process-A configurational approach. Entrepreneurship Theory and Practice,2003,28 (1):23-42
[1] J.B.Rotter. Genenalized Expectancies for Internal versus External Control of Reinforcement. Psychological Monographs:General and Applied,1966,80:1-28
[2] Brockhaus. Advances in entrepreneurship, firm emergence and growth. Greenwich.CN:JAI Press,1982, volume 21-50
[1]McClelland D.C. The Achieving Society. Princeton.NJ:D.Van Nostrand,1961, p42
[1] J.G.March & Z.Shapira. Managerial Perspectives on Risk and Risk Taking. Management Science,1987,33: 1404-1418
[1] Arijit Chatterjee, Donald C. Hambrick. It's all about me:Narcissistic CEOs and Their Effects on Company Strategy and Performance. Mnistrative Science Quarterly,2007,52:351-386
[1]Wink P.& Donahue K. The relationship between two types of narcissism and boredom. Journal of Research in Personality,1997,31:135-140
[2] Kernberg O. Internal world and external reality. Object relations theory applied. New York:Jason Aronson, 1986, p99
[1]Watson P.J.& Biderman M.D. Narcissistic personality inventory factors, splitting, and self-consciousness. Journal of Personality Assessment,1993,61:41-57
[2]Oltmanns T. F., Friedman J. N., Fiedler E. R.& Turkheimer E. Perceptions of people with personality disorders based on thin slices of behavior. Journal of Research in Personality,2004,38:216-229
[3]Wallace Harry M. and Roy F. Baumeister. The Effects of Success versus Failure Feedback on Further Self-Control.Self and Identity,2002,1:35-41
[4]Brown R. P.& Bosson J. K. Narcissus meets Sisyphus:Self-love, selfloathing, and the never-ending pursuit of self-worth. Psychological Inquiry,2001,12:210-213
[5] Raskin R.& Terry H. A principal-components analysis of the Narcissistic Personality Inventory and further evidence of its construct validity. Journal of Personality and Social Psychology,1988,54:890-902
[6] Cannella J A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,1993,15(3):36-44
[1][美]迈克尔·A·希特等.战略管理：竞争与全球化,吕巍等译.北京：机械工业出版社,2002,第132页
[2]Markids.C. A Dynamic View of Strategy. Sloon Management Review,1999,40(3):55-63
[3] Markids.C. A Strategic Innovation. Sloon Management Review,1997,38(3):9-23
[1] Hooijberg R, Hunt J G, Dodge G E. Leadership complexity and development of the leader pled model. Journal of Management,1997,23:375-408
[2] Connelly M S, Gilbert J A. Zaccaro S J. et al. Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly,2000,11 (1):65-68
[3] Barbara J. Davies & Brent Davies. Strategic leadership. School Leadership & Management,2004, vol.24(1): 29-38
[4] Burgleman R.A & Grove A.S. Strategic dissonance. Californian Management Review,1996,38:8-28
[1] Davies, Barbara and Davies.Brent. Strategic Leadership School. Leadership and Management,2004,24(1):
[2] Sosik J J, Jung D I, Berson Y, et al. Making all the right connections:the strategic leadership of top executives 29-38 in high-tech organizations. Organizational Dynamics,2005,34 (1):47-61
[3] Mumford T V, Campion M A, Morgeson F P. The leadership skills strataplex:leadership skill requirements across organizational levels. The Leadership Quarterly,2007,18 (2):154-166
[41 Antonakis J & House R.J. An analysis of the full-range leadership theory:The way forward. In:B.J.Avolio & F.J.Yammarino, Eds. Transformational and Charismatic Leadership:The Road Ahead. Amsterdam:JAI Press, 2002.3-34
[5] Frances Hesselbein. Strategic leadership. Executive Excellence,1994,11(8):13-17
[1] Christensen C.M. The innovator's dilemma. Boston.M.A:Harvard Business School Press.1997, p52
[2]Nahavandi A.& Malezadeh A.R. Leader style in strategy and organizational performance:An integrative framework. Journal of Management Studies,1993,30(3):405-425
[1] Wiklund.J. The Sustainability of the Entrepreneurial Orientation-Performance Relationship. Entrepreneurship Theory and Practice,1999,24(1):37-48
[1] Chandler A.D. Strategy and structure:chapters in the history of the American industrial enterprise. Cambridge, Massachusetts:MIT Press,1962, p77
[2]Child, J. Organization structure, environment and performance:the role of strategic choice. Sociology,1972, 6(1):1-22
[3] Starbuck W. H. Organization and their environment. In:Marvin D Dunnette, eds. Handbook of industrial organizational psychology. Chicago Illinois:Rand McNally,1976.1069-1123
[4] Weick K.E. Enactment process in organizations. In:Barry M Staw and Gerald R Salanick, eds. New directions in organizational behavior (Chapter 8). Chicago, Illinois:St. Clair Press,1977, p111
[5]Kimberly J. An interview with Miles R, and Snow C. Academy of Management Executive,1976,17(4):97-104
[1]何倩.战略导向、组织柔性对战略变化速度的影响研究：[博士学位论文].陕西：西安交通大学,2007
[2] Jeong.I., Pae.J.H. and Zhou.D. Antecedents and consequences of the strategic orientations in new product development:The case of Chinese manufacturers. Industrial Marketing Management.2006, Vol.35:348-358
[3] Barbara.J. Davies & Brent Davies. Strategic leadership. School Leadership & Management,2004, vol.24(1): 29-38
[4]Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[5] Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[6] Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[1] Miles R, and Snow C. Organizational Strategy, Structure and Process. New York:McGraw-Hill,1978, p9
[2] Porter M.E. Technology and Competitive Advantage. Journal of Business Strategy,1985,5(4):60-77
[3] Miller D. Confugurations of Strategy and Structure. Strategic Management Journal,1986,7(1):233-250
[4] Venkatraman N. Strategic orientation of business enterprises:the construct, dimensionality, and measurement. Management Science,1989,35(8):942-963
[1] Berthon P. Hulbert J M, Pitt L F. To Serve or Create Strategic Orientations Toward Customers and Innovation. California Management Review,1999,42(1):37-58
[2]Engelland B. T., Summey J. H. An Extended Typology of Strategic Orientation and Its Linkages to Product Innovation. The Journal of Marketing Management,1999,9(2):19-31
[3] Miles R., Snow C. Organizational Strategy, Structure and Process. New York:McGraw-Hill,1978. p21
[4] Millers R.E, Snow C C, Meyer A.D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[1] Miller, Danny, and Peter H. Friesen. Archetypes of strategy formulation. Management Science,1978,24: 921-933
[1]Zahra S.A. and J.A.Pearce. Research Evidence on the Miles and Snow Typology. Journal of Management,1990, 16:751-768
[2] Hambrick D.C. High-profit strategies for mature capital-goods businesses:A contingency approach. Academy of Management Journal,1983,26
[3] Adolf A. Berle and Gardiner C. Means. The Modern Corporation and Private Property. New York:Harcourt, Brace & World,1932, p41
[4] Chandler J. Factors influencing monoclonal antibody production in mouse ascites fluid. In:Commercial Production of Monoclonal Antibodies. S. Seaver, eds. New York:Marcel Dekker, lnc,1987. pp75-92
[5] Barnard Chester. The functions of the executive. Cambridge, MA:Harvard University Press,1938, p9
[1]Burkart, Mike D. Gromb and F. Panunzi. Large shareholders, monitoring, and the value of the firm. The Quarterly Journal of Economics,1997:693-727
[2]Aghion P, Tirole J. Formal and real authority in organizations. Journal of Political Economy,1997,105:1-29
[3] Burkart, Mike D. Gromb and F. Panunzi. Large shareholders, monitoring, and the value of the firm. The Quarterly Journal of Economics,1997,54
[1] Hannan M. T.& Freeman J. H. Structural Inertia and Organizational Change. American Sociological Review. 1984,49:149-164
[2] McKelvey B. Dynamics of new science leadership:an OB theory of the firm, strategy, and distributed intelligence. Paper presented at The MESO Conference at Duke University, Durham, NC, April/May,1999, p76
[3]纳尔逊.温特.经济变迁的演化理论.北京：商务印书馆,1997,第43页
[4]Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology,1972, 6
[1] Hrebiniak L and Joyce W. Organizational adaptation:Strategic choice and environmental determinism. Administrative Science Quarterly,1985,30:336-349
[2] McKelvey B.& Aldrich H. E. Populations, Organizations, and Applied Organizational Science. Administrative Science Quarterly,1983,28
[3]Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[1] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[2] Finkelstein S, Hambrick D C. Strategic Leadership:Top Executives and their Effects on Organizations. West: New York,1996, p106
[1] Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. ln:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985, p63
[2] Hannan.M.T., Freeman.J.H. The Population Ecology Approach of Organizations. American Journal of Sociology,1977,82:929-964
[3] Lodahl T. M.& Mitchell S. M. Drift in the Development of Innovative Organizations. The Organizational Life Cycle,1980,187-207
[4] Mintzberg H. Patterns in Strategy Formation. Management Science,1978,24:934-948
[5] Aldrich H. E. Organizations and Environments. Englewood Cliffs. NJ:Prentice Hall,1979, p21
[6] Miller D.& Toulouse J. M. Chief Executive Personality and Corporate Strategy and Structure in Small Firms. Management Science,1986,32:1389-1409
[7] Galbraith J. K. The New Industrial State, Cambridge,1967, p52
[8]Reid S.R. Mergers. Managers and the Economy. New York:McGraw-Hill,1968, p19
[9] Agrawal A. and C.Knoeber. Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders. Journal of Financial and Quantitative Analysis, September 1996, V.31(3),377-397
[1] Allison G. T. Essence of Decision:Explaining the Cuban Missile Crisis. Boston:Little,1971, p71
[2] Cyert R. M. and J. G. March A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963, p11
[3] Weiss H. M.& Adler S. Personality and Organizational Behavior, Research in Organizational Behavior,1984,6: 1-50
[4] Monson T. C., Hesley J. W.& Chernick L. Specifying When Personality Traits Can and Cannot Predict Behavior:An Alternative to Abandoning the Attempt to Predict Single Act Criteria. Journal of Personality and Social Psychology,1982,43
[5] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[6] Walsh J. P. and J. K. Seward. On the efficiency of internal and external corporate control mechanisms. Academy of Management Review,1990,15(3):421-158
[7] Singh J. Performance, Slack, and Risk Taking in Organizational Decision Making. Academy of Management Journal.1986.29:562-585
[1] Cyert R. M. and J. G. March A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963
[2] Miles R. H.& Cameron K. Coffin Nails and Corporate Strategies. Englewood Cliffs, New Jersey:Prentice-Hall, 1982, p165
[3] Agrawal A. and C.Knoeber. Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders. Journal of Financial and Quantitative Analysis, September 1996, V.31(3),377-397
[4] Adolf A. Berle and Gardiner C. Means. The Modern Corporation and Private Property. New York:Harcourt, Brace & World,1932, p132
[5] Salancik G. R.& Pfeffer J. Effects of Ownership and Performance on Executive Tenure in U.S. Corporations. Academy of Management Journal,1980,23:653-664
[6]McEachern W. A. Managerial Control and Performance. MA:Lexington,1975, p94
[1] Salancik G. R.& Pfeffer J. Effects of Ownership and Performance on Executive Tenure in U.S. Corporations. Academy of Management Journal,1980,23:653-664
121 Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987, p4
[1] Hambrick, D. C.& Finkelstein, S., Managerial Discretion:A Bridge between Polar Views on Organizations. L.L.Cummings & M. Staw (Eds.), Research in Organizational Behavior,1987.9:369-406.
[2] Whittington H B. Hypostomes of Cambrian trilobites Palaeontology,1988,31:524
[1] Hambrick D.C. "The field of management's devotion to theory:Too much of a good thing?". Academy of Management Journal,2007,50 (6),1346-1352
[2] Weick, K. E., The Social Psychology of Organizing, Resding, MA:Addison-Wesley,1979, p212
[3] Antonakis J., Avolio B.J.& Sivasubramaniam N. Context and leadership:an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly,2003,14
[4] Anderson P, Tushman M.L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3):675-711
[5] Goodstein L. D., Nolan T. M.& Pfeiffer J. W. Applied strategic planning:How to develop a plan that really works. New York:McGraw-Hill,1993, p154
[1]Daft R. L. Organizational theory and design.7th ed. Cincinnati. OH:South-Western,2001, p54
[2] Steiner, George. The cleric of treason. In:George Steiner:A Reader. New York:Oxford University Press,1984, p66
[3] Richard O. C., B. P. S. Murthi, and K. Ismail. The Impact of Racial Diversity on Intermediate and Long-Term Performance:The Moderating Role of Environmental Context. Strategic Management Journal,2007,28
[4]Dill W. Environment as an Influence on Managerial Autonomy. Administrative science Quarterly,1958,2: 409-443
[5] Duncan R. B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17:313-327
[6] Lawrence R.R., Lorsch J.W. Organization and Environment. Boston Harvard University, Graduate School of Business Administration.1967.13-27
[1] Duncan R. B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17:313-327
[2]Lawrence P.R., Lorsch F.W. Differentiation and integration in complex organizations. Administrative Science Quarterly,1967,12(1):1-47
[3]王益谊,席酉民,毕鹏程.组织环境的不确定性研究综述.管理工程学报,2005,1：46～50
[4] Fahey L, V.K.Narayanan.Macro. Environmental analysis for strategic management. New York:West Publishing Company,1986, p171
[5]张映红.公司创业战略—基于中国转型经济环境的研究.北京：清华大学出版社,2005,第56页
[6]Koopmans T. C. Three Essays on the State of Economic Science. New York:McGraw-Hill,1957, p32
[1] Manolis C., Nygaard A.. Stillerud B. Uncertainty and vertical control:an international investigation. International Business Review,1997,6(5):501-518
[2] Duncan R.B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17
[3]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29
[4] Volberda H.W. Building the Flexible Firm. Oxford:Oxford University Press,1998, p87
[l]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29: 52-73
[2] Volberda H.W. Building the Flexible Firm. Oxford:Oxford University Press,1998, p112
[3]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29: 52-73
[4] Tan J. Justin and Litschert Robert J. Environment-Strategy Relationship and its Performance Implications:An Empirical Study of the Chinese Electronics Industry. Strategic Management Journal,1994,15:1-20
[5]Covin J G and Slevin D P. Strategic management of small firms in hostile and benign environments. Strategic Management Journal,1989,10:75-871
[6] Aldrich H.E. Organizations and environment. Englewood Cliffs, NJ:Prentice-Hall,1979, p21
[7]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29: 52-73
[1][美]斯蒂芬·罗宾斯.管理学(第四版),黄卫伟等译.中国人民大学出版社,1999,第98页
[2]Robert B. Duncan, Characteristics of Perceived Environment and Perceived Environment Uncertainty, Administrative Science Quarterly 1972 (17):313-27
[1] George P. Huber. Perceived environmental uncertainty:effects of information and structure. Academy of Management Journal,1975,16:737-754
[2] Jauch L, K.Kratt. Strategic Management of Uncertainty. Academy of Management Review 1986,11:777-790
[3]Daft R, J.Sormunem, D.Parks. Chief Executive Scanning, Environmental Characteristics and Company Performance:An Empirical Study. Strategic Management Journal,1988,9(2):123-139
[4] Downey H K, J W Slocum. Uncertainty:Measure, Research and Sources of Variation. Academy of Management Journal, 1975.18:562-578
[1] Huber G P, O'Connell M J, Cummings L L. Perceived environmental uncertainty:Effects on information and structure. Academy of Management Journal,1975,18:725-740
[2] Lawrence GHrebiniak, Charles C.Snow. Industry difference in environmental uncertainty and organizational characteristics related to uncertainty. Academy of Management Journal,1980,23(4):750-759
[3] Courtney H. Foresight:crafting strategy in an uncertain world. Boston, Massachusetts:Harvard Business School Press,2001, p139
[4] Hovakimian A. The role of target leverage in security issues and repurchases. Journal of Business,2004,77 1041-1071
[1] Justin Tan, Robert J.Litschert. Environment strategy relationship and its performance implications an empirical study of the Chinese electronics industry. Strategic Management Journal,1994,15:1-18
[2]Papadakis V. M., Lioukas S.& Chambers D. Strategic Decision-Making Processes:The Role of Management and Context. Strategic Management Journal,1998, vol.19
[3] Schneider S.C., Barsoux J.L. Managing across Cultures. London:Prentice Hall,2003,p36
[1]Zahra S. and Covin G. Contextual influences on the corporate entrepreneurship-performance elationship:a longitudinal analysis. Journal of Business Venturing,1995,10:43-58
[2] Jansen J.J.P., Van den Bosch F.A.J., Volberda H.W. Exploratory innovation, exploitative innovation, and ambidexterity:the impact of environmental and organizational antecedents. Schmalenbach Business Review,2005, 57:351-363
[3] Hamel G. Leading the revolution. Cambridge, MA:Harvard University Press,2000, p83
[4] Castaner J. Diversification as learning:the role of corporate exploitation and exploration under different environmental conditions in the US phone industry,1979-2000:[Ph.D. dissertation]. University of Minnesota, 2002, p54
[5] Ireland R.D., Webb J.W. Strategic entrepreneurship:creating competitive advantage through streams of innovation. Business Horizons,2007,50:49-59
[6]李剑力.战略型创业研究评介.外国经济与管理,2007,9：17～23
[1]Allport G. Pattern and growth in personality. New York:Holt,Rinehart and Winston, Inc,1963, p77
[2]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator. Journal of Organizational Behavior,2005,26:839-865
[3] Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[1] Hitt.M. A.& Tyler. B. B. Strategic decision models:Integrating different perspectives. Strategic Management Journal,1991,12:327-351
[2] A.K.Gupta & V.Govindarajan. Business Unit Strategy, Managerial Characteristics and Performance. Academy of Management Journal,1984,27:25-41
[3] Anderson P, Tushman M L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3):675-711
[1]Hoskisson R and Busenitz L. Market uncertainty and learning distance in corporate entrepreneurship entry mode choice. In:Hitt M, Ireland R, Camp S, and Sexton D, eds. Strategic Entrepreneurship:Creating A New Mindset. Oxford, UK:Blackwell Publishers,2002, p127
[1] Gabarro J J. Diagnosing Organization Environment Fit Implications for Organization Development. Education and Urban Society,1974,6(2):153-178
[1]Tushman M, Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985. pp171-222
[2]Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985. pp171-222
[3]罗珉.战略选择论的起源、发展与复杂性范式.外国经济与管理,2006,1：9-16
[4] Dutton J, and Duncan R. The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal,1987,8:279-295
[5]Stevenson H and Gumpert D. The heart of entrepreneurship. In:Sahlman W, Stevenson H, and Roberts M et al, eds. The Entrepreneurial Venture. Boston:MA, Harvard Business School Press,1991, p91
[6] Miles R E, Snow C C, Meyer A D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[1]付亚和,许亚林.绩效管理.上海：复旦大学出版社,2003,第76页
[2] Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology, 1972.6:1-22
[1] Seigyoung A., Bulent M. The Influence of Top Management Team Functional Diversity on Strategic Orientations. Intern. J of Research in Marketing,2005,22(1):333-350
[2] Stock R M, Hoyer W D. Leadership Style as Driver of Sales people's Customer Orientation. Journal of Market Focused Management,2002,5(1):355-376
[3] Tuominen M., Rajalai A, Moller K. Market Driving Versus Market Driven Divergent Roles of Market Orientation in Business Relationship. Industrial Marketing Management,2004,33(1):207-217
[4]A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[5] McClelland D.C. The Achieving Society. Princeton.NJ:D.Van Nostrand,1961, p153
[6] Wainer, H.A. and I.M. Rubin. Motivation of Research and Development Entrepreneurs:Determinants of Company Success", Journal of Applied Psychology,1969. No.3,53,
[1] S.Kitchell. Corporate Culture, Environmental Adaptation, and Innovation Adoption:A Qualitative/Quantitative Approach. Journal of the Academy of Marketing Science,1995,23:195-205
[2]M.Sashkin. The Visionary Leader. in:J.A.Conger & R.N.Kanungo, Eds. Charismatic Leadership. San Francisco: Jossey-Bass,1988, pp 122-160
[3] J.M.Howell & C.A.Higgins. Champions of Technological Innovation. Administrative Science Quarterly,1990, 35:317-341
[4] Wallace H M, Baumeister R F. The performance of narcissists rises and fall with perceived opportunity for glory, Journal of Personality and Socoal Psychologu,2002,82(5):819-834
[5] Watson, P. J.,& Biderman, M. D.,Narcissistic personality inventory factors, splitting, and self-consciousness. Journal of Personality Assessment,1993,61,41-57.
[61 Oltmanns, T. F., Friedman, J. N., Fiedler, E. R.,& Turkheimer, E. Perceptions of people with personality disorders based on thin slices of behavior. Journal of Research in Personality,2004,38,216-229.
[7] Wallace, Harry M. and Roy F. Baumeister, "The Effects of Success versus Failure Feedback on Further Self-Control,"Self and Identity,2002,1,35-41
[1] Miller D, Kets deVries MFR, Toulouse, Top Executive Locus of Control and its Relationship to Strategy-Making, Structure, and Environment. Academy of Management Journal,1982,4:221-235.
[2] Wood V R., Robersong K R. Strategic Orientation and Export Success. International Marketing Review 1997, 14(6):424-444.
[1] A.K.Gupta & V.Govindarajan. Business Unit Strategy. Managerial Characteristics and Performance. Academy of Management Journal,1984,27:25-41.
S. Shane (1996), "Hybrid organizational arrangements and their implications for firm growth and survival:A study of new franchisors", Academy of Management Journal, Vol.39 pp.216-234.
[1] Collins O and D Moore. The Enterprising Man. East Lansing:Michigan State University,1964, p42.
[2] Eisenhardt K M. Making Fast Strategic Decisions in High-Velocity Environments. The Academy of Management Journal 1989,32:543.
[3) Wink P.& Donahue K. The relationship between two types of narcissism and boredom. Journal of Research in Personality,1997,31:135-140.
[4] Kernberg O. Internal world and external reality. Object relations theory applied. New York:Jason Aronson, 1986, p121.
[1] Hambrick, D.C., High-profit strategies for mature capital-goods businesses:A contingency approach. Academy of Management Journal,1983,26,687-707.
[2] 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.
[3] Wight, Pamela. Sustainable ecotourism:balancing economic, environmental and social goals within an ethical framework. Journal of Tourism Studies.1993,4:54-66.
[4] Venkatraman N. Strategic orientation of business enterprises:the construct, dimensionality, and measurement. Management Science,1989,35(8):942-963
[5] Auh, Seigyoung and Bulent Menguc, "The Influence of Top Management Team Functional Diversity on Strategic Orientations:The Moderating Role of Environmental Turbulence and Interfunctional Coordination," International Journal of Research in Marketing,2005,22 (3),333-350.
[1] Luo, Yadong and Park, Seung Ho, Strategic Alignment and Performance of Market-Seeking MNCs in China, Strategic Management Journal,2001,22,141-155
[2] March J. G.& Simon. H. A. Organizations. New York:Wiley,1958, p31
[1] Hambrick D. C., Snow C.C. A contextual model of strategic decision making in organizations. In:R.L.Taylor, M. J. O'Connell, R. A. Zawacki & D. D. Warrick, Eds. Academy of Management Proceedings,1977,109-112
[2] Scott W.G & Mitchell T.R. Organization theory:A structural and behavioral analysis. Homewood,Ill:Irwin, 1972, p43
[3] Finkelstein S.& D.Hambrick. Top Management Team and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35:484-503
[4] Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[5] A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212; D.C.Hambrick. Putting Top Managers Back in the Strategy Picture. Strategic Management Journal,1989,10:5-15
[6]F.Damanpour. Organizational Size and Innovation. Organization Studies,1992,13:375-402; A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies, 1990.15:183-212
[1] W.Fritz. Determinants of Product Innovation Activities. European Journal of Marketing,1989,23:32-43; Gauvin & R.K.Sinha. Innovativeness in Industrial Organization:A Two-stage Model of Adoption. International Journal of Research in Marketing,1993,10:165-183; P.K.Soni, GL.Lilien & D.T.Wilson. Industrial Innovation and Firm Performance. International Journal of Research in Marketing,1993,10:365-380
[1]Choo C W. Environmental scanning as information seeking and organizational learning. Information Research, 2001,7(1):112
[2] Chakravarthy B.A. New strategy framework for coping with turbulence. Sloan Management Review,1997, Winter:69-82
[3] Lumpkin G.T.& Dess G.G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review,1996,21(1):135-172
[1]Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[1] Yin R.K. Case Study Research:Design and Methods. Thousand Oaks:sage,2003, p181
[1] Craig A. R., Franklin J. A & Andrews G. A scale to measure locus of control of behavior. British Journal of Medical Psychology,1984,57:173-180
[1] Shortell S.M., Zajac E. Perceptual and Archival Measures of Miles and Snow's Strategic Types:a Comprehensive Assessment of Reliability and Validity. Academy of Management Journal,1990,33:817-832
[1] Burkart, Mike, D. Gromb, and F. Panunzi, Large shareholders, monitoring, and the value of the firm, The Quarterly Journal of Economics,1997, August,693-727.
[1]李光泽.典型相关分析及其在外语教育研究中的应用.http://lihome1975.blog.sohu.com/59333432.html
[2]柯惠新,沈浩.调查研究中的统计分析方法.北京：中国传媒大学出版社,2005,第204页
[1]龙立荣.层级回归方法及其在社会科学中的应用.教育研究与实验,2004,1：51～56
[1] James L R, Brett J M., Mediators/Moderators and tests for mediation. Journal of Applied Psychology,1984,69 (2):307-321
[2]温忠麟,侯杰泰,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
[1]Schoonhoven C.B. Problems with Contingency Theory:Testing Assumptions Hidden within the Language of Contingency. Administrative Science Quarterly,1981,26(3):349-377
[2] Reuben M. Baron and David A. Kenny, The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic, and Statistical Considerations, Journal of Pe-nality and Social Psychology 1986, Vol.51, No.6,1173-1182
[1]李乾文.公司创业导向与组织绩效间的转化路径研究：[博士学位论文].天津：南开大学,2006
[1] A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[1] A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[1] Anderson P, Tushman M.L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3):675-711
[1] Goodstein L. D., Nolan T. M.& Pfeiffer J. W. Applied strategic planning:How to develop a plan that really works. New York:McGraw-Hill,1993, p153
[2] Barnard, Chester. The functions of the executive. Cambridge, MA:Harvard University. Press,1938, p121
[1] Patricia Pitcher and Anne Smith, "Top Management Team Heterogeneity:Personality, Power, and Proxies," Organization Science,January-February,2001,,pp 1-18
[2] David A. Waldman, Mansour Javidan, Paul Varell. Charismatic leadership at the strategic level:A new application of upper echelons theory. The Leadership Quarterly,2004,15:355-380
[3] U.C.V. Harley & S.A.Stumph. Cognitive Trails in Strategic Management Decision-making:Linking Theories of Personalities and Cognitions. Journal of Management Studies,1989,26:477-497
[1]阿代尔J.战略领导,冷元红译.海口：海南出版社,2006
[2]毕鹏程,郎淳刚,席酉民.领导风格和行为对群体决策过程和结果的影响.西安交通大学学报,2005,2(25)：1-9
[3]崔世娟,孙利,蓝海林.中国企业归核化战略绩效研究.科学学与科学技术管理,2009,7：164～172
[4]陈忠卫,贾培蕊.基于心理契约的高层管理团队凝聚力问题研究.管理科学,2004,5(17)：46～52
[5]陈文标,阮兢青.新经济时代下创业型企业的战略领导实施.企业经济,2009,6：19-21
[6]杜娟,米加宁.西方领导学研究回顾与前瞻.哈尔滨工业大学学报,2005,4(7)：61-64
[7]葛遵峰.论创业企业成长中企业家的战略领导能力.黑龙江对外经贸,2007,10：79-80
[8]洪明.论企业高管团队的利器—团队领导力.商业经济与管理,2005,3：31-36
[9]何倩.战略导向、组织柔性对战略变化速度的影响研究：[博士学位论文].陕西：西安交通大学,2007
[10]黄宏斌,秦辉,涂少伟.企业高层管理团队研究探讨,企业经济,2005,8：42-43
[11]剑力.战略型创业研究评介.外国经济与管理,2007,9：17-23
[12]焦长勇,项保华.企业高层管理团队特性及构建研究.自然辩证法通讯,2003,2(25)：57～61
[13]贾宝强.公司创业视角下企业战略管理理论与实证研究：[博士学位论文].吉林：吉林大学,2007
[14]罗珉.战略选择论的起源、发展与复杂性范式.外国经济与管理,2006,1：9-16
[15]李效云,王重鸣.中小企业领导愿景的结构和内容.工业工程与管理,2006,2：70-73
[16]李怀祖,管理研究方法论.西安交通大学出版社,2004
[17]李垣,陈龙波,赵永彬.战略导向、内部控制和技术创新的关系分析.预测,2009,2(28)：33～36
[18]李乾文.公司创业导向的差异分析.科学学研究,2007,4(25)：707～711
[19]刘训峰,沈灏,李垣.不同创新组合情境下的战略导向和竞争优势研究.当代经济科学,2008,6(30)：59～65
[20]林向红,王龙伟,陈浩然.高新技术企业不同战略导向的匹配对企业绩效的影响研究.现代管理科学,2008,11：59～60
[21]苗青,王重鸣.基于企业竞争力的企业家胜任力模型.中国地质大学学报(社会科学版),2003,3(3)：18～20
[22]明茨伯格.战略历程,魏江等译.北京：机械工业出版社,2006.13
[23][美]迈克尔·A·希特等.战略管理：竞争与全球化,吕巍等译.北京：机械工业出版社, 2002
[24]纳尔逊.温特.经济变迁的演化理论.北京：商务印书馆,1997
[25]秦合舫,战略：超越不确定性,北京：机械工业出版社,2005
[26][美]斯蒂芬·罗宾斯.管理学(第四版),黄卫伟等译.中国人民大学出版社.1997
[27]任嵘嵘,杨锡怀.商业企业高层领导战略能力研究.东北大学学报,2008,6(29)：905～908
[28]孙海法,伍晓奕.企业高层管理团队研究的进展.管理科学学报,2003,4(6)：82～88
[29]王益谊,席酉民,毕鹏程.组织环境的不确定性研究综述.管理工程学报,2005,1：46～50
[30]王伟毅,李乾文.环境不确定性与创业活动关系研究综述.外国经济与管理,2007,3：53～59
[31]王翔.企业动态能力演化理论和实证研究：[博士学位论文].上海：复旦大学,2006
[32]魏泽龙,李垣,徐强.公司治理机制、战略导向与企业绩效关系研究.现代管理科学,2008,7：30-32
[33]魏江,焦豪.创业导向、组织学习与动态能力关系研究。外国经济与管理,2008,2(30)：36～41
[34]魏立群,王智慧.我国上市公司高管特征与企业绩效的实证研究.南开管理评论,2002,4：16～21
[35]武亚军.面向一流大学的跨越式发展：战略领导的作用.北京大学教育评论,2005,4(3)：55～67
[36]翁君奕,商务模式创新：企业经营“魔方”的旋启.北京：经济管理出版社,2004
[37]吴复新.应用激励保健理论提高员工工作意愿与绩效之研究.人事月刊,1991,12(2)：12～24
[38]邢以群,田园.企业演化过程及影响因素探析.浙江大学学报(人文社会科学版),2005,7：83～89
[39]于克信.组织学习、战略领导与企业核心能力.经济体制改革,2003,5：52～55
[40]于克信.企业战略领导能力构建探源.云南财贸学院学报,2004,2(20)：25～30
[41]杨廷钫,凌文辁.服务型领导理论综述.科技管理研究,2008,3：204～201
[42]杨智,张茜岚,谢春燕.企业战略导向的选择：市场导向或创新导向.科学学研究,2009,2(27)：278～288
[43]杨智,俞沈锋,向兵,王跃武,谢春燕.战略导向对企业绩效的影响：以创新为中介变量.科学学与科学技术管理,2009,7：156～163
[44]张映红.公司创业战略—基于中国转型经济环境的研究.北京：清华大学出版社,2005
[45]张长征,赵西萍,李怀祖.基于经理自主权的企业R&D投入决策模型及实证研究.管理科学,2006,3(19)：8-13
[46]赵更申,雷巧玲,陈金贤,李垣.战略导向、组织柔性对创新选择影响的实证研究.预测,2006,5：16～22
[47]赵骅,陈晓慧.企业持续竞争优势动态模型.中国软科学,2004,1：85～87
[48]中国科学院领导力课题组.战略领导力模式研究.领导科学,2009,2：4-7
[1]Aghion P, Tirole J. Formal and real authority in organizations. Journal of Political Economy, 1997,105:1-29
[2]Aldrich H.E. Organizations and environment. Englewood Cliffs, NJ:Prentice-Hall,1979
[3]Allport G. Pattern and growth in personality. New York:Holt,Rinehart and Winston, Inc,1963
[4]Allison G. T. Essence of Decision:Explaining the Cuban Missile Crisis. Boston:Little,1971
[5]Adolf A. Berle and Gardiner C. Means. The Modern Corporation and Private Property. New York:Harcourt, Brace & World,1932
[6]Andrews K.R. The Concept of Corporate Strategy. Homewood.L:Irw,1971
[7]Agrawal A. and C.Knoeber. Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders. Journal of Financial and Quantitative Analysis, September 1996, Ⅴ.31 (3),377-397
[8]Arbaugh J B Sexton D L. Strategic Orientation and Customer Dependency in Discontinuously Changing Environment. Journal of Managerial Issues,1997,9(4):419-439
[9]Anderson P, Tushman M.L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3): 675-711
[10]Antonakis J & House R.J. An analysis of the full-range leadership theory:The way forward. In:B.J.Avolio & F.J.Yammarino, Eds. Transformational and Charismatic Leadership:The Road Ahead. Amsterdam:JAI Press,2002.3-34
[11]Antonakis J.& Cacciatore S. Heuristics and biases in evaluations of leaders:The effects of uncertainty. Institute of International Management Working Paper No.0306. Lausanne: University of Lausanne.2003
[12]Antonakis J., Avolio B.J.& Sivasubramaniam N. Context and leadership:an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly,2003,14:261-295
[13]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator. Journal of Organizational Behavior,2005,26:839-865
[14]Arijit Chatterjee, Donald C. Hambrick. It's all about me:Narcissistic CEOs and Their Effects on Company Strategy and Performance. Mnistrative Science Quarterly,2007,52:351-386
[15]Auh Seigyoung and Bulent Menguc. The Influence of Top Management Team Functional Diversity on Strategic Orientations:The Moderating Role of Environmental Turbulence and Interfunctional Coordination. International Journal of Research in Marketing,2005,22(3): 333-350
[16]Barbara J. Davies & Brent Davies. Strategic leadership. School Leadership & Management, 2004, vol.24(1):29-38
[17]Bass B.M. Leadership and performance beyond expectations. New York:Free Press,1985
[18]Bass B.M. From transactional to transformational leadership:Learning to share the vision. Organizational dynamics,1990,18(3):19-32
[19]Bass B.M. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology,1999,8(1):9-32
[20]Bass B. M.& Avolio B. J. Transformational leadership and organizational culture. International Journal of Public Administration,1994,17(3/4), March:541-555
[21]Bantel K A, Jackson S E. Top management and innovations in banking:does the composition of the top team make a difference?. Strategic Management Journal, Summer Special Issue, 1989,10:107-124
[22]Barnard Chester. The functions of the executive. Cambridge, MA:Harvard University Press, 1938
[23]Barnett W.P., H.R.Greve, D.Y. Park. An evolutionary model of organizational performance. Strategic Management Journal,1994, Vol.15:11-28
[24]Berthon P, Hulbert J M, Pitt L F. To Serve or Create Strategic Orientations Toward Customers and Innovation. California Management Review,1999,42(1):37-58
[25]Bettis R.A., Hitt M.A. The new competitive landscape. Strategic Management Journal,1995, 16(special issue):7-19
[26]Bettis and Hitt, S. Kotha. Mass Customization:Implementing the Emerging Paradigm for Competitive Advantage. Strategic Management Journal,1995,16:21-42
[27]Beyond the Millennium:CEOs Size Up the Future. Chief Executive, March 1995,38-41
[28]Bennis W.& Nanus B. Leaders. New York:Harper and Row,1985
[29]Boal K. B.& Hooijberg, R. Strategic leadership research:Moving on. Leadership Quarterly, 2000,11(4):515
[30]Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly,2001,11 (4):515-549
[31]Boal K. B. Strategic leadership. In:Goethals G. R., Sorenson G. J., and Burns J. M, eds. Encyclopedia of leadership. Thousand Oaks, CA:Sage,2004.1497-1504
[32]Brown R. P.& Bosson J. K. Narcissus meets Sisyphus:Self-love, selfloathing, and the never-ending pursuit of self-worth. Psychological Inquiry,2001,12:210-213
[33]Bryman A. Charisma and Leadership in Organizations.London:Sage,1992
[34]Burgleman R.A & Grove A.S. Strategic dissonance. Californian Management Review,1996, 38:8-28
[35]Burkart, Mike D. Gromb and F. Panunzi. Large shareholders, monitoring, and the value of the firm. The Quarterly Journal of Economics,1997:693-727
[36]Burns J. M. Leadership. NY:Harper & Row,1978
[37]Bradlee P.M.& Emmons R.A. Location of narcissism within the interpersonal circumplex of the five-factor model. Personality and Individual Differences,1992,13:821-830
[38]Cannella J A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,1993,15(3):36-44
[39]Cannella A. A. Jr.& Monroe M. J. Contrasting perspectives on strategic leaders:Toward a more realistic view of top managers. Journal of Management,1997,23(3):213-237
[40]Cable D & Judge T.A. Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes,1996,67:294-311
[41]Casson, Mark C. The Entrepreneur. An Economic Theory. Oxford:Martin Robertson,1982
[42]Chakravarthy B. A. New strategy framework for coping with turbulence. Sloan Management Review,1997, Winter:69-82
[43]Chandler A. D. Strategy and structure:chapters in the history of the American industrial enterprise. Cambridge, Massachusetts:MIT Press,1962
[44]Chandler J. Factors influencing monoclonal antibody production in mouse ascites fluid. In: Commercial Production of Monoclonal Antibodies. S. Seaver, eds. New York:Marcel Dekker, Inc,1987.75-92
[45]Covin J G and Slevin D P. Strategic management of small firms in hostile and benign environments. Strategic Management Journal,1989,10:75-871
[46]Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology,1972,6:1-22
[47]Chia R. From Modern to Postmodern Organizational Analysis. Organizafion Studies,1995, 16:579-604
[48]Chagant I R., Sambharya R. Research Notes and Communications Strategic Orientation and Characteristics of Upper Management. Strategic Management Journal,1987,8(1):393-401
[49]Craig A. R., Franklin J. A & Andrews G. A scale to measure locus of control of behavior. British Journal of Medical Psychology,1984,57:173-180
[50]Christensen C M. Making strategy:learning by doing. Harvard Business Review,1997,75(6): 141-156
[51]Christensen C.M. The innovator's dilemma. Boston.M.A:Harvard Business School Press, 1997
[52]Choo C W. Environmental scanning as information seeking and organizational learning. Information Research,2001,7(1):112
[53]Connelly M S, Gilbert J A, Zaccaro S J, et al. Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly,2000,11 (1):65
[54]Conger J A.& R.N.Kanungo. Toward a Behavioural Theory of Charismatic Leadership in Organizational Settings. Academy of Management Review,1987,12:637-647
[55]Conger J.A. Inspring others:the language of leadership. Academy of Management Executive, 1991,5(1):31-45
[56]Costa P. T.& McCrae R. R. Multiple uses for longitudinal personality data. European Journal of Personality,1992,6:85-102
[57]Courtney, H. Foresight:crafting strategy in an uncertain world. Boston, Massachusetts: Harvard Business School Press,2001
[58]Cyert R. M. and J. G March. A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963
[59]Castaner J. Diversification as learning:the role of corporate exploitation and exploration under different environmental conditions in the US phone industry,1979-2000:[Ph.D. dissertation]. University of Minnesota,2002
[60]Daniel R.Ames, Paul Rose, Cameron P.Anderson. The NPI-16 as a short measure of narcissism. Journal of Research in personality,2006,40:440-450
[61]Day D.V.& Lord R.G. Executive Leadership and Organizational Performance:Suggestions for a New Theory and Methodology. Journal of Management,1988,14:453-464
[62]Daft R, J.Sormunem, D.Parks. Chief Executive Scanning, Environmental Characteristics and Company Performance:An Empirical Study. Strategic Management Journal,1988,9(2): 123-139
[63]Daft R.L. The Leadership Experience.2nd ed. Orlando FL:Harcourt,2002
[64]Damanpour F. Organizational Size and Innovation. Organization Studies,1992,13:375-402
[65]Davies.Barbara and Davies.Brent. Strategic Leadership School. Leadership and Management, 2004,24(1):29-38
[66]Dalton Dan R. and Idalene F. Kesner. Organizational Performance as an Antecedent of Inside/Outside Chief Executive Succession:An Empirical Assessment. The Academy of Management Journal,1985,4 (28):749-762
[67]Dansereau F. J., Graen G.& Haga W. A vertical dyad linkage approach to leadership within formal organizations:A longitudinal investigation of the role making process. Organizational Behavior and Human Performance,1975,13:46-78
[68]Daft R. L. Organizational theory and design.7th ed. Cincinnati, OH:South-Western,2001
[69]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29:52-73
[70]Dean W, Wilcoxson G. Mild Silver Protein Manual,2000
[71]Dill W. Environment as an Influence on Managerial Autonomy. Administrative science Quarterly,1958,2:409-443
[72]Downey H K, J W Slocum. Uncertainty:Measure, Research and Sources of Variation. Academy of Management Journal,1975,18:562-578
[73]Dollinger M.J. Environmental boundary spanning and information processing effects on organizational performance. Academy of Management Journal,1984,27(2):351-168
[74]Duncan R.B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17:313-327
[75]Duane R. Ireland, Michael A. Hitt, Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999, Vol.13(1):43-57
[76]Dusya Vera, Mary Crossan. Improvisation and Innovative Performance in Teams. Organization Science,2005, Vol.16(3):203-224
[77]Dutton J and Duncan R. The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal,1987,8:279-295
[78]Daellenbach U.S., McCarthy A.M., Schoenecker T.S. Commitment to Innovation:The Impact of Top Management Team Characteristics. R&D Management,1999,29, Issue 3: 199-208
[79]Engelland B. T., Summey J. H. An Extended Typology of Strategic Orientation and Its Linkages to Product Innovation. The Journal of Marketing Management,1999,9(2):19-31
[80]Fahey L, V.K.Narayanan.Macro. Environmental analysis for strategic management. NewYork: West Publishing Company,1986
[81]Fritz W. Determinants of Product Innovation Activities. European Journal of Marketing,1989, 23:32-43
[82]Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[83]Finkelstein S, Hambrick D C. Strategic Leadership:Top Executives and their Effects on Organizations. West:New York,1996
[84]Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul,1996.2
[85]Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul,1996.42
[85]Fleishman E.A. The Description of Supervisory Behavior. Journal of Applied Psychology, 1973,37,1:1-6
[87]Frances Hesselbein. Strategic leadership. Executive Excellence,1994,11(8):13-17
[88]Fredrickson J.R. The Comprehensiveness of strategic Process:Extension Observations, and Future Direction. Acdemy of Management Journal,1984,27:445-466
[89]Finkelstein S.& D.Hambrick. Top Management Team and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35: 484-503
[90]Gabarro J J. Diagnosing Organization Environment Fit Implications for Organization Development. Education and Urban Society,1974,6(2):153-178
[91]Gatignon H Xuereb J M. Strategic Orientation of The Firm New Product Performance. Journal of Marketing Research,1997,341:77-90
[92]Gauvin & R.K.Sinha. Innovativeness in Industrial Organization:A Two-stage Model of Adoption. International Journal of Research in Marketing,1993,10:165-183
[93]Gatewood R.D.& Field H.S. Human Resource Selection.4th edition. New York:The Dryden Press,1998
[94]George P.Huber. Perceived environmental uncertainty:effects of information and structure. Academy of Management Journal,1975,16:737-754
[95]Geletkanycz M.& Hambrick D. The external ties of senior executives:Implications for strategic choice and performance. Administrative Science Quarterly,1997,42:654-681
[96]Goffee R. Leadership, creativity and innovation. Prensentation given at the 3rd Annual Innovation Exchange Conference, London Business School, London, Dec.4,2003
[97]Goodstein L. D., Nolan T. M.& Pfeiffer J. W. Applied strategic planning:How to develop a plan that really works. New York:McGraw-Hill,1993
[98]Griffith D A, Jacobs L, Richey R G. Fiting Strategy Derived from Strategic Orientation to International Contexts. Thunderbird International Business Review,2006,48(2):239-262
[99]Galbraith J. K. The New Industrial State, Cambridge,1967
[100]Gupta A. K.& V. Govindarajan. Business Unit Strategy, Managerial Characteristics and Performance. Academy of Management Journal,1984,27:25-41
[101]Harley U.C.V.& S.A.Stumph. Cognitive Trails in Strategic Management Decision-making: Linking Theories of Personalities and Cognitions. Journal of Management Studies,1989, 26:477-497
[102]Hamel G. Leading the revolution. Cambridge, MA:Harvard University Press,2000
[103]Hambrick D. C., Snow C.C. A contextual model of strategic decision making in organizations. In:R.L.Taylor, M. J. O'Connell, R. A. Zawacki & D. D. Warrick, Eds. Academy of Management Proceedings,1977,109-112
[104]Hambrick D.C. High-profit strategies for mature capital-goods businesses:A contingency approach. Academy of Management Journal,1983,26,687-707
[105]Hambrik D.C.& P.Mason. The Organization as a Refection of its Top Managers. Academy of Management Riview,1984,9:193-206
[106]Hambrick D., Mason P. Upper echelons:the organization as a reflection of its top managers. Academy of Management Review,1984,9(2):196
[107]Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[108]Hambrick D.C. Putting Top Managers Back in the Strategy Picture. Strategic Management Journal,1989,10:5-15
[109]Hambrick D.C, Cho T, Chen M. Top management team heterogeneity and competitive behaviors of the firm. Columbia University Graduate School of Business, working paper, 1995
[110]Hambrick D. C. Fragmentation and the other problems CEOs have with their top management teams. California Management Review, Greenwich CT:JAI Press,1995, 37(3):110-127
[111]Hambrick D.C.& Pettigrew A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,2001,15(3):36-44
[112]Hambrick D.C. and J. W. Fredrickson. Are You Sure You Have a Strategy?. Academy of Management Executive,2001,15(4):48-59
[113]Hambrick D.C. "The field of management's devotion to theory:Too much of a good thing?". Academy of Management Journal,2007,50 (6),1346-1352
[114]Hannan.M.T., Freeman.J.H. The Population Ecology Approach of Organizations. American Journal of Sociology,1977,82:929-964
[115]Hall.R.I. A system pathology of an organization:the rise and fall of the old Saturday Evening Post. Administrative Science Quarterly,1976,21:185-211
[116]Hitt M. A.& Tyler. B. B. Strategic decision models:Integrating different perspectives. Strategic Management Journal,1991,12:327-351
[117]Hitt M. A.& Keats B. W. Strategic leadership and restructuring:A reciprocal interdependence. In:R. L. Phillips & J. G. Hunt, Eds. Strategic leadership:A multi-organization level perspective. Westport, CT:Quorum Books,1992
[118]Hitt. M.A, R. E. Hoskisson and R. D. Ireland. A Mid-Range Theory of the Interactive Effects of International and Product Diversification on Innovation and Performance. Journal of Management,1994,20:297-326
[119]Hickman, Andrew and H. Ugur Koyluoglu. "A Generalized Framework Credit Risk Models" working paper, an abridged version appeared as Reconcilable,1998
[120]Hiller A. Allergy testing and treatment for canine atopic dermatitis.2002,Vet. Med.97: 210-224
[121]Hiller & Hambrick. Conceptualizing executive hubris:the role of (Hyper-) core self-evaluations in strategic decision-making. Strategic Management Journal,2005,26: 297-319
[122]Hodgkinson G. P. Cognitive processes in strategic management:Some emerging trends and future directions. In:N. Anderson, D. S. Ones, H. K. Sinangil & C. Viswesvaran, Eds. Handbook of industrial,work and organizational psychology. London:Sage,2001, Vol.2: 416-440
[123]Hoffman R.C.& H.W.Hegarty. Top Management Influnce on Innovations:Effects of Executive Characteristics and Social Culture. Journal of Management,1993,19:549-574
[124]Hogan R.& Kaiser. R. B. What we know about leadership. Review of General Psychology, 2005,9:169-180
[125]Hogan. Robert, Curphy.Gordon J, Hogan.Joyce. What we know about leadership: Effectiveness and personality. American Psychologist,1994, Vol 49(6):493-504
[126]Hooijberg R, Hunt J G. Dodge G E. Leadership complexity and development of the leader pled model. Journal of Management,1997,23:375-408
[127]Hombrg C., Hpyer W D., Fassnacht M. Service Orientation of a RetailerS Business Strategy Dimensions Antecedents and Performance Outcomes. Journal of Marketing,2002,66(4): 86-101
[128]Hoskisson R and Busenitz L. Market uncertainty and learning distance in corporate entrepreneurship entry mode choice. In:Hitt M, Ireland R, Camp S, and Sexton D, eds. Strategic Entrepreneurship:Creating A New Mindset. Oxford, UK:Blackwell Publishers, 2002
[129]Hough L.M. The'Big Five'personality variables—construct confusion:Description versus prediction. Human Performance,1992,5:139-155
[130]House R J, Baetz M L. Leadership:some empirical generalizations and new research directions. In:Staw BM, Cummings LL, eds. Research in Organizational Behavior. Greenwich, CT:JA1 Press,1979, Vol.1.341-423
[131]House R.J.& Shamir B. Toward the integration of transformational, charismatic and visionary theories. Chemers and Ayman, Eds. Leadership Theory and Research: Perspectives and Directions. San Diego:Academic Press,1993.81-107
[132]House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997,23:409-473
[133]House HL. Nutrition of natural enemies. In:Ridgeway R L, Vinson S B, eds. Biological Control by Augmentation of Natural Enemies. New York:Plenum Press,1977
[134]Hovakimian. A. The role of target leverage in security issues and repurchases. Journal of Business,2004,77:1041-1071
[135]Howell J.M.& C.A.Higgins. Champions of Technological Innovation. Administrative Science Quarterly,1990,35:317-341
[136]House R. L, Spangler W. D.& Woycke J. Personality and charisma in the U.S. presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly,1991,36: 364-396
[137]Hrebiniak L and Joyce W. Organizational adaptation:Strategic choice and environmental determinism. Administrative Science Quarterly,1985,30:336-349
[138]Hunt J.G. Leadership:A New Synthesis. Newbury Park. CA:Sage Publication, Inc,1991
[139]Hunt, Robert M. "Patent Reform:A Mixed Blessing for the U.S. Economy?" Federal Reserve Bank of Philadelphia Business Review (November/December),1999
[140]Hulta G T, M David J K., Taco H R., Organizational Learning Capacity and Internal Customer Orientation within Strategic Sourcing Units. Journal of Quality Management, 2001,6(1):173-192
[141]Huber G P, O'Connell M J, Cummings L L. Perceived environmental uncertainty:Effects on information and structure. Academy of Management Journal,1975,18:725-740
[142]Hannan M. T.& Freeman J. H. The Population Ecology of Organizations. American Journal of Sociology,1977,82:929-964
[143]Hannan M. T.& Freeman J. H. Structural Inertia and Organizational Change. American Sociological Review,1984,49:149-164
[144]Ireland R. D. and M. A. Hitt. Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999, 13(1):43-57
[145]Ireland R.D., Webb J.W. Strategic entrepreneurship:creating competitive advantage through streams of innovation. Business Horizons,2007,50:49-59
[146]Jeong.L., Pae J.H. and Zhou D. Antecedents and consequences of the strategic orientations in new product development:The case of Chinese manufacturers. Industrial Marketing Management,2006, Vol.35:348-358
[147]Jauch L, K.Kratt. Strategic Management of Uncertainty.Academy of Management Review 1986,11:777-790
[148]James L.R.& Brett J.M. Mediators, moderators, and tests for mediation. Journal of Applied Psychology,1984,69:307-321
[149]Justin Tan, Robert J. Litschert. Environment strategy relationship and its performance implications an empirical study of the Chinese electronics industry. Strategic Management Journal,1994,15:1-18
[150]Jacobs T. O.& Jaques E. Leadership in complex systems. In:J. Zeidner, Eds. Human productivity enhancement. New York:Praeger,1987
[151]Judge T. A.& Piccolo R. F. Transformational and transactional leadership:Ameta-analytic test of their relative validity. Journal of Applied Psychology,2004,89:755-768
[152]Kernberg O. Internal world and external reality. Object relations theory applied. New York: Jason Aronson,1986
[153]Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[154]Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[155]Kitchell S. Corporate Culture, Environmental Adaptation, and Innovation Adoption:A Qualitative/Quantitative Approach. Journal of the Academy of Marketing Science,1995,23: 195-205
[156]Klein K.J. Meta-analytic studies of leadership:Added insights or added paradoxes?. Current Psychology:Development, Learning, Personality, Social,1993-1994,12:326-343
[157]Kotter J.P. The general managers. New York:The Free Press,1982.10
[158]Kets de Vries MF, Miller D. Narcissism and leadership:an object relations perspective. Human Relations,1985,38:583-601
[159]Kimberly J. An interview with Miles R, and Snow C. Academy of Management Executive, 1976,17(4):97-104
[160]Kim Y, K.Song & J.Lee. Determinants of Technological Innovation in the Small Firms of Korea. R&D Management,1993,23:215-226
[161]Korunka C., Frank H., Lueger M.& Mugler J. The entrepreneurial personality in the context of resources, environment, and the startup process-A configurational approach. Entrepreneurship Theory and Practice,2003,28 (1):23-42
[162]Korac-Kakabadse, Andrew, Korac-Kakabadse, Nada and Myers, Andrew. Demographics and leadership philosophy:exploring gender differences. Journal of Management Development.1998, vol.17:9
[163]Koopmans T. C. Three Essays on the State of Economic Science. New York:McGraw-Hill, 1957
[164]Kuhnert K.W. and Lewis P. Transactional and transformational leadership: aconstructive/developmental analysis. Academy of Management Journal,1987, Vol.12: 648-657
[165]Lawrence R.R., Lorsch J.W. Organization and Environment. Boston Harvard University, Graduate School of Business Administration,1967
[166]Lawrence P.R., Lorsch F.W. Differentiation and integration in complex organizations. Administrative Science Quarterly,1967,12(1):1-47
[167]Lawrence G. Hrebiniak, Charles C. Snow. Industry difference in environmental uncertainty and organizational characteristics related to uncertainty. Academy of Management Journal, 1980,23(4):750-759
[168]Lewin A.Y., Long C.P., Carroll T.N. The coevolution of new organizational forms. Organization Science,1999,10(5):535-550
[169]Likert R. New Patterns of Management. New York, McGraw-Hill,1961,113-115
[170]Lumpkin G.T.& Dess G.G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review,1996,21(1):135-172
[171]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
[172]Lodahl T. M.& Mitchell S. M. Drift in the Development of Innovative Organizations. The Organizational Life Cycle,1980,187-207
[173]Lowe K & Gardner W. Ten years of The Leadership Quarterly:Contributions and challenges for the future. The Leadership Quarterly,2000,11(4):459-514
[174]Luo Yadong and Park Seung Ho. Strategic Alignment and Performance of Market-Seeking MNCs in China. Strategic Management Journal,2001,22:141-155
[175]Lord R.G., Foti R.J.& De Vader C. L. A test of leadership categorization theory:Internal structure, information processing and leadership perceptions. Organizational Behavior and Human Performance,1984,34:343-378
[176]Lord R.G, J.F Binning, M.C. Rush and J.C. Tomas. The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance,1978,21:27-39
[177]Lewin A.Y.& C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[178]McClelland D.C. The Achieving Society. Princeton.NJ:D.Van Nostrand,1961
[179]Markids.C. A Strategic Innovation. Sloon Management Review,1997,38(3):9-23
[180]Markids.C. A Dynamic View of Strategy. Sloon Management Review,1999,40(3):55-63
[181]McKelvey B. Dynamics of new science leadership:an OB theory of the firm, strategy, and distributed intelligence. Paper presented at The MESO Conference at Duke University, Durham, NC, April/May,1999
[182]March J. G.& Simon. H. A. Organizations. New York:Wiley,1958
[183]March J.G.& Z. Shapira. Managerial Perspectives on Risk and Risk Taking. Management Science,1987,33:1404-1418
[184]March J.G. Exploration and exploitation in organizational learning. Organization Science, 1991,2:71-87
[185]Manolis C., Nygaard A., Stillerud B. Uncertainty and vertical control:an international investigation. International Business Review,1997,6(5):501-518
[186]Mazzeo M J. Competitive Outcomes in Product Differentiated Oligopoly. The Review of Economics and Statistics,2002,84(4):716-732
[187]McKelvey B.& Aldrich H. E. Populations, Organizations, and Applied Organizational Science. Administrative Science Quarterly,1983,28
[188]Michel J. G.& Hambrick D. C. Diversification posture and top management team characteristics. Academy of Management Journal,1992,35:9-37
[189]Millers R.E, Snow C C, Meyer A.D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[190]Miller, Danny, and Peter H. Friesen. Archetypes of strategy formulation. Management Science,1978,24:921-933
[191]Miller D., Kets de Vries M.F.R.& Toulouse J.M. Top executives locus of control and its relationship to strategy-making, structure and environment. Academy of Management Journal,1982,25:237-253
[192]Miller R D, Friesen P H. Strategy Making and Environment:The Third Link. Strategic Management Journal,1983,4(3):221-235
[193]Miller D. Confugurations of Strategy and Structure. Strategic Management Journal,1986, 7(1):233-250
[194]Miller D.& Toulouse J. M. Chief Executive Personality and Corporate Strategy and Structure in Small Firms. Management Science,1986,32:1389-1409
[195]Miller D.& C.Droge. Psychological and Traditional Determinants of Structure. Administrative Science Quarterly,1986,31:539-560
[196]Miller D. Strategy making and structure:Analysis and implications for performance. Academy of Management Journal,1987,30(1):7-32
[197]Miller D, Droge C and Toulouse J. Strategic process and content as mediators between rganizational context and structure. Academy of Management Journal,1988, (31):544-569
[198]Miles R, and Snow C. Organizational Strategy, Structure and Process. New York: McGraw-Hill,1978
[199]Miller & Toulouse, K.E.Weick. The Social Psychology of Organizing. Reading, MA, Addison-Wesley,1979
[200]Miles R E, Snow C C, Meyer A D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[201]Miles R. H.& Cameron K. Coffin Nails and Corporate Strategies. Englewood Cliffs, New Jersey:Prentice-Hall,1982
[202]Miller R D, Friesen P H. Using The Life Cycle to Anticipate Satisfaction At Work. Journal of Forecasting,1984,3(2):161-172
[203]McEachern W. A. Managerial Control and Performance. MA:Lexington,1975
[204]Mintzberg H. Mintzberg on management:Inside our strange world of organizations. New York, NY:The Free Press,1989
[205]Mintzberg H. Patterns in Strategy Formation. Management Science,1978,24:934-948
[206]Milliken F. Three types of perceived uncertainty about the environment:State, effect, and esponse uncertainty. Academy of Management Review,1987,12(1):133-143
[207]Monte C.F.& Sollod R. N. Beneath the mask:An introduction to theories of personality.7th ed. Danvers, MA:Wiley,2003
[208]Monson T. C., Hesley J. W.& Chernick L. Specifying When Personality Traits Can and Cannot Predict Behavior:An Alternative to Abandoning the Attempt to Predict Single Act Criteria. Journal of Personality and Social Psychology,1982,43
[209]Murray D.M. Modelling for adaptivity, Proceedings of 8th Interdisciplinary Workshop, Informatics and Psychology, Scharding. Amsterdam:North Holland, Austria, May 1989
[210]Mumford T V, Campion M A, Morgeson F P. The leadership skills strataplex:leadership skill requirements across organizational levels. The Leadership Quarterly,2007,18 (2): 154-166
[211]Meindl J.R.& Ehrlich S.B. The romance of leadership and the evaluation of organizational performance. Academy of Management Journal,1987,30(1):91-109
[212]Meindl J.R., Ehrlich S.B.& Dukerich J.M. The romance of leadership. Administrative Science Quarterly,1985,30(1):78-102
[213]Nahavandi A.& Malezadeh A.R. Leader style in strategy and organizational performance: An integrative framework. Journal of Management Studies,1993,30(3):405-425
[214]Nahavandi A. Te art and science of leadership. Upper Saddle River, New Jersey:Pearson Education,Inc,2006
[215]Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc,2001
[216]Noble C H, Sinha R K, Kumar A. Market Orientation and Alternative Strategic Orientations A Longitudinal Assessment of Performance Implications. Journal of Marketing,2002, 66(4):25-39
[217]O'Toole, Laurence J. Jr. Research on Policy Implementation:Assessment and Prospect. Journal of Public Administration Research and Theory,2000,10(2):263-88
[218]Oltmanns T. F., Friedman J. N., Fiedler E. R.& Turkheimer E. Perceptions of people with personality disorders based on thin slices of behavior. Journal of Research in Personality, 2004,38:216-229
[219]Papadakis V. M., Lioukas S.& Chambers D. Strategic Decision-Making Processes:The Role of Management and Context. Strategic Management Journal,1998, vol.19
[220]Pitt L.F. and Kannemeyer R. The role of adaptation in microenterprise development:a marketing perspective. Journal of Developmental Entrepreneurship,2000,5(2):137-155
[221]Porter M.E. Technology and Competitive Advantage. Journal of Business Strategy,1985, 5(4):60-77
[222]Porter M. What is Strategy?. Harvard Business Review,1996,74(6):61-78
[223]Patricia Pitcher and Anne Smith. Top Management Team Heterogeneity:Personality, Power, and Proxies. Organization Science,2001, January-February:1-18
[224]Pfeffer J. and Salancik G.R. Who gets power-and how they hold on to it:A strategic contingency model of power. Organizational Dynamics,1977a,5(3):2-21
[225]Podsakoff P. M., MacKenzie S. B., Moorman R. H.& Fetter R. (Transformational leader behaviors and their effects on followers'trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly,1990,1:107-142
[226]Quinn R E. Beyond rational management:Mastering paradoxes and competing demands of high effectiveness, San Francisco:Jossey-Bass,1988
[227]Rauch C. F.& Behling O. Functionalism:Basis for an alternate approach to the study of leadership. In:J. G. Hunt, D. M. Hosking, C. A. Schriesheim, and R. Stewart, Eds.1984
[228]Raskin R.& Terry H. A principal-components analysis of the Narcissistic Personality Inventory and further evidence of its construct validity. Journal of Personality and Social Psychology,1988,54:890-902
[229]Richard O. C., B. P. S. Murthi, and K. Ismail. The Impact of Racial Diversity on Intermediate and Long-Term Performance:The Moderating Role of Environmental Context. Strategic Management Journal,2007,28
[230]Robert J. House, Ram N. Aditya. The Social Scientific Study of Leadership:Quo Vadis?. Journal of Management,1997, Vol.23(3):409-473
[231]Robbins S.P. Organizational Behavior. Upper Saddle River, NJ:Prentice-Hall,2001
[232]Reid S.R. Mergers. Managers and the Economy. New York:McGraw-Hill,1968
[233]Rotter J.B., Genenalized. Expectancies for Internal versus External Control of Reinforcement. Psychological Monographs:General and Applied,1966,80:1-28
[234]Reuben M. Baron and David A. Kenny. The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic and Statistical Considerations. Journal of Personality and Social Psychology,1986, Vol.51(6):1173-1182
[235]Rush M.C., Thomas J.C.& Lord R.G. Implicit leadership theory:A potential threat to the validity of leader behavior questionnaires. Organizational Behavior and Human Performance,1977,20:93-110
[236]Salancik G. R.& Pfeffer J. Effects of Ownership and Performance on Executive Tenure in U.S. Corporations. Academy of Management Journal,1980,23:653-664
[237]Sanders W.G. and Carpenter. M. Internationalization and firm Governance:The Roles of CEO Compensation, Top Management Composition, and Board Structure. Academy of Management Journal,1998,41:158-178
[238]Singh J. Performance, Slack, and Risk Taking in Organizational Decision Making. Academy of Management Journal,1986,29:562-585
[239]Sashkin M. The Visionary Leader. in:J.A.Conger & R.N.Kanungo, Eds. Charismatic Leadership. San Francisco:Jossey-Bass,1988.122-160
[240]Schneider S.C., Barsoux J.L. Managing across Cultures. London:Prentice Hall,2003
[241]Scott W. G.& Mitchell T. R. Organization theory:A structural and behavioral analysis. Homewood,Ill:Irwin,1972
[242]Seigyoung Auh, Bulent Menguc. Balancing exploration and exploitation:The moderating role of competitive intensity. Journal of Business Research 2005,58:1652-1661
[243]Seigyoung A., Bulent M. The Influence of Top Management Team Functional Diversity on Strategic Orientations. Intern. J of Research in Marketing,2005,22(1):333-350
[244]Selznick P. Leadership in administration:A sociological interpretation. Berkeley, CA:University of California Press,1984
[245]Smith J. E., Carson K. P.& Alexander R. A. Leadership:It can make a difference. Academy of Management Journal,1984,27(4):765-776
[246]Soni P.K, G.L.Lilien & D.T.Wilson. Industrial Innovation and Firm Performance. International Journal of Research in Marketing,1993,10:365-380
[247]Sosik J J, Jung D I, Berson Y, et al. Making all the right connections:the strategic leadership of top executives in high-tech organizations. Organizational Dynamics,2005, 34 (1):47-61
[248]Stacey R. D. The chaos frontier:creative strategic control for business. Oxford, London: Butterworth-Heinemann,1991.10-11
[249]Starbuck W.H. Organization and their environment. In:Marvin D Dunnette, eds. Handbook of industrial organizational psychology. Chicago Illinois:Rand McNally,1976.1069-1123
[250]Steiner, George. The cleric of treason. In:George Steiner:A Reader. New York:Oxford University Press,1984
[251]Stogdill R.M. Handbook of Leadership. New York:Free Press,1974.259
[252]Stevenson H and Gumpert D. The heart of entrepreneurship. In:Sahlman W, Stevenson H, and Roberts M et al, eds. The Entrepreneurial Venture. Boston:MA, Harvard Business School Press,1991
[253]Stock R M, Hoyer W D. Leadership Style as Driver of Sales people's Customer Orientation. Journal of Market Focused Management,2002,5(1):355-376
[254]Shane S. Hybrid organizational arrangements and their implications for firm growth and survival:A study of new franchisors. Academy of Management Journal,1996, Vol.39: 216-234
[255]Sturdivant F.D, J.L.Ginter & A.G.Sawyer. Managers'Conservatism and Corpoate Performance. Strategic Management Journal,1985,6:17-38
[256]Schein E.H. Organizational culture and leadership.2nd eds. Sanfrancisco:Jossey-Bass, 1997
[257]Thomas. Ideology and the discourse of strategic management:A critical research framework. In:Electronic Journal of Radical Organization Theory,1998,4(1)
[258]Tuominen M., Rajalai A, Moller K. Market Driving Versus Market Driven Divergent Roles of Market Orientation in Business Relationship. Industrial Marketing Management,2004, 33(1):207-217
[259]Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985.171-222
[260]Tan J. Justin and Litschert Robert J. Environment-Strategy Relationship and its Performance Implications:An Empirical Study of the Chinese Electronics Industry. Strategic Management Journal,1994,15:1-20
[261]Timothy A. Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt. Personality and Leadership:A Qualitative and Quantitative Review. Journal of Applied Psychology,2002, Vol.87(4):765-780
[262]Uhl-Bien M., Graen G. B.& Scandura T. A. Implications of leader-member exchange (LMX) for strategic human resource management systems:relationships as social capital for competitive advantage. In:G. R. Ferris, Eds. Research in Personnel and Human Resources Management,2000, Vol.18:137-185
[263]Van Seters.D.A.& Field R. H. G. The evolution of leadership theory. Journal of Organizational Change Management,1990,3:29-45
[264]Venkatraman N. Strategic orientation of business enterprises:the construct, dimensionality, and measurement. Management Science,1989,35(8):942-963
[265]Vroom V. and Bernd Pahl. Relationship between Age and Risk-taking among Managers. Journal of Applied, Psychology,1971, Vol.55:399-405
[266]Wight Pamela. Sustainable ecotourism:balancing economic, environmental and social goals within an ethical framework. Journal of Tourism Studies.1993,4:54-66
[267]Watson P.J.& Biderman M.D. Narcissistic personality inventory factors, splitting, and self-consciousness. Journal of Personality Assessment,1993,61:41-57
[268]Waterman R.H., T.J. Peter and J.R. Phillips. Struture Is Not Organization. Business Horizons,1980,23(3):14-26
[269]Waldman D.A.& Yammarino F.J. CEO Charismatic Leadership:Levels-of-management and Levels-of-analysis effects. Academy of Management Review,1999,24:266-285
[270]Waldman D. A., Javidan M.& Varella P. Charismatic leadership at the strategic level:a new application of upper echelons theory. The Leadership Quarterly,2004,15:355-381
[271]Wallace Harry M. and Roy F. Baumeister. The Effects of Success versus Failure Feedback on Further Self-Control.Self and Identity,2002,1:35-41
[272]Walsh J. P. and J. K. Seward. On the efficiency of internal and external corporate control mechanisms. Academy of Management Review,1990,15(3):421-158
[273]Wiklund J. The Sustainability of the Entrepreneurial Orientation-Performance Relationship. Entrepreneurship Theory and Practice,1999,24(1):37-48.
[274]Weick K.E. Enactment process in organizations. In:Barry M Staw and Gerald R Salanick, eds. New directions in organizational behavior (Chapter 8). Chicago, Illinois:St. Clair Press, 1977
[275]Weick K.E. The Social Psychology of Organizing, Resding. MA:Addison-Wesley,1979
[276]Wiersema, Bante. Top Management Team Demography and Corporate Strategic Change. Academy of Management Journal,1992,35(1):91-31
[277]Whittington H B. Hypostomes of Cambrian trilobites Palaeontology,1988,31:524
[278]Wink P.& Donahue K. The relationship between two types of narcissism and boredom. Journal of Research in Personality,1997,31:135-140
[279]Wofford J.C., Goodwin V. L.& Whittington J.L. A field study of a cognitive approach to understanding transformational and transactional leadership. Leadership Quarterly,1998, 9:55-84
[280]Wood V R., Robersong K R. Strategic Orientation and Export Success. International Marketing Review 1997,14(6):424-444
[281]Weidenbaum M. The Changing U.S. Role in Southeast Asia. Execufive Speeches,1995, 9(4):17-19
[282]Weiss H. M.& Adler S. Personality and Organizational Behavior, Research in Organizational Behavior,1984,6:1-50
[283]Yin R.K. Case Study Research:Design and Methods. Thousand Oaks:sage,2003.181
[284]Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002
[285]Yukl G, Van Fleet D D. Theory and research on leadership in organizations. In:Dunnette M, Hough L et al, eds. Handbook of Industrial and Organizational Psychology, Vol.3.2nd ed. Palo Alto, CA:Consulting Psychologists Press,1992.147-197
[286]Yukl G. An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories. Leadership Quarterly,1999,10(2):285-305
[287]Yukl G. Leadership in Organizations.4th edn. New Jersey:Prentice-Hall International,1998
[288]Yukl,GA. Leadership in organization.2nd ed. Englewood Cliff, NJ:Prentice-Hall,1989:3
[289]Zahra S.A. and J.A.Pearce. Research Evidence on the Miles and Snow Typology. Journal of Management,1990,16:751-768
[290]Zahra S. and Covin G. Contextual influences on the corporate entrepreneurship-performance elationship:a longitudinal analysis. Journal of Business Venturing,1995,10:43-58
[291]Zacarro S.J., Gilbert J.A., Thor K.K.& Mumford M.D. Leadership and social intelligence: Linking social perspectiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly,1991,2:317-342
[292]Zaccaro S.J. Models and theories of leadership. Alexandria VA:U.S. Army Research Institute for the Behavioral and Social Sciences,1996
[293]Zaccaro S.J.& Horn Z.N.J. Leadership theory and practice:Fostering an effective symbiosis. Leadership Quarterly,2003,14:769-806
[294]Zhou K Z, Gao G Y, Yang Z et al. Developing Strategic Orientation in China Antecedents and Consequences. Journal of Business Research,2005,58(1):1049-1058
[2]翁君奕.商务模式创新：企业经营“魔方”的旋启.北京：经济管理出版社,2004,第53页
[3]秦合舫.战略：超越不确定性.北京：机械工业出版社.2005,第42页
[4]Bettis R.A., Hitt M.A. The new competitive landscape. Strategic Management Journal,1995,16(special issue):7-19
[5] Beyond the Millennium:CEOs Size Up the Future. Chief Executive, March 1995,38-41
[1] Bettis and Hitt. S. Kotha. Mass Customization:Implementing the Emerging Paradigm for Competitive Advantage. Strategic Management Journal.1995,16:21-42
[2] R.Duane Ireland, Michael A. Hitt, Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999, Vol.13(1):43-57
[1] R. Chia. From Modern to Postmodern Organizational Analysis. Organizafion Studies,1995,16:579-604 R. A. Thietart and B. Forgues. Chaos Theory and Organization. Organiza-tion Science.1995,6:19-31
[2]Robert J.House, Ram N. Aditya. The Social Scientific Study of Leadership:Quo Vadis?. Journal of Management, 1997, Vol.23(3):409-473
[3] R.Duane Ireland, Michael A. Hitt, Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive,1999, Vol.13(1):43-57
[4] D.C.Hambrick. Putting Top Managers Back in the Strategy Picture. Strategic Management Journal,1989,10: 5-15
[5]W. P. Barnett, H.R. Greve, D. Y. Park. An evolutionary model of organizational performance. Strategic Management Journal,1994, Vol.15:11-28
[1]Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul.1996. p2
[2] Hambrick D.C, Cho T, Chen M. Top management team heterogeneity and competitive behaviors of the firm. Columbia University Graduate School of Business, working paper,1995, p105.
[3] Hall R. I. A system pathology of an organization:the rise and fall of the old Saturday Evening Post. Administrative Science Quarterly,1976,21:185-211
[4] Aldrich H.E. Organizations and environment. Englewood Cliffs, NJ:Prentice-Hall,1979, p87
[5]Hannan M.T., FreemanJ.H. The Population Ecology Approach of Organizations. American Journal of Sociology, 1977,82:929-964
[6] Kotter J.P. The general managers. New York:The Free Press,1982, p10
[1]Timothy A. Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt, Personality and Leadership:A Qualitative and Quantitative Review, Journal of Applied Psychology 2002, Vol.87, No.4,765-780
[2] Den Hartog, D.N.& Koopman, P.L. (2001). Leadership in organizations. In:Anderson, N.,Ones, D.S., Kepir-Sinangil, H.& Viswesvaran, C. (eds.). Handbook of industrial, work and organizational psychology, volume 2. London:Sage.
[3]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator.
Journal of Organizational Behavior,2005,26:839-865
[4] Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[5]Hitt.M. A.& Tyler. B. B. Strategic decision models:Integrating different perspectives. Strategic Management Journal,1991.12:327-351
[1] Vroom V. and Bernd Pahl. Relationship between Age and Risk-taking among Managers. Journal of Applied, Psychology,1971, Vol.55:399-405
[2] Dollinger, M.J., Environmental boundary spanning and information processing effects on organizational performance, Academy of Management Journal,1984,27(2):351-168.
[3] Wiersema, Bante. Top Management Team Demography and Corporate Strategic Change. Academy of Management Journal,1992,35(1)91-31
[4] Bantel KA, Jackson SE. Top management and innovations in banking:does the composition of the top team make a difference? Strategic Management Journal, Summer Special Issue,1989,10:107-124.
[5] Daellenbach, U.S., McCarthy, A.M., Schoenecker, T.S., Commitment to Innovation:The Impact of Top Management Team Characteristics. R&D Management 1999.29, Issue 3,199-208.
[1] Cyert R. M. and J. G March. A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963, p9
[2] Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation.In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press, 1985, pp 171-222
[3] Dalton, Dan R. and Idalene F. Kesner. Organizational Performance as an Antecedent of Inside/Outside Chief Executive Succession:An Empirical Assessment, The Academy of Management Journal,1985, (28)4:749-762.
[4] James, L. R.& Brett, J. M. Mediators, moderators, and tests for mediation. Journal of Applied Psychology, 1984,69:307-321.
[1] Hambrick D. C. Fragmentation and the other problems CEOs have with their top management teams. California Management Review, Greenwich CT:JAI Press,1995,37(3):110-127
[2] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[3] Hannan M., and J. Freeman The population ecology of organizations. American Journal of Sociology,1977,.82, 929-64.
[4] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406.
[1]何倩.战略导向、组织柔性对战略变化速度的影响研究：[博士学位论文].陕西：西安交通大学,2007
[2] Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[3]Andrews K. R. The Concept of Corporate Strategy. Homewood.L:Irw,1971, p109
[4] Gatignon H Xuereb J M. Strategic Orientation of The Firm New Product Performance. Journal of Marketing Research,1997,341:77-90
[5] Millers R.E, Snow C C, Meyer A.D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[1] Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[2] Bulent Menguc and Seigyoung Auh, A test of strategic orientation formation versus strategic orientation implementation. Journal of Marketing Theory and Practice,2005,13(2):4-19
[3] Rajeswararao Chaganti, Rakesh Sambharya. Research notes and communications strategic orientation and characteristics of upper management. Strategic Management Journal,1987,8:393-401
[1]Zaccaro S.J. Models and theories of leadership. Alexandria VA:U.S. Army Research Institute for the Behavioral and Social Sciences.1996, p18
[1]李怀祖,《管理研究方法论》,西安交通大学出版社,2004年,第46页
[1] Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002, p76
[2] Stogdill R.M. Handbook of Leadership. New York:Free Press,1974. p259
[3] Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc.2001,p28
[4] Bass B.M. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology,1999,8(1):9-32
[5] Fleishman E.A. The Description of Supervisory Behavior. Journal of Applied Psychology,1973,37,1:1-6
[1] Yukl,GA. Leadership in organization.2nd ed. Englewood Cliff, NJ:Prentice-Hall,1989,p3
[2] Yulk G. An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories. Leadership Quarterly,1999,10(2):285-305
Rauch C. F.& Behling O. Functionalism:Basis for an alternate approach to the study of leadership. In:J. G Hunt, D. M. Hosking, C. A. Schriesheim, and R. Stewart, Eds.1984, p65
[4] Nahavandi A. Te art and science of leadership. Upper Saddle River, New Jersey:Pearson Education,Inc, 2006,p9
[5]Robbins S.P. Organizational Behavior. Upper Saddle River, NJ:Prentice-Hall,2001, p2
Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc,2001,p67
[7] Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002, p104
[8] Hunt J.G. What is Leadership. In:J.Antonakis, A.T. Cianciolo & R.J. Sternberg, Eds.The Nature of Leadership. Thousand Oaks:Sage Publications,2004. pp 19-47
[9] Yukl G. An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories. Leadership Quarterly,1999,10(2):285-305
[10] Stephen J. Zaccaro and Richard J. Klimoski. Understand the Performance Imperatives Confronting Today's Leaders, NJ:Prentice-Hall,2004, p93
[1] Stogdill R.M. Handbook of Leadership. New York:Free Press,1974. p259
[2] Anton akis J.& Cacciatore S. Heuristics and biases in evaluations of leaders:The effects of uncertainty. Institute of International Management Working Paper No.0306. Lausanne:University of Lausanne.2003, p34
[3] Schein E.H. Organizational culture and leadership.2nd eds. Sanfrancisco:Jossey-Bass,1997, p87
[4]Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc,2001, p108
[1]House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473
[2] Likert R. New Patterns of Management. New York, McGraw-Hill,1961, pp 113-115
[3] Lowe K & Gardner W. Ten years of The Leadership Quarterly:Contributions and challenges for the future. The Leadership Quarterly,11(4):459-514
[4] Rush M.C., Thomas J.C.& Lord R.G. Implicit leadership theory:A potential threat to the validity of leader behavior questionnaires. Organizational Behavior and Human Performance,1977,20:93-110
[1] Lord R.G J.F Binning, M.C. Rush and J.C. Tomas. The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance,1978,21:27-39
Meindl J.R.& Ehrlich S.B. The romance of leadership and the evaluation of organizational performance.
Academy of Management Journal,1987,30(1):91-109
[3] Meindl J.R., Ehrlich S.B.& Dukerich J.M. The romance of leadership. Administrative Science Quarterly,1985, 30(1):78-102
[4]Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly,2001,11(4): 515-549
[5] Dansereau F. J., Graen G.& Haga W. A vertical dyad linkage approach to leadership within formal
organizations:A longitudinal investigation of the role making process. Organizational Behavior and Human Performance.1975.13:46-78
Uhl-Bien M., Graen G. B.& Scandura T. A. Implications of leader-member exchange (LMX) for strategic human resource management systems:relationships as social capital for competitive advantage. In:G. R. Ferris, Eds. Research in Personnel and Human Resources Management,2000, Vol.18:137-185
[7] Lord R.G., Foti R.J.& De Vader C. L. A test of leadership categorization theory:Internal structure, information processing and leadership perceptions. Organizational Behavior and Human Performance,1984,34:343-378
I8] Wofford J.C., Goodwin V. L.& Whittington J.L. A field study of a cognitive approach to understanding transformational and transactional leadership. Leadership Quarterly,1998,9:55-84
[1] Lowe K & Gardner W. Ten years of The Leadership Quarterly:Contributions and challenges for the future. The Leadership Quarterly,11(4):459-514
[2]Zaccaro S.J.& Horn Z.N.J. Leadership theory and practice:Fostering an effective symbiosis. Leadership Quarterly,2003,14:769-806
[3] Day D.V.& Lord R.G Executive Leadership and Organizational Performance:Suggestions for a New Theory and Methodology. Journal of Management,1988,14:453-464
[1]Daft R.L. The Leadership Experience.2nd ed. Orlando FL:Harcourt,2002, p99
[2]Hiller A. Allergy testing and treatment for canine atopic dermatitis.2002, Vet. Med.97:210-224
[3]Goffee R. Leadership, creativity and innovation. Prensentation given at the 3rd Annual Innovation Exchange Conference, London Business School, London, Dec.4,2003, p78
[4]O'Toole, Laurence J. Jr. Research on Policy Implementation:Assessment and Prospect. Journal of Public Administration Research and Theory,2000,10(2):263-288
[5] Van Seters.D.A.& Field R. H. G. The evolution of leadership theory. Journal of Organizational Change Management,1990,3:29-45
161 House R.J.& Shamir B. Toward the integration of transformational, charismatic and visionary theories. Chemers and Ayman, Eds. Leadership Theory and Research:Perspectives and Directions. San Diego:Academic Press.1993.81-107
[7] Bass B.M. Leadership and performance beyond expectations. New York:Free Press,1985, p102
[1] Yukl, G., Leadership in Organizations,4th edn, Prentice-Hall International, New Jersey,1998, p44
[2]Klein K.J. Meta-analytic studies of leadership:Added insights or added paradoxes? Current Psychology: Development, Learning, Personality, Social,1993-1994,12:326-343
[3] Pfeffer J. and Salancik G.R. Who gets power-and how they hold on to it:A strategic contingency model of power. Organizational Dynamics,1977a,5(3):2-21
[4]Meindl J.R., Ehrlich S.B.& Dukerich J.M. The romance of leadership. Administrative Science Quarterly,1985, 30(1):78-102
[5] Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology,1972, 6:1-22
[6] House R. L, Spangler W. D.& Woycke J. Personality and charisma in the U.S. presidency:A psychological theory of leader effectiveness. Administrative Science Quarterly,1991,36:364-396.
[1] Waldman D.A.& Yammarino F.J. CEO Charismatic Leadership:Levels-of-management and Levels-of-analysis effects. Academy of Management Review,1999,24:266-285
[2] House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473
[3]Cannella A. A. Jr.& Monroe M.J. Contrasting perspectives on strategic leaders:Toward a more realistic view of top managers. Journal of Management,1997,23 (3):213-237
[4] Bryman A. Charisma and Leadership in Organizations.London:Sage,1992, p65
[5] Hunt J.G. Leadership:A New Synthesis. Newbury Park. CA:Sage Publication, Inc,1991, p43
[6] Zacarro S.J., Gilbert J.A., Thor K.K.& Mumford M.D. Leadership and social intelligence:Linking social perspectiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly,1991,2:317-342
[7] Smith J. E., Carson K. P.& Alexander R. A. Leadership:It can make a difference. Academy of Management Journal,1984,27(4):765-776
[1]黄宏斌,秦辉,涂少伟.企业高层管理团队研究探讨.企业经济.2005,8：42-43
[2] Sosik J J, Jung D I, Berson Y, et al. Making all the right connections:the strategic leadership of top executives in high-tech organizations. Organizational Dynamics,2005,34 (1):47-61
[3]Ireland R. D. and M. A. Hitt. Achieving and maintaining strategic competitiveness in the 21 st century:The role of strategic leadership. Academy of Management Executive,1999,13(1):43-57
[4] Christensen C M. Making strategy:learning by doing. Harvard Business Review,1997,75(6):141-156
[1] Daft R.L. Leadership:Theory and Practice. New York:The Dryden Press,1999, p48
[2]中国科学院领导力课题组.战略领导力模式研究.领导科.2009.2.4-7
[3]Boal K.B. Strategic leadership. In:Goethals G.R., Sorenson G.J., and Burns J.M, eds. Encyclopedia of leadership. Thousand Oaks, CA:Sage,2004, pp1497-1504
[1]Cyert R. M. and J. G. A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall, March 1963, p33
[2] Fredrickson J.R. The Comprehensiveness of strategic Process:Extension Observations, and Future Direction. Acdemy of Management Journal,1984,27:445-466
[3] Murray D.M. Modelling for adaptivity, Proceedings of 8th Interdisciplinary Workshop, Informatics and Psychology, Scharding. Amsterdam:North Holland, Austria,May 1989, p32
[4] Geletkanycz M.& Hambrick D. The external ties of senior executives:Implications for strategic choice and performance. Administrative Science Quarterly,1997,42:654-681
[5] Sanders W.G. and Carpenter. M. Internationalization and firm Governance:The Roles of CEO Compensation, Top Management Composition, and Board Structure. Academy of Management Journal,1998,41:158-178
[1] House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473; Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly, 2001.11(4):516
[2] Selznick P. Leadership in administration:A sociological interpretation. Berkeley, CA:University of California Press,1984, p123
[1]Richard L. Hughes and Katherine Colarelli Beatty. Becoming a Strategic Leader:Your Role in Your Organization's Enduring Success, Thousand Oaks, CA:Sage,2002, p97
[2] Hambrick D.C.& Pettigrew A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,2001,15(3):36-44
[3] Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002, p55
[4] Hambrick D.C.& Pettigrew A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,2001,15(3):36-44
[1]Dusya Vera, Mary Crossan. Improvisation and Innovative Performance in Teams. Organization Science,2005, Vol.16(3):203-224
[2] Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly.2001,11(4): 515-549
[1]House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997, 23:409-473
[2]Bryman. A. Charisma and leadership in organizations. London:Sage Publications,1993
[3] Hambrik D.C.& P.Mason. The Organization as a Refection of its Top Managers. Academy of Management Riview,1984,9:193-206; Hiller & Hambrick. Conceptualizing executive hubris:the role of (Hyper-) core self-evaluations in strategic decision-making. Strategic Management Journal,2005,26:297-319
[4] Hambrick D.C. The field of management's devotion to theory:Too much of a good thing?. Academy of Management Journal,2007,50 (6),1346-1352
[5] Hambrick D.C.& Mason P.A. Upper echelons:The organizaton as a reflection of its top managers. Academy of Management Review,1984,9:193-206
[6] Finkelstein S.& D.Hambrick. Top Management Team and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35:484-503
Michel J. G.& Hambrick D. C. Diversification posture and top management team characteristics. Academy of Management Journal,1992,35:9-37
[8]Wiersema, Bante. Top Management Team Demography and Corporate Strategic Change. Academy of Management Journal,1992,35(1):91-31
[1] Cyert R. and March J. A Behavioral Theory of the Firm. Englewood Cliffs:Prentice Hall,1963, p21; March J. G & Simon. H. A. Organizations. New York:Wiley,1958, p68
[2] Mintzberg H. Mintzberg on management:Inside our strange world of organizations. New York, NY:The Free Press,1989, p77
[3] Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul,1996. p42
[4] Cannella A. A. Jr.& Monroe M. J. Contrasting perspectives on strategic leaders:Toward a more realistic view of top managers. Journal of Management,1997,23(3):213-237
[5] Patricia Pitcher and Anne Smith. Top Management Team Heterogeneity:Personality, Power, and Proxies. Organization Science,2001, January-February:1-18
[1] Hunt J.G. Leadership:A New Synthesis. Newbury Park. CA:Sage Publication, Inc,1991, p112
[2] Quinn R E. Beyond rational management:Mastering paradoxes and competing demands of high effectiveness, San Francisco:Jossey-Bass,1988, p21
[1] Zacarro S.J., Gilbert J.A., Thor K.K.& Mumford M.D. Leadership and social intelligence:Linking social perspectiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly,1991,2:317-342
[2] Hunt, Robert M. "Patent Reform:A Mixed Blessing for the U.S. Economy?" Federal Reserve Bank of Philadelphia Business Review (November/December),1999. pp15-29.; Bryman A. Charisma and Leadership in Organizations.London:Sage,1992, p54
[3] House R.J., Wright N.S. and Aditya R.N. Cross-cultural research on organizational leadership:A critical analysis and a proposed theory. In:Earley P. C.& Erez M, Eds. New Perspectives on International Industrial/ Organizational Psychology,1997.535-625
[4]Podsakoff P. M., MacKenzie S. B., Moorman R. H.& Fetter R. (Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1990,1:107-142
[5] Burns J.M. Leadership. NY:Harper & Row,1978, p154
[6] Bass B.M. Leadership and performance beyond expectations. New York:Free Press,1985, p31
Antonakis J., Avolio B.J.& Sivasubramaniam N. Context and leadership:an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly,2003,14: 261-295; Judge T. A.& Piccolo R. F. Transformational and transactional leadership:Ameta-analytic test of their relative validity. Journal of Applied Psychology,2004,89:755-768; Kuhnert K.W. and Lewis P. Transactional and transformational leadership:aconstructive/developmental analysis. Academy of Management Journal,1987, Vol.12:648-657
[1] Bass B. M.& Avolio B. J. Transformational leadership and organizational culture. International Journal of Public Administration,1994,17(3/4), March:541-555;
[2] House R J, Baetz M L. Leadership:some empirical generalizations and new research directions. In:Staw BM, Cummings LL, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1979, Vol.1.341-423
[3] House HL. Nutrition of natural enemies. In:Ridgeway R L, Vinson S B, eds. Biological Control by Augmentation of Natural Enemies. New York:Plenum Press,1977,p7; Conger J.A. Inspring others:the language of leadership. Academy of Management Executive,1991,5(1):31-45
[4] Yukl G, Van Fleet DD. Theory and research on leadership in organizations. In:Dunnette M, Hough L et al, eds. Handbook of Industrial and Organizational Psychology, Vol.3.2nd ed. Palo Alto, CA:Consulting Psychologists Press,1992,pp147-197
[5] Yukl G. A. Leadership in Organizations.5th ed. New Jersey:Prentice-Hall,2002, p244
[6]吴复新.应用激励保健理论提高员工工作意愿与绩效之研究.人事月刊, 1991,12(2)：12～24
[7] Conger J A.& R.N.Kanungo. Toward a Behavioural Theory of Charismatic Leadership in Organizational Settings. Academy of Management Review,1987,12:637-647
[8] Sashkin M. The Visionary Leader. in:J.A.Conger & R.N.Kanungo, Eds. Charismatic Leadership. San Francisco: Jossey-Bass,1988, pp122-160
[9] Bennis W.& Nanus B. Leaders. New York:Harper and Row,1985, p33
[10] Korac-Kakabadse, Andrew, Korac-Kakabadse, Nada and Myers, Andrew. Demographics and leadership philosophy:exploring gender differences. Journal of Management Development.1998, vol.17:9
[1] Boal K. B.& Hooijberg, R. Strategic leadership research:Moving on. Leadership Quarterly,2000,11(4):515
[2] Mintzberg H. Mintzberg on management:Inside our strange world of organizations. New York, NY:The Free Press,1989, p154
[3] R.H. Waterman, T.J.Peter and J.R. Phillips. Struture Is Not Organization. Business Horizons,1980,23(3): 14-26
[1] Selznick P. Leadership in administration:A sociological interpretation. Berkeley, CA:University of California Press,1984, p5
[2] Nahavandi A. Te art and science of leadership. Upper Saddle River, New Jersey:Pearson Education, Inc,2006, p7
[1] Hitt M. A.& Keats B. W. Strategic leadership and restructuring:A reciprocal interdependence. In:R. L. Phillips & J. G. Hunt, Eds. Strategic leadership:A multi-organization level perspective. Westport, CT:Quorum Books,1992, p98
[2] Richard L. Hughes and Katherine Colarelli Beatty. Becoming a Strategic Leader:Your Role in Your Organization's Enduring Success, CA:University of California Press,1999, p5
[1] Gatewood R.D.& Field H.S. Human Resource Selection.4th edition. New York:The Dryden Press,1998, p8
[2] Costa P. T.& McCrae R. R. Multiple uses for longitudinal personality data. European Journal of Personality, 1992,6:85-102
[3] Monte C.F.& Sollod R. N. Beneath the mask:An introduction to theories of personality.7th ed. Danvers, MA: Wiley,2003, p45
[4] Cable D & Judge T.A. Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes,1996,67:294-311
I51 Wiggins GB. Larvae of the North American caddisfly genera.2nd Edition. University of Toronto:Toronto Press, 1996, p457
[6] Hough L.M. The'Big Five'personality variables—construct confusion:Description versus prediction. Human Performance.1992.5:139-155
[1]Kets de Vries MF, Miller D. Narcissism and leadership:an object relations perspective. Human Relations,1985,
[2] R.C.Hoffman & H.W.Hegarty. Top Management Influnce on Innovations:Effects of Executive Characteristics 38:583-601 and Social Culture. Journal of Management,1993,19:549-574
[3] David A. Waldman, Mansour Javidan, Paul Varell. Charismatic leadership at the strategic level:A new application of upper echelons theory, The Leadership Quarterly,2004,15:355-380
[4]Hambrick D., Mason P. Upper echelons:the organization as a reflection of its top managers. Academy of Management Review,1984,9(2):196
[5]U.C.V. Harley & S.A.Stumph. Cognitive Trails in Strategic Management Decision-making:Linking Theories of Personalities and Cognitions. Journal of Management Studies,1989,26:477-497
[6]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator. Journal of Organizational Behavior,2005,26:839-865
[7] Timothy A. Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt. Personality and Leadership:A Qualitative and Quantitative Review. Journal of Applied Psychology,2002, Vol.87(4):765-780
[8].D.Miller, M.Kets de Vries & J.M.Toulouse. Top Executive Locus of Control and Its Relationship to Strategic-making,Structure and Environment. Academy of Management Journal,1982,25:237-253;
[9]Casson, Mark C. The Entrepreneur. An Economic Theory. Oxford:Martin Robertson,1982, p127
[1] Pitt L.F. and Kannemeyer R. The role of adaptation in microenterprise development:a marketing perspective. Journal of Developmental Entrepreneurship,2000,5(2):137-155
[2] Korunka C., Frank H., Lueger M.& Mugler J. The entrepreneurial personality in the context of resources, environment, and the startup process-A configurational approach. Entrepreneurship Theory and Practice,2003,28 (1):23-42
[1] J.B.Rotter. Genenalized Expectancies for Internal versus External Control of Reinforcement. Psychological Monographs:General and Applied,1966,80:1-28
[2] Brockhaus. Advances in entrepreneurship, firm emergence and growth. Greenwich.CN:JAI Press,1982, volume 21-50
[1]McClelland D.C. The Achieving Society. Princeton.NJ:D.Van Nostrand,1961, p42
[1] J.G.March & Z.Shapira. Managerial Perspectives on Risk and Risk Taking. Management Science,1987,33: 1404-1418
[1] Arijit Chatterjee, Donald C. Hambrick. It's all about me:Narcissistic CEOs and Their Effects on Company Strategy and Performance. Mnistrative Science Quarterly,2007,52:351-386
[1]Wink P.& Donahue K. The relationship between two types of narcissism and boredom. Journal of Research in Personality,1997,31:135-140
[2] Kernberg O. Internal world and external reality. Object relations theory applied. New York:Jason Aronson, 1986, p99
[1]Watson P.J.& Biderman M.D. Narcissistic personality inventory factors, splitting, and self-consciousness. Journal of Personality Assessment,1993,61:41-57
[2]Oltmanns T. F., Friedman J. N., Fiedler E. R.& Turkheimer E. Perceptions of people with personality disorders based on thin slices of behavior. Journal of Research in Personality,2004,38:216-229
[3]Wallace Harry M. and Roy F. Baumeister. The Effects of Success versus Failure Feedback on Further Self-Control.Self and Identity,2002,1:35-41
[4]Brown R. P.& Bosson J. K. Narcissus meets Sisyphus:Self-love, selfloathing, and the never-ending pursuit of self-worth. Psychological Inquiry,2001,12:210-213
[5] Raskin R.& Terry H. A principal-components analysis of the Narcissistic Personality Inventory and further evidence of its construct validity. Journal of Personality and Social Psychology,1988,54:890-902
[6] Cannella J A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,1993,15(3):36-44
[1][美]迈克尔·A·希特等.战略管理：竞争与全球化,吕巍等译.北京：机械工业出版社,2002,第132页
[2]Markids.C. A Dynamic View of Strategy. Sloon Management Review,1999,40(3):55-63
[3] Markids.C. A Strategic Innovation. Sloon Management Review,1997,38(3):9-23
[1] Hooijberg R, Hunt J G, Dodge G E. Leadership complexity and development of the leader pled model. Journal of Management,1997,23:375-408
[2] Connelly M S, Gilbert J A. Zaccaro S J. et al. Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly,2000,11 (1):65-68
[3] Barbara J. Davies & Brent Davies. Strategic leadership. School Leadership & Management,2004, vol.24(1): 29-38
[4] Burgleman R.A & Grove A.S. Strategic dissonance. Californian Management Review,1996,38:8-28
[1] Davies, Barbara and Davies.Brent. Strategic Leadership School. Leadership and Management,2004,24(1):
[2] Sosik J J, Jung D I, Berson Y, et al. Making all the right connections:the strategic leadership of top executives 29-38 in high-tech organizations. Organizational Dynamics,2005,34 (1):47-61
[3] Mumford T V, Campion M A, Morgeson F P. The leadership skills strataplex:leadership skill requirements across organizational levels. The Leadership Quarterly,2007,18 (2):154-166
[41 Antonakis J & House R.J. An analysis of the full-range leadership theory:The way forward. In:B.J.Avolio & F.J.Yammarino, Eds. Transformational and Charismatic Leadership:The Road Ahead. Amsterdam:JAI Press, 2002.3-34
[5] Frances Hesselbein. Strategic leadership. Executive Excellence,1994,11(8):13-17
[1] Christensen C.M. The innovator's dilemma. Boston.M.A:Harvard Business School Press.1997, p52
[2]Nahavandi A.& Malezadeh A.R. Leader style in strategy and organizational performance:An integrative framework. Journal of Management Studies,1993,30(3):405-425
[1] Wiklund.J. The Sustainability of the Entrepreneurial Orientation-Performance Relationship. Entrepreneurship Theory and Practice,1999,24(1):37-48
[1] Chandler A.D. Strategy and structure:chapters in the history of the American industrial enterprise. Cambridge, Massachusetts:MIT Press,1962, p77
[2]Child, J. Organization structure, environment and performance:the role of strategic choice. Sociology,1972, 6(1):1-22
[3] Starbuck W. H. Organization and their environment. In:Marvin D Dunnette, eds. Handbook of industrial organizational psychology. Chicago Illinois:Rand McNally,1976.1069-1123
[4] Weick K.E. Enactment process in organizations. In:Barry M Staw and Gerald R Salanick, eds. New directions in organizational behavior (Chapter 8). Chicago, Illinois:St. Clair Press,1977, p111
[5]Kimberly J. An interview with Miles R, and Snow C. Academy of Management Executive,1976,17(4):97-104
[1]何倩.战略导向、组织柔性对战略变化速度的影响研究：[博士学位论文].陕西：西安交通大学,2007
[2] Jeong.I., Pae.J.H. and Zhou.D. Antecedents and consequences of the strategic orientations in new product development:The case of Chinese manufacturers. Industrial Marketing Management.2006, Vol.35:348-358
[3] Barbara.J. Davies & Brent Davies. Strategic leadership. School Leadership & Management,2004, vol.24(1): 29-38
[4]Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[5] Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[6] Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[1] Miles R, and Snow C. Organizational Strategy, Structure and Process. New York:McGraw-Hill,1978, p9
[2] Porter M.E. Technology and Competitive Advantage. Journal of Business Strategy,1985,5(4):60-77
[3] Miller D. Confugurations of Strategy and Structure. Strategic Management Journal,1986,7(1):233-250
[4] Venkatraman N. Strategic orientation of business enterprises:the construct, dimensionality, and measurement. Management Science,1989,35(8):942-963
[1] Berthon P. Hulbert J M, Pitt L F. To Serve or Create Strategic Orientations Toward Customers and Innovation. California Management Review,1999,42(1):37-58
[2]Engelland B. T., Summey J. H. An Extended Typology of Strategic Orientation and Its Linkages to Product Innovation. The Journal of Marketing Management,1999,9(2):19-31
[3] Miles R., Snow C. Organizational Strategy, Structure and Process. New York:McGraw-Hill,1978. p21
[4] Millers R.E, Snow C C, Meyer A.D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[1] Miller, Danny, and Peter H. Friesen. Archetypes of strategy formulation. Management Science,1978,24: 921-933
[1]Zahra S.A. and J.A.Pearce. Research Evidence on the Miles and Snow Typology. Journal of Management,1990, 16:751-768
[2] Hambrick D.C. High-profit strategies for mature capital-goods businesses:A contingency approach. Academy of Management Journal,1983,26
[3] Adolf A. Berle and Gardiner C. Means. The Modern Corporation and Private Property. New York:Harcourt, Brace & World,1932, p41
[4] Chandler J. Factors influencing monoclonal antibody production in mouse ascites fluid. In:Commercial Production of Monoclonal Antibodies. S. Seaver, eds. New York:Marcel Dekker, lnc,1987. pp75-92
[5] Barnard Chester. The functions of the executive. Cambridge, MA:Harvard University Press,1938, p9
[1]Burkart, Mike D. Gromb and F. Panunzi. Large shareholders, monitoring, and the value of the firm. The Quarterly Journal of Economics,1997:693-727
[2]Aghion P, Tirole J. Formal and real authority in organizations. Journal of Political Economy,1997,105:1-29
[3] Burkart, Mike D. Gromb and F. Panunzi. Large shareholders, monitoring, and the value of the firm. The Quarterly Journal of Economics,1997,54
[1] Hannan M. T.& Freeman J. H. Structural Inertia and Organizational Change. American Sociological Review. 1984,49:149-164
[2] McKelvey B. Dynamics of new science leadership:an OB theory of the firm, strategy, and distributed intelligence. Paper presented at The MESO Conference at Duke University, Durham, NC, April/May,1999, p76
[3]纳尔逊.温特.经济变迁的演化理论.北京：商务印书馆,1997,第43页
[4]Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology,1972, 6
[1] Hrebiniak L and Joyce W. Organizational adaptation:Strategic choice and environmental determinism. Administrative Science Quarterly,1985,30:336-349
[2] McKelvey B.& Aldrich H. E. Populations, Organizations, and Applied Organizational Science. Administrative Science Quarterly,1983,28
[3]Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[1] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[2] Finkelstein S, Hambrick D C. Strategic Leadership:Top Executives and their Effects on Organizations. West: New York,1996, p106
[1] Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. ln:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985, p63
[2] Hannan.M.T., Freeman.J.H. The Population Ecology Approach of Organizations. American Journal of Sociology,1977,82:929-964
[3] Lodahl T. M.& Mitchell S. M. Drift in the Development of Innovative Organizations. The Organizational Life Cycle,1980,187-207
[4] Mintzberg H. Patterns in Strategy Formation. Management Science,1978,24:934-948
[5] Aldrich H. E. Organizations and Environments. Englewood Cliffs. NJ:Prentice Hall,1979, p21
[6] Miller D.& Toulouse J. M. Chief Executive Personality and Corporate Strategy and Structure in Small Firms. Management Science,1986,32:1389-1409
[7] Galbraith J. K. The New Industrial State, Cambridge,1967, p52
[8]Reid S.R. Mergers. Managers and the Economy. New York:McGraw-Hill,1968, p19
[9] Agrawal A. and C.Knoeber. Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders. Journal of Financial and Quantitative Analysis, September 1996, V.31(3),377-397
[1] Allison G. T. Essence of Decision:Explaining the Cuban Missile Crisis. Boston:Little,1971, p71
[2] Cyert R. M. and J. G. March A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963, p11
[3] Weiss H. M.& Adler S. Personality and Organizational Behavior, Research in Organizational Behavior,1984,6: 1-50
[4] Monson T. C., Hesley J. W.& Chernick L. Specifying When Personality Traits Can and Cannot Predict Behavior:An Alternative to Abandoning the Attempt to Predict Single Act Criteria. Journal of Personality and Social Psychology,1982,43
[5] Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[6] Walsh J. P. and J. K. Seward. On the efficiency of internal and external corporate control mechanisms. Academy of Management Review,1990,15(3):421-158
[7] Singh J. Performance, Slack, and Risk Taking in Organizational Decision Making. Academy of Management Journal.1986.29:562-585
[1] Cyert R. M. and J. G. March A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963
[2] Miles R. H.& Cameron K. Coffin Nails and Corporate Strategies. Englewood Cliffs, New Jersey:Prentice-Hall, 1982, p165
[3] Agrawal A. and C.Knoeber. Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders. Journal of Financial and Quantitative Analysis, September 1996, V.31(3),377-397
[4] Adolf A. Berle and Gardiner C. Means. The Modern Corporation and Private Property. New York:Harcourt, Brace & World,1932, p132
[5] Salancik G. R.& Pfeffer J. Effects of Ownership and Performance on Executive Tenure in U.S. Corporations. Academy of Management Journal,1980,23:653-664
[6]McEachern W. A. Managerial Control and Performance. MA:Lexington,1975, p94
[1] Salancik G. R.& Pfeffer J. Effects of Ownership and Performance on Executive Tenure in U.S. Corporations. Academy of Management Journal,1980,23:653-664
121 Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987, p4
[1] Hambrick, D. C.& Finkelstein, S., Managerial Discretion:A Bridge between Polar Views on Organizations. L.L.Cummings & M. Staw (Eds.), Research in Organizational Behavior,1987.9:369-406.
[2] Whittington H B. Hypostomes of Cambrian trilobites Palaeontology,1988,31:524
[1] Hambrick D.C. "The field of management's devotion to theory:Too much of a good thing?". Academy of Management Journal,2007,50 (6),1346-1352
[2] Weick, K. E., The Social Psychology of Organizing, Resding, MA:Addison-Wesley,1979, p212
[3] Antonakis J., Avolio B.J.& Sivasubramaniam N. Context and leadership:an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly,2003,14
[4] Anderson P, Tushman M.L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3):675-711
[5] Goodstein L. D., Nolan T. M.& Pfeiffer J. W. Applied strategic planning:How to develop a plan that really works. New York:McGraw-Hill,1993, p154
[1]Daft R. L. Organizational theory and design.7th ed. Cincinnati. OH:South-Western,2001, p54
[2] Steiner, George. The cleric of treason. In:George Steiner:A Reader. New York:Oxford University Press,1984, p66
[3] Richard O. C., B. P. S. Murthi, and K. Ismail. The Impact of Racial Diversity on Intermediate and Long-Term Performance:The Moderating Role of Environmental Context. Strategic Management Journal,2007,28
[4]Dill W. Environment as an Influence on Managerial Autonomy. Administrative science Quarterly,1958,2: 409-443
[5] Duncan R. B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17:313-327
[6] Lawrence R.R., Lorsch J.W. Organization and Environment. Boston Harvard University, Graduate School of Business Administration.1967.13-27
[1] Duncan R. B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17:313-327
[2]Lawrence P.R., Lorsch F.W. Differentiation and integration in complex organizations. Administrative Science Quarterly,1967,12(1):1-47
[3]王益谊,席酉民,毕鹏程.组织环境的不确定性研究综述.管理工程学报,2005,1：46～50
[4] Fahey L, V.K.Narayanan.Macro. Environmental analysis for strategic management. New York:West Publishing Company,1986, p171
[5]张映红.公司创业战略—基于中国转型经济环境的研究.北京：清华大学出版社,2005,第56页
[6]Koopmans T. C. Three Essays on the State of Economic Science. New York:McGraw-Hill,1957, p32
[1] Manolis C., Nygaard A.. Stillerud B. Uncertainty and vertical control:an international investigation. International Business Review,1997,6(5):501-518
[2] Duncan R.B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17
[3]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29
[4] Volberda H.W. Building the Flexible Firm. Oxford:Oxford University Press,1998, p87
[l]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29: 52-73
[2] Volberda H.W. Building the Flexible Firm. Oxford:Oxford University Press,1998, p112
[3]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29: 52-73
[4] Tan J. Justin and Litschert Robert J. Environment-Strategy Relationship and its Performance Implications:An Empirical Study of the Chinese Electronics Industry. Strategic Management Journal,1994,15:1-20
[5]Covin J G and Slevin D P. Strategic management of small firms in hostile and benign environments. Strategic Management Journal,1989,10:75-871
[6] Aldrich H.E. Organizations and environment. Englewood Cliffs, NJ:Prentice-Hall,1979, p21
[7]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29: 52-73
[1][美]斯蒂芬·罗宾斯.管理学(第四版),黄卫伟等译.中国人民大学出版社,1999,第98页
[2]Robert B. Duncan, Characteristics of Perceived Environment and Perceived Environment Uncertainty, Administrative Science Quarterly 1972 (17):313-27
[1] George P. Huber. Perceived environmental uncertainty:effects of information and structure. Academy of Management Journal,1975,16:737-754
[2] Jauch L, K.Kratt. Strategic Management of Uncertainty. Academy of Management Review 1986,11:777-790
[3]Daft R, J.Sormunem, D.Parks. Chief Executive Scanning, Environmental Characteristics and Company Performance:An Empirical Study. Strategic Management Journal,1988,9(2):123-139
[4] Downey H K, J W Slocum. Uncertainty:Measure, Research and Sources of Variation. Academy of Management Journal, 1975.18:562-578
[1] Huber G P, O'Connell M J, Cummings L L. Perceived environmental uncertainty:Effects on information and structure. Academy of Management Journal,1975,18:725-740
[2] Lawrence GHrebiniak, Charles C.Snow. Industry difference in environmental uncertainty and organizational characteristics related to uncertainty. Academy of Management Journal,1980,23(4):750-759
[3] Courtney H. Foresight:crafting strategy in an uncertain world. Boston, Massachusetts:Harvard Business School Press,2001, p139
[4] Hovakimian A. The role of target leverage in security issues and repurchases. Journal of Business,2004,77 1041-1071
[1] Justin Tan, Robert J.Litschert. Environment strategy relationship and its performance implications an empirical study of the Chinese electronics industry. Strategic Management Journal,1994,15:1-18
[2]Papadakis V. M., Lioukas S.& Chambers D. Strategic Decision-Making Processes:The Role of Management and Context. Strategic Management Journal,1998, vol.19
[3] Schneider S.C., Barsoux J.L. Managing across Cultures. London:Prentice Hall,2003,p36
[1]Zahra S. and Covin G. Contextual influences on the corporate entrepreneurship-performance elationship:a longitudinal analysis. Journal of Business Venturing,1995,10:43-58
[2] Jansen J.J.P., Van den Bosch F.A.J., Volberda H.W. Exploratory innovation, exploitative innovation, and ambidexterity:the impact of environmental and organizational antecedents. Schmalenbach Business Review,2005, 57:351-363
[3] Hamel G. Leading the revolution. Cambridge, MA:Harvard University Press,2000, p83
[4] Castaner J. Diversification as learning:the role of corporate exploitation and exploration under different environmental conditions in the US phone industry,1979-2000:[Ph.D. dissertation]. University of Minnesota, 2002, p54
[5] Ireland R.D., Webb J.W. Strategic entrepreneurship:creating competitive advantage through streams of innovation. Business Horizons,2007,50:49-59
[6]李剑力.战略型创业研究评介.外国经济与管理,2007,9：17～23
[1]Allport G. Pattern and growth in personality. New York:Holt,Rinehart and Winston, Inc,1963, p77
[2]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator. Journal of Organizational Behavior,2005,26:839-865
[3] Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[1] Hitt.M. A.& Tyler. B. B. Strategic decision models:Integrating different perspectives. Strategic Management Journal,1991,12:327-351
[2] A.K.Gupta & V.Govindarajan. Business Unit Strategy, Managerial Characteristics and Performance. Academy of Management Journal,1984,27:25-41
[3] Anderson P, Tushman M L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3):675-711
[1]Hoskisson R and Busenitz L. Market uncertainty and learning distance in corporate entrepreneurship entry mode choice. In:Hitt M, Ireland R, Camp S, and Sexton D, eds. Strategic Entrepreneurship:Creating A New Mindset. Oxford, UK:Blackwell Publishers,2002, p127
[1] Gabarro J J. Diagnosing Organization Environment Fit Implications for Organization Development. Education and Urban Society,1974,6(2):153-178
[1]Tushman M, Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985. pp171-222
[2]Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985. pp171-222
[3]罗珉.战略选择论的起源、发展与复杂性范式.外国经济与管理,2006,1：9-16
[4] Dutton J, and Duncan R. The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal,1987,8:279-295
[5]Stevenson H and Gumpert D. The heart of entrepreneurship. In:Sahlman W, Stevenson H, and Roberts M et al, eds. The Entrepreneurial Venture. Boston:MA, Harvard Business School Press,1991, p91
[6] Miles R E, Snow C C, Meyer A D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[1]付亚和,许亚林.绩效管理.上海：复旦大学出版社,2003,第76页
[2] Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology, 1972.6:1-22
[1] Seigyoung A., Bulent M. The Influence of Top Management Team Functional Diversity on Strategic Orientations. Intern. J of Research in Marketing,2005,22(1):333-350
[2] Stock R M, Hoyer W D. Leadership Style as Driver of Sales people's Customer Orientation. Journal of Market Focused Management,2002,5(1):355-376
[3] Tuominen M., Rajalai A, Moller K. Market Driving Versus Market Driven Divergent Roles of Market Orientation in Business Relationship. Industrial Marketing Management,2004,33(1):207-217
[4]A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[5] McClelland D.C. The Achieving Society. Princeton.NJ:D.Van Nostrand,1961, p153
[6] Wainer, H.A. and I.M. Rubin. Motivation of Research and Development Entrepreneurs:Determinants of Company Success", Journal of Applied Psychology,1969. No.3,53,
[1] S.Kitchell. Corporate Culture, Environmental Adaptation, and Innovation Adoption:A Qualitative/Quantitative Approach. Journal of the Academy of Marketing Science,1995,23:195-205
[2]M.Sashkin. The Visionary Leader. in:J.A.Conger & R.N.Kanungo, Eds. Charismatic Leadership. San Francisco: Jossey-Bass,1988, pp 122-160
[3] J.M.Howell & C.A.Higgins. Champions of Technological Innovation. Administrative Science Quarterly,1990, 35:317-341
[4] Wallace H M, Baumeister R F. The performance of narcissists rises and fall with perceived opportunity for glory, Journal of Personality and Socoal Psychologu,2002,82(5):819-834
[5] Watson, P. J.,& Biderman, M. D.,Narcissistic personality inventory factors, splitting, and self-consciousness. Journal of Personality Assessment,1993,61,41-57.
[61 Oltmanns, T. F., Friedman, J. N., Fiedler, E. R.,& Turkheimer, E. Perceptions of people with personality disorders based on thin slices of behavior. Journal of Research in Personality,2004,38,216-229.
[7] Wallace, Harry M. and Roy F. Baumeister, "The Effects of Success versus Failure Feedback on Further Self-Control,"Self and Identity,2002,1,35-41
[1] Miller D, Kets deVries MFR, Toulouse, Top Executive Locus of Control and its Relationship to Strategy-Making, Structure, and Environment. Academy of Management Journal,1982,4:221-235.
[2] Wood V R., Robersong K R. Strategic Orientation and Export Success. International Marketing Review 1997, 14(6):424-444.
[1] A.K.Gupta & V.Govindarajan. Business Unit Strategy. Managerial Characteristics and Performance. Academy of Management Journal,1984,27:25-41.
S. Shane (1996), "Hybrid organizational arrangements and their implications for firm growth and survival:A study of new franchisors", Academy of Management Journal, Vol.39 pp.216-234.
[1] Collins O and D Moore. The Enterprising Man. East Lansing:Michigan State University,1964, p42.
[2] Eisenhardt K M. Making Fast Strategic Decisions in High-Velocity Environments. The Academy of Management Journal 1989,32:543.
[3) Wink P.& Donahue K. The relationship between two types of narcissism and boredom. Journal of Research in Personality,1997,31:135-140.
[4] Kernberg O. Internal world and external reality. Object relations theory applied. New York:Jason Aronson, 1986, p121.
[1] Hambrick, D.C., High-profit strategies for mature capital-goods businesses:A contingency approach. Academy of Management Journal,1983,26,687-707.
[2] 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.
[3] Wight, Pamela. Sustainable ecotourism:balancing economic, environmental and social goals within an ethical framework. Journal of Tourism Studies.1993,4:54-66.
[4] Venkatraman N. Strategic orientation of business enterprises:the construct, dimensionality, and measurement. Management Science,1989,35(8):942-963
[5] Auh, Seigyoung and Bulent Menguc, "The Influence of Top Management Team Functional Diversity on Strategic Orientations:The Moderating Role of Environmental Turbulence and Interfunctional Coordination," International Journal of Research in Marketing,2005,22 (3),333-350.
[1] Luo, Yadong and Park, Seung Ho, Strategic Alignment and Performance of Market-Seeking MNCs in China, Strategic Management Journal,2001,22,141-155
[2] March J. G.& Simon. H. A. Organizations. New York:Wiley,1958, p31
[1] Hambrick D. C., Snow C.C. A contextual model of strategic decision making in organizations. In:R.L.Taylor, M. J. O'Connell, R. A. Zawacki & D. D. Warrick, Eds. Academy of Management Proceedings,1977,109-112
[2] Scott W.G & Mitchell T.R. Organization theory:A structural and behavioral analysis. Homewood,Ill:Irwin, 1972, p43
[3] Finkelstein S.& D.Hambrick. Top Management Team and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35:484-503
[4] Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[5] A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212; D.C.Hambrick. Putting Top Managers Back in the Strategy Picture. Strategic Management Journal,1989,10:5-15
[6]F.Damanpour. Organizational Size and Innovation. Organization Studies,1992,13:375-402; A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies, 1990.15:183-212
[1] W.Fritz. Determinants of Product Innovation Activities. European Journal of Marketing,1989,23:32-43; Gauvin & R.K.Sinha. Innovativeness in Industrial Organization:A Two-stage Model of Adoption. International Journal of Research in Marketing,1993,10:165-183; P.K.Soni, GL.Lilien & D.T.Wilson. Industrial Innovation and Firm Performance. International Journal of Research in Marketing,1993,10:365-380
[1]Choo C W. Environmental scanning as information seeking and organizational learning. Information Research, 2001,7(1):112
[2] Chakravarthy B.A. New strategy framework for coping with turbulence. Sloan Management Review,1997, Winter:69-82
[3] Lumpkin G.T.& Dess G.G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review,1996,21(1):135-172
[1]Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[1] Yin R.K. Case Study Research:Design and Methods. Thousand Oaks:sage,2003, p181
[1] Craig A. R., Franklin J. A & Andrews G. A scale to measure locus of control of behavior. British Journal of Medical Psychology,1984,57:173-180
[1] Shortell S.M., Zajac E. Perceptual and Archival Measures of Miles and Snow's Strategic Types:a Comprehensive Assessment of Reliability and Validity. Academy of Management Journal,1990,33:817-832
[1] Burkart, Mike, D. Gromb, and F. Panunzi, Large shareholders, monitoring, and the value of the firm, The Quarterly Journal of Economics,1997, August,693-727.
[1]李光泽.典型相关分析及其在外语教育研究中的应用.http://lihome1975.blog.sohu.com/59333432.html
[2]柯惠新,沈浩.调查研究中的统计分析方法.北京：中国传媒大学出版社,2005,第204页
[1]龙立荣.层级回归方法及其在社会科学中的应用.教育研究与实验,2004,1：51～56
[1] James L R, Brett J M., Mediators/Moderators and tests for mediation. Journal of Applied Psychology,1984,69 (2):307-321
[2]温忠麟,侯杰泰,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
[1]Schoonhoven C.B. Problems with Contingency Theory:Testing Assumptions Hidden within the Language of Contingency. Administrative Science Quarterly,1981,26(3):349-377
[2] Reuben M. Baron and David A. Kenny, The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic, and Statistical Considerations, Journal of Pe-nality and Social Psychology 1986, Vol.51, No.6,1173-1182
[1]李乾文.公司创业导向与组织绩效间的转化路径研究：[博士学位论文].天津：南开大学,2006
[1] A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[1] A.Y.Lewin & C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[1] Anderson P, Tushman M.L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3):675-711
[1] Goodstein L. D., Nolan T. M.& Pfeiffer J. W. Applied strategic planning:How to develop a plan that really works. New York:McGraw-Hill,1993, p153
[2] Barnard, Chester. The functions of the executive. Cambridge, MA:Harvard University. Press,1938, p121
[1] Patricia Pitcher and Anne Smith, "Top Management Team Heterogeneity:Personality, Power, and Proxies," Organization Science,January-February,2001,,pp 1-18
[2] David A. Waldman, Mansour Javidan, Paul Varell. Charismatic leadership at the strategic level:A new application of upper echelons theory. The Leadership Quarterly,2004,15:355-380
[3] U.C.V. Harley & S.A.Stumph. Cognitive Trails in Strategic Management Decision-making:Linking Theories of Personalities and Cognitions. Journal of Management Studies,1989,26:477-497
[1]阿代尔J.战略领导,冷元红译.海口：海南出版社,2006
[2]毕鹏程,郎淳刚,席酉民.领导风格和行为对群体决策过程和结果的影响.西安交通大学学报,2005,2(25)：1-9
[3]崔世娟,孙利,蓝海林.中国企业归核化战略绩效研究.科学学与科学技术管理,2009,7：164～172
[4]陈忠卫,贾培蕊.基于心理契约的高层管理团队凝聚力问题研究.管理科学,2004,5(17)：46～52
[5]陈文标,阮兢青.新经济时代下创业型企业的战略领导实施.企业经济,2009,6：19-21
[6]杜娟,米加宁.西方领导学研究回顾与前瞻.哈尔滨工业大学学报,2005,4(7)：61-64
[7]葛遵峰.论创业企业成长中企业家的战略领导能力.黑龙江对外经贸,2007,10：79-80
[8]洪明.论企业高管团队的利器—团队领导力.商业经济与管理,2005,3：31-36
[9]何倩.战略导向、组织柔性对战略变化速度的影响研究：[博士学位论文].陕西：西安交通大学,2007
[10]黄宏斌,秦辉,涂少伟.企业高层管理团队研究探讨,企业经济,2005,8：42-43
[11]剑力.战略型创业研究评介.外国经济与管理,2007,9：17-23
[12]焦长勇,项保华.企业高层管理团队特性及构建研究.自然辩证法通讯,2003,2(25)：57～61
[13]贾宝强.公司创业视角下企业战略管理理论与实证研究：[博士学位论文].吉林：吉林大学,2007
[14]罗珉.战略选择论的起源、发展与复杂性范式.外国经济与管理,2006,1：9-16
[15]李效云,王重鸣.中小企业领导愿景的结构和内容.工业工程与管理,2006,2：70-73
[16]李怀祖,管理研究方法论.西安交通大学出版社,2004
[17]李垣,陈龙波,赵永彬.战略导向、内部控制和技术创新的关系分析.预测,2009,2(28)：33～36
[18]李乾文.公司创业导向的差异分析.科学学研究,2007,4(25)：707～711
[19]刘训峰,沈灏,李垣.不同创新组合情境下的战略导向和竞争优势研究.当代经济科学,2008,6(30)：59～65
[20]林向红,王龙伟,陈浩然.高新技术企业不同战略导向的匹配对企业绩效的影响研究.现代管理科学,2008,11：59～60
[21]苗青,王重鸣.基于企业竞争力的企业家胜任力模型.中国地质大学学报(社会科学版),2003,3(3)：18～20
[22]明茨伯格.战略历程,魏江等译.北京：机械工业出版社,2006.13
[23][美]迈克尔·A·希特等.战略管理：竞争与全球化,吕巍等译.北京：机械工业出版社, 2002
[24]纳尔逊.温特.经济变迁的演化理论.北京：商务印书馆,1997
[25]秦合舫,战略：超越不确定性,北京：机械工业出版社,2005
[26][美]斯蒂芬·罗宾斯.管理学(第四版),黄卫伟等译.中国人民大学出版社.1997
[27]任嵘嵘,杨锡怀.商业企业高层领导战略能力研究.东北大学学报,2008,6(29)：905～908
[28]孙海法,伍晓奕.企业高层管理团队研究的进展.管理科学学报,2003,4(6)：82～88
[29]王益谊,席酉民,毕鹏程.组织环境的不确定性研究综述.管理工程学报,2005,1：46～50
[30]王伟毅,李乾文.环境不确定性与创业活动关系研究综述.外国经济与管理,2007,3：53～59
[31]王翔.企业动态能力演化理论和实证研究：[博士学位论文].上海：复旦大学,2006
[32]魏泽龙,李垣,徐强.公司治理机制、战略导向与企业绩效关系研究.现代管理科学,2008,7：30-32
[33]魏江,焦豪.创业导向、组织学习与动态能力关系研究。外国经济与管理,2008,2(30)：36～41
[34]魏立群,王智慧.我国上市公司高管特征与企业绩效的实证研究.南开管理评论,2002,4：16～21
[35]武亚军.面向一流大学的跨越式发展：战略领导的作用.北京大学教育评论,2005,4(3)：55～67
[36]翁君奕,商务模式创新：企业经营“魔方”的旋启.北京：经济管理出版社,2004
[37]吴复新.应用激励保健理论提高员工工作意愿与绩效之研究.人事月刊,1991,12(2)：12～24
[38]邢以群,田园.企业演化过程及影响因素探析.浙江大学学报(人文社会科学版),2005,7：83～89
[39]于克信.组织学习、战略领导与企业核心能力.经济体制改革,2003,5：52～55
[40]于克信.企业战略领导能力构建探源.云南财贸学院学报,2004,2(20)：25～30
[41]杨廷钫,凌文辁.服务型领导理论综述.科技管理研究,2008,3：204～201
[42]杨智,张茜岚,谢春燕.企业战略导向的选择：市场导向或创新导向.科学学研究,2009,2(27)：278～288
[43]杨智,俞沈锋,向兵,王跃武,谢春燕.战略导向对企业绩效的影响：以创新为中介变量.科学学与科学技术管理,2009,7：156～163
[44]张映红.公司创业战略—基于中国转型经济环境的研究.北京：清华大学出版社,2005
[45]张长征,赵西萍,李怀祖.基于经理自主权的企业R&D投入决策模型及实证研究.管理科学,2006,3(19)：8-13
[46]赵更申,雷巧玲,陈金贤,李垣.战略导向、组织柔性对创新选择影响的实证研究.预测,2006,5：16～22
[47]赵骅,陈晓慧.企业持续竞争优势动态模型.中国软科学,2004,1：85～87
[48]中国科学院领导力课题组.战略领导力模式研究.领导科学,2009,2：4-7
[1]Aghion P, Tirole J. Formal and real authority in organizations. Journal of Political Economy, 1997,105:1-29
[2]Aldrich H.E. Organizations and environment. Englewood Cliffs, NJ:Prentice-Hall,1979
[3]Allport G. Pattern and growth in personality. New York:Holt,Rinehart and Winston, Inc,1963
[4]Allison G. T. Essence of Decision:Explaining the Cuban Missile Crisis. Boston:Little,1971
[5]Adolf A. Berle and Gardiner C. Means. The Modern Corporation and Private Property. New York:Harcourt, Brace & World,1932
[6]Andrews K.R. The Concept of Corporate Strategy. Homewood.L:Irw,1971
[7]Agrawal A. and C.Knoeber. Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders. Journal of Financial and Quantitative Analysis, September 1996, Ⅴ.31 (3),377-397
[8]Arbaugh J B Sexton D L. Strategic Orientation and Customer Dependency in Discontinuously Changing Environment. Journal of Managerial Issues,1997,9(4):419-439
[9]Anderson P, Tushman M.L. Organizational environments and industry exit:the effects of uncertainty, munificence and complexity. Industrial & Corporate Change,2001,10(3): 675-711
[10]Antonakis J & House R.J. An analysis of the full-range leadership theory:The way forward. In:B.J.Avolio & F.J.Yammarino, Eds. Transformational and Charismatic Leadership:The Road Ahead. Amsterdam:JAI Press,2002.3-34
[11]Antonakis J.& Cacciatore S. Heuristics and biases in evaluations of leaders:The effects of uncertainty. Institute of International Management Working Paper No.0306. Lausanne: University of Lausanne.2003
[12]Antonakis J., Avolio B.J.& Sivasubramaniam N. Context and leadership:an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly,2003,14:261-295
[13]Annebel H.B, De Hoogh, Deanne N, Den Hartog and Paul L.Koopman. Linking the Big Five-Factors of personality to charismatic and transactional leadership:perceived dynamic work environment as a moderator. Journal of Organizational Behavior,2005,26:839-865
[14]Arijit Chatterjee, Donald C. Hambrick. It's all about me:Narcissistic CEOs and Their Effects on Company Strategy and Performance. Mnistrative Science Quarterly,2007,52:351-386
[15]Auh Seigyoung and Bulent Menguc. The Influence of Top Management Team Functional Diversity on Strategic Orientations:The Moderating Role of Environmental Turbulence and Interfunctional Coordination. International Journal of Research in Marketing,2005,22(3): 333-350
[16]Barbara J. Davies & Brent Davies. Strategic leadership. School Leadership & Management, 2004, vol.24(1):29-38
[17]Bass B.M. Leadership and performance beyond expectations. New York:Free Press,1985
[18]Bass B.M. From transactional to transformational leadership:Learning to share the vision. Organizational dynamics,1990,18(3):19-32
[19]Bass B.M. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology,1999,8(1):9-32
[20]Bass B. M.& Avolio B. J. Transformational leadership and organizational culture. International Journal of Public Administration,1994,17(3/4), March:541-555
[21]Bantel K A, Jackson S E. Top management and innovations in banking:does the composition of the top team make a difference?. Strategic Management Journal, Summer Special Issue, 1989,10:107-124
[22]Barnard Chester. The functions of the executive. Cambridge, MA:Harvard University Press, 1938
[23]Barnett W.P., H.R.Greve, D.Y. Park. An evolutionary model of organizational performance. Strategic Management Journal,1994, Vol.15:11-28
[24]Berthon P, Hulbert J M, Pitt L F. To Serve or Create Strategic Orientations Toward Customers and Innovation. California Management Review,1999,42(1):37-58
[25]Bettis R.A., Hitt M.A. The new competitive landscape. Strategic Management Journal,1995, 16(special issue):7-19
[26]Bettis and Hitt, S. Kotha. Mass Customization:Implementing the Emerging Paradigm for Competitive Advantage. Strategic Management Journal,1995,16:21-42
[27]Beyond the Millennium:CEOs Size Up the Future. Chief Executive, March 1995,38-41
[28]Bennis W.& Nanus B. Leaders. New York:Harper and Row,1985
[29]Boal K. B.& Hooijberg, R. Strategic leadership research:Moving on. Leadership Quarterly, 2000,11(4):515
[30]Boal K. B.& Hooijberg.R. Strategic leadership research:Moving on. The Leadership Quarterly,2001,11 (4):515-549
[31]Boal K. B. Strategic leadership. In:Goethals G. R., Sorenson G. J., and Burns J. M, eds. Encyclopedia of leadership. Thousand Oaks, CA:Sage,2004.1497-1504
[32]Brown R. P.& Bosson J. K. Narcissus meets Sisyphus:Self-love, selfloathing, and the never-ending pursuit of self-worth. Psychological Inquiry,2001,12:210-213
[33]Bryman A. Charisma and Leadership in Organizations.London:Sage,1992
[34]Burgleman R.A & Grove A.S. Strategic dissonance. Californian Management Review,1996, 38:8-28
[35]Burkart, Mike D. Gromb and F. Panunzi. Large shareholders, monitoring, and the value of the firm. The Quarterly Journal of Economics,1997:693-727
[36]Burns J. M. Leadership. NY:Harper & Row,1978
[37]Bradlee P.M.& Emmons R.A. Location of narcissism within the interpersonal circumplex of the five-factor model. Personality and Individual Differences,1992,13:821-830
[38]Cannella J A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,1993,15(3):36-44
[39]Cannella A. A. Jr.& Monroe M. J. Contrasting perspectives on strategic leaders:Toward a more realistic view of top managers. Journal of Management,1997,23(3):213-237
[40]Cable D & Judge T.A. Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes,1996,67:294-311
[41]Casson, Mark C. The Entrepreneur. An Economic Theory. Oxford:Martin Robertson,1982
[42]Chakravarthy B. A. New strategy framework for coping with turbulence. Sloan Management Review,1997, Winter:69-82
[43]Chandler A. D. Strategy and structure:chapters in the history of the American industrial enterprise. Cambridge, Massachusetts:MIT Press,1962
[44]Chandler J. Factors influencing monoclonal antibody production in mouse ascites fluid. In: Commercial Production of Monoclonal Antibodies. S. Seaver, eds. New York:Marcel Dekker, Inc,1987.75-92
[45]Covin J G and Slevin D P. Strategic management of small firms in hostile and benign environments. Strategic Management Journal,1989,10:75-871
[46]Child J. Organizational structure, environments and performance:The role of strategic choice. Sociology,1972,6:1-22
[47]Chia R. From Modern to Postmodern Organizational Analysis. Organizafion Studies,1995, 16:579-604
[48]Chagant I R., Sambharya R. Research Notes and Communications Strategic Orientation and Characteristics of Upper Management. Strategic Management Journal,1987,8(1):393-401
[49]Craig A. R., Franklin J. A & Andrews G. A scale to measure locus of control of behavior. British Journal of Medical Psychology,1984,57:173-180
[50]Christensen C M. Making strategy:learning by doing. Harvard Business Review,1997,75(6): 141-156
[51]Christensen C.M. The innovator's dilemma. Boston.M.A:Harvard Business School Press, 1997
[52]Choo C W. Environmental scanning as information seeking and organizational learning. Information Research,2001,7(1):112
[53]Connelly M S, Gilbert J A, Zaccaro S J, et al. Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly,2000,11 (1):65
[54]Conger J A.& R.N.Kanungo. Toward a Behavioural Theory of Charismatic Leadership in Organizational Settings. Academy of Management Review,1987,12:637-647
[55]Conger J.A. Inspring others:the language of leadership. Academy of Management Executive, 1991,5(1):31-45
[56]Costa P. T.& McCrae R. R. Multiple uses for longitudinal personality data. European Journal of Personality,1992,6:85-102
[57]Courtney, H. Foresight:crafting strategy in an uncertain world. Boston, Massachusetts: Harvard Business School Press,2001
[58]Cyert R. M. and J. G March. A Behavioral Theory of the Firm. Englewood Cliffs, NJ:Prentice-Hall,1963
[59]Castaner J. Diversification as learning:the role of corporate exploitation and exploration under different environmental conditions in the US phone industry,1979-2000:[Ph.D. dissertation]. University of Minnesota,2002
[60]Daniel R.Ames, Paul Rose, Cameron P.Anderson. The NPI-16 as a short measure of narcissism. Journal of Research in personality,2006,40:440-450
[61]Day D.V.& Lord R.G. Executive Leadership and Organizational Performance:Suggestions for a New Theory and Methodology. Journal of Management,1988,14:453-464
[62]Daft R, J.Sormunem, D.Parks. Chief Executive Scanning, Environmental Characteristics and Company Performance:An Empirical Study. Strategic Management Journal,1988,9(2): 123-139
[63]Daft R.L. The Leadership Experience.2nd ed. Orlando FL:Harcourt,2002
[64]Damanpour F. Organizational Size and Innovation. Organization Studies,1992,13:375-402
[65]Davies.Barbara and Davies.Brent. Strategic Leadership School. Leadership and Management, 2004,24(1):29-38
[66]Dalton Dan R. and Idalene F. Kesner. Organizational Performance as an Antecedent of Inside/Outside Chief Executive Succession:An Empirical Assessment. The Academy of Management Journal,1985,4 (28):749-762
[67]Dansereau F. J., Graen G.& Haga W. A vertical dyad linkage approach to leadership within formal organizations:A longitudinal investigation of the role making process. Organizational Behavior and Human Performance,1975,13:46-78
[68]Daft R. L. Organizational theory and design.7th ed. Cincinnati, OH:South-Western,2001
[69]Dess G., Beard D. Dimensions of organizational task environments. Administrative Science Quarterly,1984,29:52-73
[70]Dean W, Wilcoxson G. Mild Silver Protein Manual,2000
[71]Dill W. Environment as an Influence on Managerial Autonomy. Administrative science Quarterly,1958,2:409-443
[72]Downey H K, J W Slocum. Uncertainty:Measure, Research and Sources of Variation. Academy of Management Journal,1975,18:562-578
[73]Dollinger M.J. Environmental boundary spanning and information processing effects on organizational performance. Academy of Management Journal,1984,27(2):351-168
[74]Duncan R.B. Characteristics of Organizational Environment and Perceived Environmental Uncertainty. Administrative Science Quarterly,1972,17:313-327
[75]Duane R. Ireland, Michael A. Hitt, Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999, Vol.13(1):43-57
[76]Dusya Vera, Mary Crossan. Improvisation and Innovative Performance in Teams. Organization Science,2005, Vol.16(3):203-224
[77]Dutton J and Duncan R. The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal,1987,8:279-295
[78]Daellenbach U.S., McCarthy A.M., Schoenecker T.S. Commitment to Innovation:The Impact of Top Management Team Characteristics. R&D Management,1999,29, Issue 3: 199-208
[79]Engelland B. T., Summey J. H. An Extended Typology of Strategic Orientation and Its Linkages to Product Innovation. The Journal of Marketing Management,1999,9(2):19-31
[80]Fahey L, V.K.Narayanan.Macro. Environmental analysis for strategic management. NewYork: West Publishing Company,1986
[81]Fritz W. Determinants of Product Innovation Activities. European Journal of Marketing,1989, 23:32-43
[82]Finkelstein S. Power in top management teams:Dimensions, measurement, and validation. Academy of Management Journal,1992,35:505-538
[83]Finkelstein S, Hambrick D C. Strategic Leadership:Top Executives and their Effects on Organizations. West:New York,1996
[84]Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul,1996.2
[85]Finkelstein S.& Hambrick D.C. Strategic Leadership:Top Executives and Their Effects on Organizations. West, Minneapolis:St. Paul,1996.42
[85]Fleishman E.A. The Description of Supervisory Behavior. Journal of Applied Psychology, 1973,37,1:1-6
[87]Frances Hesselbein. Strategic leadership. Executive Excellence,1994,11(8):13-17
[88]Fredrickson J.R. The Comprehensiveness of strategic Process:Extension Observations, and Future Direction. Acdemy of Management Journal,1984,27:445-466
[89]Finkelstein S.& D.Hambrick. Top Management Team and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35: 484-503
[90]Gabarro J J. Diagnosing Organization Environment Fit Implications for Organization Development. Education and Urban Society,1974,6(2):153-178
[91]Gatignon H Xuereb J M. Strategic Orientation of The Firm New Product Performance. Journal of Marketing Research,1997,341:77-90
[92]Gauvin & R.K.Sinha. Innovativeness in Industrial Organization:A Two-stage Model of Adoption. International Journal of Research in Marketing,1993,10:165-183
[93]Gatewood R.D.& Field H.S. Human Resource Selection.4th edition. New York:The Dryden Press,1998
[94]George P.Huber. Perceived environmental uncertainty:effects of information and structure. Academy of Management Journal,1975,16:737-754
[95]Geletkanycz M.& Hambrick D. The external ties of senior executives:Implications for strategic choice and performance. Administrative Science Quarterly,1997,42:654-681
[96]Goffee R. Leadership, creativity and innovation. Prensentation given at the 3rd Annual Innovation Exchange Conference, London Business School, London, Dec.4,2003
[97]Goodstein L. D., Nolan T. M.& Pfeiffer J. W. Applied strategic planning:How to develop a plan that really works. New York:McGraw-Hill,1993
[98]Griffith D A, Jacobs L, Richey R G. Fiting Strategy Derived from Strategic Orientation to International Contexts. Thunderbird International Business Review,2006,48(2):239-262
[99]Galbraith J. K. The New Industrial State, Cambridge,1967
[100]Gupta A. K.& V. Govindarajan. Business Unit Strategy, Managerial Characteristics and Performance. Academy of Management Journal,1984,27:25-41
[101]Harley U.C.V.& S.A.Stumph. Cognitive Trails in Strategic Management Decision-making: Linking Theories of Personalities and Cognitions. Journal of Management Studies,1989, 26:477-497
[102]Hamel G. Leading the revolution. Cambridge, MA:Harvard University Press,2000
[103]Hambrick D. C., Snow C.C. A contextual model of strategic decision making in organizations. In:R.L.Taylor, M. J. O'Connell, R. A. Zawacki & D. D. Warrick, Eds. Academy of Management Proceedings,1977,109-112
[104]Hambrick D.C. High-profit strategies for mature capital-goods businesses:A contingency approach. Academy of Management Journal,1983,26,687-707
[105]Hambrik D.C.& P.Mason. The Organization as a Refection of its Top Managers. Academy of Management Riview,1984,9:193-206
[106]Hambrick D., Mason P. Upper echelons:the organization as a reflection of its top managers. Academy of Management Review,1984,9(2):196
[107]Hambrick D.C, Finkelstein S. Managerial discretion:A bridge between the polar views of organizational outcomes. In:B.M.Staw, and L.L.Cummings, Eds. Research in Organization Behavior,1987,4:369-406
[108]Hambrick D.C. Putting Top Managers Back in the Strategy Picture. Strategic Management Journal,1989,10:5-15
[109]Hambrick D.C, Cho T, Chen M. Top management team heterogeneity and competitive behaviors of the firm. Columbia University Graduate School of Business, working paper, 1995
[110]Hambrick D. C. Fragmentation and the other problems CEOs have with their top management teams. California Management Review, Greenwich CT:JAI Press,1995, 37(3):110-127
[111]Hambrick D.C.& Pettigrew A. Upper echelons:Donald Hambrick on executives and strategy. Academy of Management Executive,2001,15(3):36-44
[112]Hambrick D.C. and J. W. Fredrickson. Are You Sure You Have a Strategy?. Academy of Management Executive,2001,15(4):48-59
[113]Hambrick D.C. "The field of management's devotion to theory:Too much of a good thing?". Academy of Management Journal,2007,50 (6),1346-1352
[114]Hannan.M.T., Freeman.J.H. The Population Ecology Approach of Organizations. American Journal of Sociology,1977,82:929-964
[115]Hall.R.I. A system pathology of an organization:the rise and fall of the old Saturday Evening Post. Administrative Science Quarterly,1976,21:185-211
[116]Hitt M. A.& Tyler. B. B. Strategic decision models:Integrating different perspectives. Strategic Management Journal,1991,12:327-351
[117]Hitt M. A.& Keats B. W. Strategic leadership and restructuring:A reciprocal interdependence. In:R. L. Phillips & J. G. Hunt, Eds. Strategic leadership:A multi-organization level perspective. Westport, CT:Quorum Books,1992
[118]Hitt. M.A, R. E. Hoskisson and R. D. Ireland. A Mid-Range Theory of the Interactive Effects of International and Product Diversification on Innovation and Performance. Journal of Management,1994,20:297-326
[119]Hickman, Andrew and H. Ugur Koyluoglu. "A Generalized Framework Credit Risk Models" working paper, an abridged version appeared as Reconcilable,1998
[120]Hiller A. Allergy testing and treatment for canine atopic dermatitis.2002,Vet. Med.97: 210-224
[121]Hiller & Hambrick. Conceptualizing executive hubris:the role of (Hyper-) core self-evaluations in strategic decision-making. Strategic Management Journal,2005,26: 297-319
[122]Hodgkinson G. P. Cognitive processes in strategic management:Some emerging trends and future directions. In:N. Anderson, D. S. Ones, H. K. Sinangil & C. Viswesvaran, Eds. Handbook of industrial,work and organizational psychology. London:Sage,2001, Vol.2: 416-440
[123]Hoffman R.C.& H.W.Hegarty. Top Management Influnce on Innovations:Effects of Executive Characteristics and Social Culture. Journal of Management,1993,19:549-574
[124]Hogan R.& Kaiser. R. B. What we know about leadership. Review of General Psychology, 2005,9:169-180
[125]Hogan. Robert, Curphy.Gordon J, Hogan.Joyce. What we know about leadership: Effectiveness and personality. American Psychologist,1994, Vol 49(6):493-504
[126]Hooijberg R, Hunt J G. Dodge G E. Leadership complexity and development of the leader pled model. Journal of Management,1997,23:375-408
[127]Hombrg C., Hpyer W D., Fassnacht M. Service Orientation of a RetailerS Business Strategy Dimensions Antecedents and Performance Outcomes. Journal of Marketing,2002,66(4): 86-101
[128]Hoskisson R and Busenitz L. Market uncertainty and learning distance in corporate entrepreneurship entry mode choice. In:Hitt M, Ireland R, Camp S, and Sexton D, eds. Strategic Entrepreneurship:Creating A New Mindset. Oxford, UK:Blackwell Publishers, 2002
[129]Hough L.M. The'Big Five'personality variables—construct confusion:Description versus prediction. Human Performance,1992,5:139-155
[130]House R J, Baetz M L. Leadership:some empirical generalizations and new research directions. In:Staw BM, Cummings LL, eds. Research in Organizational Behavior. Greenwich, CT:JA1 Press,1979, Vol.1.341-423
[131]House R.J.& Shamir B. Toward the integration of transformational, charismatic and visionary theories. Chemers and Ayman, Eds. Leadership Theory and Research: Perspectives and Directions. San Diego:Academic Press,1993.81-107
[132]House R.J.& Aditya R.N. The social scientific study of leadership:Quo vadis?. Journal of Management,1997,23:409-473
[133]House HL. Nutrition of natural enemies. In:Ridgeway R L, Vinson S B, eds. Biological Control by Augmentation of Natural Enemies. New York:Plenum Press,1977
[134]Hovakimian. A. The role of target leverage in security issues and repurchases. Journal of Business,2004,77:1041-1071
[135]Howell J.M.& C.A.Higgins. Champions of Technological Innovation. Administrative Science Quarterly,1990,35:317-341
[136]House R. L, Spangler W. D.& Woycke J. Personality and charisma in the U.S. presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly,1991,36: 364-396
[137]Hrebiniak L and Joyce W. Organizational adaptation:Strategic choice and environmental determinism. Administrative Science Quarterly,1985,30:336-349
[138]Hunt J.G. Leadership:A New Synthesis. Newbury Park. CA:Sage Publication, Inc,1991
[139]Hunt, Robert M. "Patent Reform:A Mixed Blessing for the U.S. Economy?" Federal Reserve Bank of Philadelphia Business Review (November/December),1999
[140]Hulta G T, M David J K., Taco H R., Organizational Learning Capacity and Internal Customer Orientation within Strategic Sourcing Units. Journal of Quality Management, 2001,6(1):173-192
[141]Huber G P, O'Connell M J, Cummings L L. Perceived environmental uncertainty:Effects on information and structure. Academy of Management Journal,1975,18:725-740
[142]Hannan M. T.& Freeman J. H. The Population Ecology of Organizations. American Journal of Sociology,1977,82:929-964
[143]Hannan M. T.& Freeman J. H. Structural Inertia and Organizational Change. American Sociological Review,1984,49:149-164
[144]Ireland R. D. and M. A. Hitt. Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999, 13(1):43-57
[145]Ireland R.D., Webb J.W. Strategic entrepreneurship:creating competitive advantage through streams of innovation. Business Horizons,2007,50:49-59
[146]Jeong.L., Pae J.H. and Zhou D. Antecedents and consequences of the strategic orientations in new product development:The case of Chinese manufacturers. Industrial Marketing Management,2006, Vol.35:348-358
[147]Jauch L, K.Kratt. Strategic Management of Uncertainty.Academy of Management Review 1986,11:777-790
[148]James L.R.& Brett J.M. Mediators, moderators, and tests for mediation. Journal of Applied Psychology,1984,69:307-321
[149]Justin Tan, Robert J. Litschert. Environment strategy relationship and its performance implications an empirical study of the Chinese electronics industry. Strategic Management Journal,1994,15:1-18
[150]Jacobs T. O.& Jaques E. Leadership in complex systems. In:J. Zeidner, Eds. Human productivity enhancement. New York:Praeger,1987
[151]Judge T. A.& Piccolo R. F. Transformational and transactional leadership:Ameta-analytic test of their relative validity. Journal of Applied Psychology,2004,89:755-768
[152]Kernberg O. Internal world and external reality. Object relations theory applied. New York: Jason Aronson,1986
[153]Kerin R A, Varadarajan P R, Peterson R A. First mover advantage:a synthesis, conceptual framework. Journal of Marketing,1992,56(4):33-52
[154]Kevin Zheng Zhou & Caroline Bingxin Li. How does strategic orientation mater in Chinese firms?. Asia Pacific J. Manage,2007,24:447-466
[155]Kitchell S. Corporate Culture, Environmental Adaptation, and Innovation Adoption:A Qualitative/Quantitative Approach. Journal of the Academy of Marketing Science,1995,23: 195-205
[156]Klein K.J. Meta-analytic studies of leadership:Added insights or added paradoxes?. Current Psychology:Development, Learning, Personality, Social,1993-1994,12:326-343
[157]Kotter J.P. The general managers. New York:The Free Press,1982.10
[158]Kets de Vries MF, Miller D. Narcissism and leadership:an object relations perspective. Human Relations,1985,38:583-601
[159]Kimberly J. An interview with Miles R, and Snow C. Academy of Management Executive, 1976,17(4):97-104
[160]Kim Y, K.Song & J.Lee. Determinants of Technological Innovation in the Small Firms of Korea. R&D Management,1993,23:215-226
[161]Korunka C., Frank H., Lueger M.& Mugler J. The entrepreneurial personality in the context of resources, environment, and the startup process-A configurational approach. Entrepreneurship Theory and Practice,2003,28 (1):23-42
[162]Korac-Kakabadse, Andrew, Korac-Kakabadse, Nada and Myers, Andrew. Demographics and leadership philosophy:exploring gender differences. Journal of Management Development.1998, vol.17:9
[163]Koopmans T. C. Three Essays on the State of Economic Science. New York:McGraw-Hill, 1957
[164]Kuhnert K.W. and Lewis P. Transactional and transformational leadership: aconstructive/developmental analysis. Academy of Management Journal,1987, Vol.12: 648-657
[165]Lawrence R.R., Lorsch J.W. Organization and Environment. Boston Harvard University, Graduate School of Business Administration,1967
[166]Lawrence P.R., Lorsch F.W. Differentiation and integration in complex organizations. Administrative Science Quarterly,1967,12(1):1-47
[167]Lawrence G. Hrebiniak, Charles C. Snow. Industry difference in environmental uncertainty and organizational characteristics related to uncertainty. Academy of Management Journal, 1980,23(4):750-759
[168]Lewin A.Y., Long C.P., Carroll T.N. The coevolution of new organizational forms. Organization Science,1999,10(5):535-550
[169]Likert R. New Patterns of Management. New York, McGraw-Hill,1961,113-115
[170]Lumpkin G.T.& Dess G.G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review,1996,21(1):135-172
[171]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
[172]Lodahl T. M.& Mitchell S. M. Drift in the Development of Innovative Organizations. The Organizational Life Cycle,1980,187-207
[173]Lowe K & Gardner W. Ten years of The Leadership Quarterly:Contributions and challenges for the future. The Leadership Quarterly,2000,11(4):459-514
[174]Luo Yadong and Park Seung Ho. Strategic Alignment and Performance of Market-Seeking MNCs in China. Strategic Management Journal,2001,22:141-155
[175]Lord R.G., Foti R.J.& De Vader C. L. A test of leadership categorization theory:Internal structure, information processing and leadership perceptions. Organizational Behavior and Human Performance,1984,34:343-378
[176]Lord R.G, J.F Binning, M.C. Rush and J.C. Tomas. The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance,1978,21:27-39
[177]Lewin A.Y.& C.U.Stephens. CEO Attitudes as Determinants of Organization Design:An Integrated Model. Organization Studies,1990,15:183-212
[178]McClelland D.C. The Achieving Society. Princeton.NJ:D.Van Nostrand,1961
[179]Markids.C. A Strategic Innovation. Sloon Management Review,1997,38(3):9-23
[180]Markids.C. A Dynamic View of Strategy. Sloon Management Review,1999,40(3):55-63
[181]McKelvey B. Dynamics of new science leadership:an OB theory of the firm, strategy, and distributed intelligence. Paper presented at The MESO Conference at Duke University, Durham, NC, April/May,1999
[182]March J. G.& Simon. H. A. Organizations. New York:Wiley,1958
[183]March J.G.& Z. Shapira. Managerial Perspectives on Risk and Risk Taking. Management Science,1987,33:1404-1418
[184]March J.G. Exploration and exploitation in organizational learning. Organization Science, 1991,2:71-87
[185]Manolis C., Nygaard A., Stillerud B. Uncertainty and vertical control:an international investigation. International Business Review,1997,6(5):501-518
[186]Mazzeo M J. Competitive Outcomes in Product Differentiated Oligopoly. The Review of Economics and Statistics,2002,84(4):716-732
[187]McKelvey B.& Aldrich H. E. Populations, Organizations, and Applied Organizational Science. Administrative Science Quarterly,1983,28
[188]Michel J. G.& Hambrick D. C. Diversification posture and top management team characteristics. Academy of Management Journal,1992,35:9-37
[189]Millers R.E, Snow C C, Meyer A.D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[190]Miller, Danny, and Peter H. Friesen. Archetypes of strategy formulation. Management Science,1978,24:921-933
[191]Miller D., Kets de Vries M.F.R.& Toulouse J.M. Top executives locus of control and its relationship to strategy-making, structure and environment. Academy of Management Journal,1982,25:237-253
[192]Miller R D, Friesen P H. Strategy Making and Environment:The Third Link. Strategic Management Journal,1983,4(3):221-235
[193]Miller D. Confugurations of Strategy and Structure. Strategic Management Journal,1986, 7(1):233-250
[194]Miller D.& Toulouse J. M. Chief Executive Personality and Corporate Strategy and Structure in Small Firms. Management Science,1986,32:1389-1409
[195]Miller D.& C.Droge. Psychological and Traditional Determinants of Structure. Administrative Science Quarterly,1986,31:539-560
[196]Miller D. Strategy making and structure:Analysis and implications for performance. Academy of Management Journal,1987,30(1):7-32
[197]Miller D, Droge C and Toulouse J. Strategic process and content as mediators between rganizational context and structure. Academy of Management Journal,1988, (31):544-569
[198]Miles R, and Snow C. Organizational Strategy, Structure and Process. New York: McGraw-Hill,1978
[199]Miller & Toulouse, K.E.Weick. The Social Psychology of Organizing. Reading, MA, Addison-Wesley,1979
[200]Miles R E, Snow C C, Meyer A D et al. Organizational Strategy Structure and Process. The Academy of Management Review,1978,3(7):546-562
[201]Miles R. H.& Cameron K. Coffin Nails and Corporate Strategies. Englewood Cliffs, New Jersey:Prentice-Hall,1982
[202]Miller R D, Friesen P H. Using The Life Cycle to Anticipate Satisfaction At Work. Journal of Forecasting,1984,3(2):161-172
[203]McEachern W. A. Managerial Control and Performance. MA:Lexington,1975
[204]Mintzberg H. Mintzberg on management:Inside our strange world of organizations. New York, NY:The Free Press,1989
[205]Mintzberg H. Patterns in Strategy Formation. Management Science,1978,24:934-948
[206]Milliken F. Three types of perceived uncertainty about the environment:State, effect, and esponse uncertainty. Academy of Management Review,1987,12(1):133-143
[207]Monte C.F.& Sollod R. N. Beneath the mask:An introduction to theories of personality.7th ed. Danvers, MA:Wiley,2003
[208]Monson T. C., Hesley J. W.& Chernick L. Specifying When Personality Traits Can and Cannot Predict Behavior:An Alternative to Abandoning the Attempt to Predict Single Act Criteria. Journal of Personality and Social Psychology,1982,43
[209]Murray D.M. Modelling for adaptivity, Proceedings of 8th Interdisciplinary Workshop, Informatics and Psychology, Scharding. Amsterdam:North Holland, Austria, May 1989
[210]Mumford T V, Campion M A, Morgeson F P. The leadership skills strataplex:leadership skill requirements across organizational levels. The Leadership Quarterly,2007,18 (2): 154-166
[211]Meindl J.R.& Ehrlich S.B. The romance of leadership and the evaluation of organizational performance. Academy of Management Journal,1987,30(1):91-109
[212]Meindl J.R., Ehrlich S.B.& Dukerich J.M. The romance of leadership. Administrative Science Quarterly,1985,30(1):78-102
[213]Nahavandi A.& Malezadeh A.R. Leader style in strategy and organizational performance: An integrative framework. Journal of Management Studies,1993,30(3):405-425
[214]Nahavandi A. Te art and science of leadership. Upper Saddle River, New Jersey:Pearson Education,Inc,2006
[215]Northouse P. G. Leadership:Theory and Practice. Thousand Oaks, CA:Sage Publications, Inc,2001
[216]Noble C H, Sinha R K, Kumar A. Market Orientation and Alternative Strategic Orientations A Longitudinal Assessment of Performance Implications. Journal of Marketing,2002, 66(4):25-39
[217]O'Toole, Laurence J. Jr. Research on Policy Implementation:Assessment and Prospect. Journal of Public Administration Research and Theory,2000,10(2):263-88
[218]Oltmanns T. F., Friedman J. N., Fiedler E. R.& Turkheimer E. Perceptions of people with personality disorders based on thin slices of behavior. Journal of Research in Personality, 2004,38:216-229
[219]Papadakis V. M., Lioukas S.& Chambers D. Strategic Decision-Making Processes:The Role of Management and Context. Strategic Management Journal,1998, vol.19
[220]Pitt L.F. and Kannemeyer R. The role of adaptation in microenterprise development:a marketing perspective. Journal of Developmental Entrepreneurship,2000,5(2):137-155
[221]Porter M.E. Technology and Competitive Advantage. Journal of Business Strategy,1985, 5(4):60-77
[222]Porter M. What is Strategy?. Harvard Business Review,1996,74(6):61-78
[223]Patricia Pitcher and Anne Smith. Top Management Team Heterogeneity:Personality, Power, and Proxies. Organization Science,2001, January-February:1-18
[224]Pfeffer J. and Salancik G.R. Who gets power-and how they hold on to it:A strategic contingency model of power. Organizational Dynamics,1977a,5(3):2-21
[225]Podsakoff P. M., MacKenzie S. B., Moorman R. H.& Fetter R. (Transformational leader behaviors and their effects on followers'trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly,1990,1:107-142
[226]Quinn R E. Beyond rational management:Mastering paradoxes and competing demands of high effectiveness, San Francisco:Jossey-Bass,1988
[227]Rauch C. F.& Behling O. Functionalism:Basis for an alternate approach to the study of leadership. In:J. G. Hunt, D. M. Hosking, C. A. Schriesheim, and R. Stewart, Eds.1984
[228]Raskin R.& Terry H. A principal-components analysis of the Narcissistic Personality Inventory and further evidence of its construct validity. Journal of Personality and Social Psychology,1988,54:890-902
[229]Richard O. C., B. P. S. Murthi, and K. Ismail. The Impact of Racial Diversity on Intermediate and Long-Term Performance:The Moderating Role of Environmental Context. Strategic Management Journal,2007,28
[230]Robert J. House, Ram N. Aditya. The Social Scientific Study of Leadership:Quo Vadis?. Journal of Management,1997, Vol.23(3):409-473
[231]Robbins S.P. Organizational Behavior. Upper Saddle River, NJ:Prentice-Hall,2001
[232]Reid S.R. Mergers. Managers and the Economy. New York:McGraw-Hill,1968
[233]Rotter J.B., Genenalized. Expectancies for Internal versus External Control of Reinforcement. Psychological Monographs:General and Applied,1966,80:1-28
[234]Reuben M. Baron and David A. Kenny. The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic and Statistical Considerations. Journal of Personality and Social Psychology,1986, Vol.51(6):1173-1182
[235]Rush M.C., Thomas J.C.& Lord R.G. Implicit leadership theory:A potential threat to the validity of leader behavior questionnaires. Organizational Behavior and Human Performance,1977,20:93-110
[236]Salancik G. R.& Pfeffer J. Effects of Ownership and Performance on Executive Tenure in U.S. Corporations. Academy of Management Journal,1980,23:653-664
[237]Sanders W.G. and Carpenter. M. Internationalization and firm Governance:The Roles of CEO Compensation, Top Management Composition, and Board Structure. Academy of Management Journal,1998,41:158-178
[238]Singh J. Performance, Slack, and Risk Taking in Organizational Decision Making. Academy of Management Journal,1986,29:562-585
[239]Sashkin M. The Visionary Leader. in:J.A.Conger & R.N.Kanungo, Eds. Charismatic Leadership. San Francisco:Jossey-Bass,1988.122-160
[240]Schneider S.C., Barsoux J.L. Managing across Cultures. London:Prentice Hall,2003
[241]Scott W. G.& Mitchell T. R. Organization theory:A structural and behavioral analysis. Homewood,Ill:Irwin,1972
[242]Seigyoung Auh, Bulent Menguc. Balancing exploration and exploitation:The moderating role of competitive intensity. Journal of Business Research 2005,58:1652-1661
[243]Seigyoung A., Bulent M. The Influence of Top Management Team Functional Diversity on Strategic Orientations. Intern. J of Research in Marketing,2005,22(1):333-350
[244]Selznick P. Leadership in administration:A sociological interpretation. Berkeley, CA:University of California Press,1984
[245]Smith J. E., Carson K. P.& Alexander R. A. Leadership:It can make a difference. Academy of Management Journal,1984,27(4):765-776
[246]Soni P.K, G.L.Lilien & D.T.Wilson. Industrial Innovation and Firm Performance. International Journal of Research in Marketing,1993,10:365-380
[247]Sosik J J, Jung D I, Berson Y, et al. Making all the right connections:the strategic leadership of top executives in high-tech organizations. Organizational Dynamics,2005, 34 (1):47-61
[248]Stacey R. D. The chaos frontier:creative strategic control for business. Oxford, London: Butterworth-Heinemann,1991.10-11
[249]Starbuck W.H. Organization and their environment. In:Marvin D Dunnette, eds. Handbook of industrial organizational psychology. Chicago Illinois:Rand McNally,1976.1069-1123
[250]Steiner, George. The cleric of treason. In:George Steiner:A Reader. New York:Oxford University Press,1984
[251]Stogdill R.M. Handbook of Leadership. New York:Free Press,1974.259
[252]Stevenson H and Gumpert D. The heart of entrepreneurship. In:Sahlman W, Stevenson H, and Roberts M et al, eds. The Entrepreneurial Venture. Boston:MA, Harvard Business School Press,1991
[253]Stock R M, Hoyer W D. Leadership Style as Driver of Sales people's Customer Orientation. Journal of Market Focused Management,2002,5(1):355-376
[254]Shane S. Hybrid organizational arrangements and their implications for firm growth and survival:A study of new franchisors. Academy of Management Journal,1996, Vol.39: 216-234
[255]Sturdivant F.D, J.L.Ginter & A.G.Sawyer. Managers'Conservatism and Corpoate Performance. Strategic Management Journal,1985,6:17-38
[256]Schein E.H. Organizational culture and leadership.2nd eds. Sanfrancisco:Jossey-Bass, 1997
[257]Thomas. Ideology and the discourse of strategic management:A critical research framework. In:Electronic Journal of Radical Organization Theory,1998,4(1)
[258]Tuominen M., Rajalai A, Moller K. Market Driving Versus Market Driven Divergent Roles of Market Orientation in Business Relationship. Industrial Marketing Management,2004, 33(1):207-217
[259]Tushman M. Romanelli E. Organizational evolution:A metamorphosis model of convergence and reorientation. In:Straw B and Cummings L, eds. Research in Organizational Behavior. Greenwich, CT:JAI Press,1985.171-222
[260]Tan J. Justin and Litschert Robert J. Environment-Strategy Relationship and its Performance Implications:An Empirical Study of the Chinese Electronics Industry. Strategic Management Journal,1994,15:1-20
[261]Timothy A. Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt. Personality and Leadership:A Qualitative and Quantitative Review. Journal of Applied Psychology,2002, Vol.87(4):765-780
[262]Uhl-Bien M., Graen G. B.& Scandura T. A. Implications of leader-member exchange (LMX) for strategic human resource management systems:relationships as social capital for competitive advantage. In:G. R. Ferris, Eds. Research in Personnel and Human Resources Management,2000, Vol.18:137-185
[263]Van Seters.D.A.& Field R. H. G. The evolution of leadership theory. Journal of Organizational Change Management,1990,3:29-45
[264]Venkatraman N. Strategic orientation of business enterprises:the construct, dimensionality, and measurement. Management Science,1989,35(8):942-963
[265]Vroom V. and Bernd Pahl. Relationship between Age and Risk-taking among Managers. Journal of Applied, Psychology,1971, Vol.55:399-405
[266]Wight Pamela. Sustainable ecotourism:balancing economic, environmental and social goals within an ethical framework. Journal of Tourism Studies.1993,4:54-66
[267]Watson P.J.& Biderman M.D. Narcissistic personality inventory factors, splitting, and self-consciousness. Journal of Personality Assessment,1993,61:41-57
[268]Waterman R.H., T.J. Peter and J.R. Phillips. Struture Is Not Organization. Business Horizons,1980,23(3):14-26
[269]Waldman D.A.& Yammarino F.J. CEO Charismatic Leadership:Levels-of-management and Levels-of-analysis effects. Academy of Management Review,1999,24:266-285
[270]Waldman D. A., Javidan M.& Varella P. Charismatic leadership at the strategic level:a new application of upper echelons theory. The Leadership Quarterly,2004,15:355-381
[271]Wallace Harry M. and Roy F. Baumeister. The Effects of Success versus Failure Feedback on Further Self-Control.Self and Identity,2002,1:35-41
[272]Walsh J. P. and J. K. Seward. On the efficiency of internal and external corporate control mechanisms. Academy of Management Review,1990,15(3):421-158
[273]Wiklund J. The Sustainability of the Entrepreneurial Orientation-Performance Relationship. Entrepreneurship Theory and Practice,1999,24(1):37-48.
[274]Weick K.E. Enactment process in organizations. In:Barry M Staw and Gerald R Salanick, eds. New directions in organizational behavior (Chapter 8). Chicago, Illinois:St. Clair Press, 1977
[275]Weick K.E. The Social Psychology of Organizing, Resding. MA:Addison-Wesley,1979
[276]Wiersema, Bante. Top Management Team Demography and Corporate Strategic Change. Academy of Management Journal,1992,35(1):91-31
[277]Whittington H B. Hypostomes of Cambrian trilobites Palaeontology,1988,31:524
[278]Wink P.& Donahue K. The relationship between two types of narcissism and boredom. Journal of Research in Personality,1997,31:135-140
[279]Wofford J.C., Goodwin V. L.& Whittington J.L. A field study of a cognitive approach to understanding transformational and transactional leadership. Leadership Quarterly,1998, 9:55-84
[280]Wood V R., Robersong K R. Strategic Orientation and Export Success. International Marketing Review 1997,14(6):424-444
[281]Weidenbaum M. The Changing U.S. Role in Southeast Asia. Execufive Speeches,1995, 9(4):17-19
[282]Weiss H. M.& Adler S. Personality and Organizational Behavior, Research in Organizational Behavior,1984,6:1-50
[283]Yin R.K. Case Study Research:Design and Methods. Thousand Oaks:sage,2003.181
[284]Yulk G. Leadership in Organization.5th ed. Upper Saddle River. N.J.:Prentice-Hall,2002
[285]Yukl G, Van Fleet D D. Theory and research on leadership in organizations. In:Dunnette M, Hough L et al, eds. Handbook of Industrial and Organizational Psychology, Vol.3.2nd ed. Palo Alto, CA:Consulting Psychologists Press,1992.147-197
[286]Yukl G. An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories. Leadership Quarterly,1999,10(2):285-305
[287]Yukl G. Leadership in Organizations.4th edn. New Jersey:Prentice-Hall International,1998
[288]Yukl,GA. Leadership in organization.2nd ed. Englewood Cliff, NJ:Prentice-Hall,1989:3
[289]Zahra S.A. and J.A.Pearce. Research Evidence on the Miles and Snow Typology. Journal of Management,1990,16:751-768
[290]Zahra S. and Covin G. Contextual influences on the corporate entrepreneurship-performance elationship:a longitudinal analysis. Journal of Business Venturing,1995,10:43-58
[291]Zacarro S.J., Gilbert J.A., Thor K.K.& Mumford M.D. Leadership and social intelligence: Linking social perspectiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly,1991,2:317-342
[292]Zaccaro S.J. Models and theories of leadership. Alexandria VA:U.S. Army Research Institute for the Behavioral and Social Sciences,1996
[293]Zaccaro S.J.& Horn Z.N.J. Leadership theory and practice:Fostering an effective symbiosis. Leadership Quarterly,2003,14:769-806
[294]Zhou K Z, Gao G Y, Yang Z et al. Developing Strategic Orientation in China Antecedents and Consequences. Journal of Business Research,2005,58(1):1049-1058