创业型企业双元型组织的影响因素及结果研究
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摘要
双元型组织是应对环境变化的一种新的组织模式。现在越来越多的实证表明,与只进行探索型创新或者只进行改进型创新的企业相比较,建立双元型组织的企业更容易成功。因此,建立双元型组织的影响因素就是一个值得探讨的问题。当前从高层管理团队角度对双元型组织的研究较少,本文试图从CEO的社会关系网络揭示影响创业型企业双元型组织的因素,并验证双元型组织对绩效的影响,提出以下两个研究问题：
1.CEO的社会关系网络如何影响创业型企业双元型组织?这种机制是否被高层管理团队的认知冲突所调控?
2.创业型企业双元型组织对绩效有着什么样的影响?
本文采用文献分析法,从信息角度,把高层管理团队的认知冲突作为调控变量，建立CEO社会资本对双元型组织的影响模型和双元型组织与绩效的关系模型；然后利用张鸿萍副教授的调研数据,通过相关分析和回归分析检验理论假设。
本文研究的主要结论：(1)CEO的社会弱关系网络与创业型企业双元型组织的建立显著正相关,CEO的社会强关系网络对创业型企业双元型组织的建立没有显著影响。(2)高层管理团队的认知冲突在CEO社会资本影响创业型企业双元型组织的建立过程中起到了很重要的调控作用。高层管理团队的认知冲突和CEO的社会强关系网络的交互作用不利于创业型企业双元型组织的建立；高层管理团队的认知冲突和CEO的社会弱关系网络的交互作用有利于创业型企业双元型组织的建立。(3)双元型组织有助于创业型企业提高绩效。
本文主要创新点：第一,本文构建了CEO的社会资本对双元型组织的影响模型和双元型组织与绩效的关系模型,并对假设进行了验证；
第二,本文把高层管理团队的认知冲突当成调控变量,验证了高层管理团队的认知冲突与CEO社会资本交互作用对双元型组织的影响。
Ambidextrous organization is a new model in the face of condition change. Growing evidence shows that ambidextrous firms are more successful than firms that are only oriented to exploration or exploitation. Consequently, it is a still question worth exploring the factors which affect the building of the ambidextrous organization. This paper will discuss the relation between CEO'social capital and the building of the ambidextrous organization of entrepreneurial firm and how the ambidextrous organization affects the performance of entrepreneurial firm.
There are two research questions:(1) How CEO'social capital affects the building of ambidextrous organization and if the TMT (top management team) cognitive conflict moderate? (2) How the ambidextrous organization affect the performance of entrepreneurial firm?
This research adopts the method of literature analysis. Drawing on the information processing perspective, this paper builds the model that how the factors affect the ambidextrous organization'building and how the ambidextrous organization affects the performance. Then I borrow some data of associate professor Zhang. This research makes use of correlation analysis and regression to test the theoretical model.
This paper gets the following conclusions:(1) CEO's weak social network can directly influence the building of ambidextrous organization entrepreneurial firm, But CEO's strong social network can not directly influence the building of ambidextrous organization of entrepreneurial firm. (2) TMT (top management team) cognitive conflict moderates the information advantage brought by CEO's social networks. TMT cognitive conflict and CEO's strong social network have a negative interaction on organizational ambidexterity. TMT cognitive conflict and CEO's weak social network have a positive interaction on organizational ambidexterity’building. (3) The ambidextrous organization is positively associated with the performance of entrepreneurial firm.
The main contributions of this paper are:
(1) The paper builds up two models. One is how the social capital affects the building of ambidextrous organization. The other is how the ambidextrous organization affects the performance.
(2) Using TMT cognitive conflict as a moderate variable, the paper tests that CEO's weak social network, strong social network and TMT cognitive conflict have a positive or interaction on organizational ambidexterity.
1.CEO的社会关系网络如何影响创业型企业双元型组织?这种机制是否被高层管理团队的认知冲突所调控?
2.创业型企业双元型组织对绩效有着什么样的影响?
本文采用文献分析法,从信息角度,把高层管理团队的认知冲突作为调控变量，建立CEO社会资本对双元型组织的影响模型和双元型组织与绩效的关系模型；然后利用张鸿萍副教授的调研数据,通过相关分析和回归分析检验理论假设。
本文研究的主要结论：(1)CEO的社会弱关系网络与创业型企业双元型组织的建立显著正相关,CEO的社会强关系网络对创业型企业双元型组织的建立没有显著影响。(2)高层管理团队的认知冲突在CEO社会资本影响创业型企业双元型组织的建立过程中起到了很重要的调控作用。高层管理团队的认知冲突和CEO的社会强关系网络的交互作用不利于创业型企业双元型组织的建立；高层管理团队的认知冲突和CEO的社会弱关系网络的交互作用有利于创业型企业双元型组织的建立。(3)双元型组织有助于创业型企业提高绩效。
本文主要创新点：第一,本文构建了CEO的社会资本对双元型组织的影响模型和双元型组织与绩效的关系模型,并对假设进行了验证；
第二,本文把高层管理团队的认知冲突当成调控变量,验证了高层管理团队的认知冲突与CEO社会资本交互作用对双元型组织的影响。
Ambidextrous organization is a new model in the face of condition change. Growing evidence shows that ambidextrous firms are more successful than firms that are only oriented to exploration or exploitation. Consequently, it is a still question worth exploring the factors which affect the building of the ambidextrous organization. This paper will discuss the relation between CEO'social capital and the building of the ambidextrous organization of entrepreneurial firm and how the ambidextrous organization affects the performance of entrepreneurial firm.
There are two research questions:(1) How CEO'social capital affects the building of ambidextrous organization and if the TMT (top management team) cognitive conflict moderate? (2) How the ambidextrous organization affect the performance of entrepreneurial firm?
This research adopts the method of literature analysis. Drawing on the information processing perspective, this paper builds the model that how the factors affect the ambidextrous organization'building and how the ambidextrous organization affects the performance. Then I borrow some data of associate professor Zhang. This research makes use of correlation analysis and regression to test the theoretical model.
This paper gets the following conclusions:(1) CEO's weak social network can directly influence the building of ambidextrous organization entrepreneurial firm, But CEO's strong social network can not directly influence the building of ambidextrous organization of entrepreneurial firm. (2) TMT (top management team) cognitive conflict moderates the information advantage brought by CEO's social networks. TMT cognitive conflict and CEO's strong social network have a negative interaction on organizational ambidexterity. TMT cognitive conflict and CEO's weak social network have a positive interaction on organizational ambidexterity’building. (3) The ambidextrous organization is positively associated with the performance of entrepreneurial firm.
The main contributions of this paper are:
(1) The paper builds up two models. One is how the social capital affects the building of ambidextrous organization. The other is how the ambidextrous organization affects the performance.
(2) Using TMT cognitive conflict as a moderate variable, the paper tests that CEO's weak social network, strong social network and TMT cognitive conflict have a positive or interaction on organizational ambidexterity.
引文
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②何志聪、王鸣.企业成长与公司创业精神的培育[J],科研管理,2005,20(3)：51-54.
①Leiblein,M.J., & Reuer, J. J. Building a foreign sales base: The roles of capabilities and alliances for entrepreneurial firms. Journal of Business Venturing,2004,19:285-307.
②Levinthal, D A, and March J G. The myopia of learning [J].Strategic Management Journal,1993,14:95-112.
③March, J G. Exploration and exploitation in organizational learning [J]. Organization Science,1991,2:71-87.
①Duncan, R B. The ambidextrous organization:designing dual structures for innovation [A], The management of organizational design[C],1976.
②Tushman, M, and O'Reilly, C A. Evolution and revolution:mastering the dynamics of innovation and change [J]. California Management Review,1996,38:8-30.
③Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006,5:447-460.
①Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48:346-357.
①沈灏,李垣,蔡昊雯.双元型组织对创新的影响及其构建路径分析[J],科学学与科学技术管理,2008,9：103-107.
②arch, J G. Exploration and exploitation in organizational learning [J]. Organization Science,1991,2:71-87.
② Benner, M.J., & Tushman, M.L. Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review,2003,28:238-256.
④ B.Nootebooom et al.Empirical Tests of Optimal Cognitive Distance [J]. Journal of Economics Behaviour & Organization,2005.
①Benner, M.J., & Tushman, M. Process management and technological innovation: A longitudinal study of the Photography and paint industries. Administrative Science Quarterly,2002.
②1 He Z, Wong P. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organizatio Science,2004,15:481-495.
③ Vemreulen, F.,&Barkema, H. Learning through acquisitions. Academv of manaeement Journal.2001.44: 457-478.
④ Levinthal, D A, and March J G The myopia of learning|J|.Strategic Management Journal.1993.14:95-112.
⑤ Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms: The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
① Lee, Jeho and Young Ryu. Exploration, Exploitation and A daptive Rationality: The Neo- Schumpeterian Perspective [J]. Simulation Modelling Practice and Theory,2002(10):297-320.
② O’Reilly C A, Tushman M. The ambidextrous organization [J]. Harvard Business Review,2004,82:74-81.
③ Justine, J.J.P., Van den Bosch, F.A.J., Volberda, H.W. Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators [J].Management Science, 2006,1661-1674.
④ Gibson C B, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity [J]. Academy of Management Journal,2004,47:209-226.
①周俊、薛求知.双元型组织构建研究前沿探析, 外国经济与管理,2009,31(1)：50-57.
①Ebben, J J, and Johnson, A C. Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms [J], Strategic Management Journal,2005,26:1249-1259.
②Tushman, M, and O'Reilly, C A. Evolution and revolution: mastering the dynamics of innovation and change [J]. California Management Review,1996,38:8-30.
③O'Reilly C A, Tushman ML. Ambidexterity as a dynamic capability: Resolving the innovator's dilemma, CIP working paper,2007.
④Benner, M.J., & Tushman, M.L. Exploitation, exploration, and process management: The productivity dilem revisited. Academy of Management Review,2003.
⑤Justin J. Ambidextrous organizations: a multiple-level study of absorptive capacity, exploratory and exploitative innovation, and performance [D]. Erasmus Research Institute of Management (ERIM),2005.
⑥Sarkees, Matthew Edward, Exploitation versus Exploration:Getting the Mix Right. Doctoral Dissertation, University of Pittsburgh. PhD,2007.
①李忆、司有和.探索式创新、利用式创新与绩效：战略和环境的影响,南开管理评论,2008,11(5)：4-12.
②张玉利、李乾文.公司创业导向、适应能力与组织绩效,管理科学学报,2009,12(1)：137-152.
③Levinthal, D A, and March J G. The myopia of learning [J].Strategic Management Journal,1993,14:95-112.
③Adler, P. S., & Kwon, S.W. Social capital: Prospects for a new concept. Academy of Management Review,2002, 27:17-40.
⑤Lin, N, Fu, Y. The position generator: Measurement techniques for investigations of social capital, Lin， N.， Cook， K. and Burt, R. S., Social capital:Theory and research,2001.
①oleman, J. S. Social ca(?)ital in the creation of human capital.American Journal of Sociology,1988,94:95-120.
②irley, S. The role of networks in the entrepreneurial process. Journal of Business Venturing,1985,1:107-117.
③Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance: The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
①张鸿萍.创业型技术创新的战略导向，西南交通大学博士论文，2006年
②张平.我国上市公司高层管理团队异质性与企业绩效的关系研究，华南理工大学博士论文，2005年.
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①Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006.
②Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48: 346-357.
③Nahapiet J, Ghoshal S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review,1998,23:242-266.
④Granovetter, M. The strength of weak ties. American Journal of Sociology,1973,78:1360-1380.
⑤胡雯.组织关系网络开发利用的影响因素和结果：对中国民营企业的研究,北京大学硕士论文,2004年.
①Nahapiet J, Ghoshal S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review,1998,23:242-266.
②Cao Q, Maruping L M, Takeuchi R. Disentangling the Effects of CEO Turnover and Succession on Organizational Capabilities:a Social Network Perspective. Organization Science,2006,17:563-576.
③Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance: The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
①Granovetter, M. The strength of weak ties. American Journal of Sociology,1973,78:1360-1380.
②Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance: The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
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①He Z, Wong P. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science,2004,15:481-495.
②Gibson C B, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity [J]. Academy of Management Journal,2004,47:209-226.
③Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms: The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
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③Amason A C. Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams. Academy of Management Journal,1996,39:123-48.
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①Amason A C. Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams. Academy of Management Journal,1996,39:123-48.
②Beckman C M. The Influence of Founding Team Company Affiliations on Firm Behavior. Academy of Management Journal,2006,49 (4):741-758.
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[1]Winter, Sidney G. The satisficing principle in capability learning [J], Strategic Management Journal,2000,21:981-996.
[2]何志聪、王重鸣.企业成长与公司创业精神的培育[J],科研管理,2005,20(3)：51-54.
[3]Leiblein,M.J., & Reuer, J. J. Building a foreign sales base:The roles of capabilities and alliances for entrepreneurial firms. Journal of Business Venturing,2004,19: 285-307.
[4]Levinthal, D A, and March J G. The myopia of learning [J].Strategic Management Journal,1993,14:95-112.
[5]March, J G. Exploration and exploitation in organizational learning [J]. Organization Science,1991,2:71-87.
[6]Duncan, R B. The ambidextrous organization:designing dual structures for innovation [A], The management of organizational design[C],1976.
[7]Tushman, M, and O'Reilly, C A. Evolution and revolution:mastering the dynamics of innovation and change [J]. California Management Review,1996,38: 8-30.
[8]Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006,5:447-460.
[9]Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48:346-357.
[10]沈灏, 李垣, 蔡昊雯.双元型组织对创新的影响及其构建路径分析,科学学与科学技术管理,2008,9：103-107.
[11]Benner, M.J., & Tushman, M.L. Exploitation, exploration, and process management:The productivity dilemma revisited. Academy of Management
Review,2003,28:238-256.
[12]B. Nootebooom et al. Empirical Tests of Optimal Cognitive Distance [J]. Journal of Economics Behaviour & Organization,2005.
[13]He Z, Wong P. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis.Organization Science,2004,15:481-495.
[14]Vemreulen, F.,&Barkema, H. Learning through acquisitions. Academy of management Journal,2001,44:457-478.
[15]Levinthal, D A, and March J G. The myopia of learning [J]. Strategic Management Journal,1993,14:95-112.
[16]Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms:The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
[17]Lee, Jeho and Young Ryu. Exploration, Exploitation and A daptive Rationality: The Neo- Schumpeterian Perspective [J]. Simulation Modelling Practice and Theory,2002(10):297-320.
[18]O'Reilly C A, Tushman M. The ambidextrous organization [J]. Harvard Business Review,2004,82:74-81.
[19]Justine, J.J.P., Van den Bosch, F.A.J., Volberda, H.W. Exploratory Innovation, Exploitative Innovation and Performance:Effects of Organizational Antecedents and Environmental Moderators [J]. Management Science,2006,1661-1674.
[20]Gibson C B, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity [J]. Academy of Management Journal,2004,47: 209-226.
[21]周俊、薛求知.双元型组织构建研究前沿探析,外国经济与管理,2009,31(1)：50-57.
[22]Ebben, J J, and Johnson, A C. Efficiency, flexibility, or both ? Evidence linking strategy to performance in small firms [J], Strategic Management Journal,2005, 26:1249-1259.
[23]Tushman, M, and O'Reilly, C A. Evolution and revolution:mastering the dynamics of innovation and change [J]. California Management Review,1996,38:
8-30.
[24]O'Reilly C A, Tushman ML. Ambidexterity as a dynamic capability:Resolving the innovator's dilemma, CIP working paper,2007.
[25]Justin J. Ambidextrous organizations:a multiple-level study of absorptive capacity, exploratory and exploitative innovation, and performance [D].Erasmus Research Institute of Management (ERIM),2005.
[26]Sarkees, Matthew Edward, Exploitation versus Exploration:Getting the Mix Right. Doctoral Dissertation, University of Pittsburgh. PhD,2007.
[27]李忆、司有和.探索式创新、利用式创新与绩效：战略和环境的影响,南开管理评论,2008,11(5)：4-12.
[28]张玉利、李乾文.公司创业导向、适应能力与组织绩效,管理科学学报,2009,12(1)： 137-152.
[29]Adler, P. S. & Kwon, S.W. Social capital:Prospects for a new concept. Academy of Management Review,2002,27:17-40.
[30]Lin, N, Fu, Y. The position generator: Measurement techniques for investigations of social capital, Lin, N., Cook, K. and Burt, R. S., Social capital:Theory and research,2001.
[31]Birley, S. The role of networks in the entrepreneurial process. Journal of Business Venturing,1985,1:107-117.
[32]Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance:The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
[33]张鸿萍.创业型技术创新的战略导向，西南交通大学博士论文,2006.
[34]张平.我国上市公司高层管理团队异质性与企业绩效的关系研究,华南理工大学博士论文,2005.
[35]Amason A C. Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams. Academy of Management Journal,1996,39:123-48.
[36]Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become
Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006,5:447-460.
[37]Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48:346-357.
[38]Nahapiet J, Ghoshal S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review,1998,23:242-266.
[39]Granovetter, M. The strength of weak ties. American Journal of Sociology,1973, 78:1360-1380.
[40]胡雯.组织关系网络开发利用的影响因素和结果：对中国民营企业的研究,北京大学硕士论文,2004.
[41]Cao Q, Maruping L M, Takeuchi R. Disentangling the Effects of CEO Turnover and Succession on Organizational Capabilities:a Social Network Perspective. Organization Science,2006,17:563-576.
[42]张玉利、李乾文.双元型组织研究评价,外国经济与管理,2006,28(1)：7-14.
[43]Brown, S., and K. Eisenhardt. The Art of Continuous Change:Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations. Administrative Science Quarterly,1997,42,1-34.
[44]Oliver, Richard L. Satisfaction:A Behavioral Perspective on the Consumer. Boston:McGraw-Hill,1997.
[45]Hutt, Michael D., Peter H. Reingen and John R. Ronchetto, Jr. “Tracing Emergent Processes in Marketing Strategy Formation,” Journal of Marketing, 1988,52(1),4-19.
[46]Shane,S., & Venkataraman,S. The promise of entrepreneurship as a field of research. Academy of Management Review,2000,25:217-226.
[47]齐二石、刘传铭、王 玲.公共组织绩效管理综合评测模型及其应用[J]。天津大学学报(社会科学版),2004,6(2)：150-153.
[48]Desarbo, W. S., Benedetto, C. A. D., Song, M., & Sinha, I.:Revisiting the Miles and Snow Strategic Framework:Uncovering Interrelationships between Strategic Types, Capabilities, Environmental Uncertainty, and Firm Performance. Strategic Management Journal,2005,26:47-74.
[49]March, J. G. Theories of Choice and Making Decisions, in Lane, F.A.Current Issues in Public Administration, St Martin's Press, New York,1984,229-246.
[50]Beckman C M. The Influence of Founding Team Company Affiliations on Firm Behavior. Academy of Management Journal,2006,49 (4):741-758.
②何志聪、王鸣.企业成长与公司创业精神的培育[J],科研管理,2005,20(3)：51-54.
①Leiblein,M.J., & Reuer, J. J. Building a foreign sales base: The roles of capabilities and alliances for entrepreneurial firms. Journal of Business Venturing,2004,19:285-307.
②Levinthal, D A, and March J G. The myopia of learning [J].Strategic Management Journal,1993,14:95-112.
③March, J G. Exploration and exploitation in organizational learning [J]. Organization Science,1991,2:71-87.
①Duncan, R B. The ambidextrous organization:designing dual structures for innovation [A], The management of organizational design[C],1976.
②Tushman, M, and O'Reilly, C A. Evolution and revolution:mastering the dynamics of innovation and change [J]. California Management Review,1996,38:8-30.
③Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006,5:447-460.
①Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48:346-357.
①沈灏,李垣,蔡昊雯.双元型组织对创新的影响及其构建路径分析[J],科学学与科学技术管理,2008,9：103-107.
②arch, J G. Exploration and exploitation in organizational learning [J]. Organization Science,1991,2:71-87.
② Benner, M.J., & Tushman, M.L. Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review,2003,28:238-256.
④ B.Nootebooom et al.Empirical Tests of Optimal Cognitive Distance [J]. Journal of Economics Behaviour & Organization,2005.
①Benner, M.J., & Tushman, M. Process management and technological innovation: A longitudinal study of the Photography and paint industries. Administrative Science Quarterly,2002.
②1 He Z, Wong P. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organizatio Science,2004,15:481-495.
③ Vemreulen, F.,&Barkema, H. Learning through acquisitions. Academv of manaeement Journal.2001.44: 457-478.
④ Levinthal, D A, and March J G The myopia of learning|J|.Strategic Management Journal.1993.14:95-112.
⑤ Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms: The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
① Lee, Jeho and Young Ryu. Exploration, Exploitation and A daptive Rationality: The Neo- Schumpeterian Perspective [J]. Simulation Modelling Practice and Theory,2002(10):297-320.
② O’Reilly C A, Tushman M. The ambidextrous organization [J]. Harvard Business Review,2004,82:74-81.
③ Justine, J.J.P., Van den Bosch, F.A.J., Volberda, H.W. Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators [J].Management Science, 2006,1661-1674.
④ Gibson C B, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity [J]. Academy of Management Journal,2004,47:209-226.
①周俊、薛求知.双元型组织构建研究前沿探析, 外国经济与管理,2009,31(1)：50-57.
①Ebben, J J, and Johnson, A C. Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms [J], Strategic Management Journal,2005,26:1249-1259.
②Tushman, M, and O'Reilly, C A. Evolution and revolution: mastering the dynamics of innovation and change [J]. California Management Review,1996,38:8-30.
③O'Reilly C A, Tushman ML. Ambidexterity as a dynamic capability: Resolving the innovator's dilemma, CIP working paper,2007.
④Benner, M.J., & Tushman, M.L. Exploitation, exploration, and process management: The productivity dilem revisited. Academy of Management Review,2003.
⑤Justin J. Ambidextrous organizations: a multiple-level study of absorptive capacity, exploratory and exploitative innovation, and performance [D]. Erasmus Research Institute of Management (ERIM),2005.
⑥Sarkees, Matthew Edward, Exploitation versus Exploration:Getting the Mix Right. Doctoral Dissertation, University of Pittsburgh. PhD,2007.
①李忆、司有和.探索式创新、利用式创新与绩效：战略和环境的影响,南开管理评论,2008,11(5)：4-12.
②张玉利、李乾文.公司创业导向、适应能力与组织绩效,管理科学学报,2009,12(1)：137-152.
③Levinthal, D A, and March J G. The myopia of learning [J].Strategic Management Journal,1993,14:95-112.
③Adler, P. S., & Kwon, S.W. Social capital: Prospects for a new concept. Academy of Management Review,2002, 27:17-40.
⑤Lin, N, Fu, Y. The position generator: Measurement techniques for investigations of social capital, Lin， N.， Cook， K. and Burt, R. S., Social capital:Theory and research,2001.
①oleman, J. S. Social ca(?)ital in the creation of human capital.American Journal of Sociology,1988,94:95-120.
②irley, S. The role of networks in the entrepreneurial process. Journal of Business Venturing,1985,1:107-117.
③Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance: The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
①张鸿萍.创业型技术创新的战略导向，西南交通大学博士论文，2006年
②张平.我国上市公司高层管理团队异质性与企业绩效的关系研究，华南理工大学博士论文，2005年.
(?)Amason A C. Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making Resolving a Paradox for Top Management Teams. Academy of Management Journal,1996.39:123-48.
①Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms: The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
①Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006.
②Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48: 346-357.
③Nahapiet J, Ghoshal S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review,1998,23:242-266.
④Granovetter, M. The strength of weak ties. American Journal of Sociology,1973,78:1360-1380.
⑤胡雯.组织关系网络开发利用的影响因素和结果：对中国民营企业的研究,北京大学硕士论文,2004年.
①Nahapiet J, Ghoshal S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review,1998,23:242-266.
②Cao Q, Maruping L M, Takeuchi R. Disentangling the Effects of CEO Turnover and Succession on Organizational Capabilities:a Social Network Perspective. Organization Science,2006,17:563-576.
③Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance: The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
①Granovetter, M. The strength of weak ties. American Journal of Sociology,1973,78:1360-1380.
②Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance: The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
①Brown, S., and K. Eisenhardt. The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations. Administrative Science Quarterly,1997,42,1-34.
②Levinthal, D A, and March J G. The myopia of learning [J].Strategic Management Journal,1993,14:95-112.
③Oliver, Richard L. Satisfaction: A Behavioral Perspective on the Consumer. Boston: McGraw-Hill,1997.
④Hutt, Michael D., Peter H. Reingen and John R. Ronchetto, Jr. "Tracing Emergent Processes in Marketing Strategy Formation," Journal of Marketing,1988,52 (1),4-19.
①hane,S., & Venkataraman,S. The promise of entrepreneurship as a field of research. Academy of Management Review,2000,25:217-226.
②Leiblein,M.J., & Reuer, J. J. Building a foreign sales base: The roles of capabilities and alliances for enetrepreneurial firms. Journal of Business Venturing,2004.
①Hmabrick, D.C., & Mason. Upper echelons: The organization as a Reflection of its top manages .Academy of Management Review,1984
①Cao Q, Maruping L M, Takeuchi R. Disentangling the Effects of CEO Turnover and Succession on Organizational Capabilities: a Social Network Perspective. Organization Science,2006,17:563-576.
①He Z, Wong P. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science,2004,15:481-495.
②Gibson C B, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity [J]. Academy of Management Journal,2004,47:209-226.
③Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms: The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
①齐二石、刘传铭、王玲.公共组织绩效管理综合评测模型及其应用[J],天津大学学报(社会科学版)，2004,6(2):150-153.
②Desarbo, W. S., Benedetto, C. A. D., Song, M.,& Sinha, I.:Revisiting the Miles and Snow Strategic Framework: Uncovering Interrelationships between Strategic Types, Capabilities, Environmental Uncertainty, and Firm Performance. Strategic Management Journal,2005,26:47-74.
③Amason A C. Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams. Academy of Management Journal,1996,39:123-48.
①March, J. G Theories of Choice and Making Decisions, in Lane. F.A.Current Issues in Public Administration St Martin's Press, New York,1984,229-246.
①Granovetter, M. The strength of weak ties. American Journal of Sociology,1973,78:1360-1380.
①Amason A C. Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams. Academy of Management Journal,1996,39:123-48.
②Beckman C M. The Influence of Founding Team Company Affiliations on Firm Behavior. Academy of Management Journal,2006,49 (4):741-758.
③Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms: The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
[1]Winter, Sidney G. The satisficing principle in capability learning [J], Strategic Management Journal,2000,21:981-996.
[2]何志聪、王重鸣.企业成长与公司创业精神的培育[J],科研管理,2005,20(3)：51-54.
[3]Leiblein,M.J., & Reuer, J. J. Building a foreign sales base:The roles of capabilities and alliances for entrepreneurial firms. Journal of Business Venturing,2004,19: 285-307.
[4]Levinthal, D A, and March J G. The myopia of learning [J].Strategic Management Journal,1993,14:95-112.
[5]March, J G. Exploration and exploitation in organizational learning [J]. Organization Science,1991,2:71-87.
[6]Duncan, R B. The ambidextrous organization:designing dual structures for innovation [A], The management of organizational design[C],1976.
[7]Tushman, M, and O'Reilly, C A. Evolution and revolution:mastering the dynamics of innovation and change [J]. California Management Review,1996,38: 8-30.
[8]Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006,5:447-460.
[9]Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48:346-357.
[10]沈灏, 李垣, 蔡昊雯.双元型组织对创新的影响及其构建路径分析,科学学与科学技术管理,2008,9：103-107.
[11]Benner, M.J., & Tushman, M.L. Exploitation, exploration, and process management:The productivity dilemma revisited. Academy of Management
Review,2003,28:238-256.
[12]B. Nootebooom et al. Empirical Tests of Optimal Cognitive Distance [J]. Journal of Economics Behaviour & Organization,2005.
[13]He Z, Wong P. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis.Organization Science,2004,15:481-495.
[14]Vemreulen, F.,&Barkema, H. Learning through acquisitions. Academy of management Journal,2001,44:457-478.
[15]Levinthal, D A, and March J G. The myopia of learning [J]. Strategic Management Journal,1993,14:95-112.
[16]Lubatkin, M H, et al. Ambidexterity and performance in small-sized and medium-sized firms:The pivotal role of top management team behavioral integration[J], Journal of Management,2006,32(5):646-672.
[17]Lee, Jeho and Young Ryu. Exploration, Exploitation and A daptive Rationality: The Neo- Schumpeterian Perspective [J]. Simulation Modelling Practice and Theory,2002(10):297-320.
[18]O'Reilly C A, Tushman M. The ambidextrous organization [J]. Harvard Business Review,2004,82:74-81.
[19]Justine, J.J.P., Van den Bosch, F.A.J., Volberda, H.W. Exploratory Innovation, Exploitative Innovation and Performance:Effects of Organizational Antecedents and Environmental Moderators [J]. Management Science,2006,1661-1674.
[20]Gibson C B, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity [J]. Academy of Management Journal,2004,47: 209-226.
[21]周俊、薛求知.双元型组织构建研究前沿探析,外国经济与管理,2009,31(1)：50-57.
[22]Ebben, J J, and Johnson, A C. Efficiency, flexibility, or both ? Evidence linking strategy to performance in small firms [J], Strategic Management Journal,2005, 26:1249-1259.
[23]Tushman, M, and O'Reilly, C A. Evolution and revolution:mastering the dynamics of innovation and change [J]. California Management Review,1996,38:
8-30.
[24]O'Reilly C A, Tushman ML. Ambidexterity as a dynamic capability:Resolving the innovator's dilemma, CIP working paper,2007.
[25]Justin J. Ambidextrous organizations:a multiple-level study of absorptive capacity, exploratory and exploitative innovation, and performance [D].Erasmus Research Institute of Management (ERIM),2005.
[26]Sarkees, Matthew Edward, Exploitation versus Exploration:Getting the Mix Right. Doctoral Dissertation, University of Pittsburgh. PhD,2007.
[27]李忆、司有和.探索式创新、利用式创新与绩效：战略和环境的影响,南开管理评论,2008,11(5)：4-12.
[28]张玉利、李乾文.公司创业导向、适应能力与组织绩效,管理科学学报,2009,12(1)： 137-152.
[29]Adler, P. S. & Kwon, S.W. Social capital:Prospects for a new concept. Academy of Management Review,2002,27:17-40.
[30]Lin, N, Fu, Y. The position generator: Measurement techniques for investigations of social capital, Lin, N., Cook, K. and Burt, R. S., Social capital:Theory and research,2001.
[31]Birley, S. The role of networks in the entrepreneurial process. Journal of Business Venturing,1985,1:107-117.
[32]Collins, C.J., Clark K. Strategic human resource Practices, top Management teams social networks, and firm Performance:The role of human resource Practices in creating organizational competitive advantage. Academic of Management Journal,2003,46:740-751.
[33]张鸿萍.创业型技术创新的战略导向，西南交通大学博士论文,2006.
[34]张平.我国上市公司高层管理团队异质性与企业绩效的关系研究,华南理工大学博士论文,2005.
[35]Amason A C. Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams. Academy of Management Journal,1996,39:123-48.
[36]Henderson A D, Miller D, Hambrick D C. How quickly do CEOs Become
Obsolete? Industry Dynamics, CEO Tenure, and Company Performance. Strategic Management Journal,2006,5:447-460.
[37]Smith, K. G, Collins, C. J.,&Clark, K, D. Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms. Academy of Management Journal,2005,48:346-357.
[38]Nahapiet J, Ghoshal S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review,1998,23:242-266.
[39]Granovetter, M. The strength of weak ties. American Journal of Sociology,1973, 78:1360-1380.
[40]胡雯.组织关系网络开发利用的影响因素和结果：对中国民营企业的研究,北京大学硕士论文,2004.
[41]Cao Q, Maruping L M, Takeuchi R. Disentangling the Effects of CEO Turnover and Succession on Organizational Capabilities:a Social Network Perspective. Organization Science,2006,17:563-576.
[42]张玉利、李乾文.双元型组织研究评价,外国经济与管理,2006,28(1)：7-14.
[43]Brown, S., and K. Eisenhardt. The Art of Continuous Change:Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations. Administrative Science Quarterly,1997,42,1-34.
[44]Oliver, Richard L. Satisfaction:A Behavioral Perspective on the Consumer. Boston:McGraw-Hill,1997.
[45]Hutt, Michael D., Peter H. Reingen and John R. Ronchetto, Jr. “Tracing Emergent Processes in Marketing Strategy Formation,” Journal of Marketing, 1988,52(1),4-19.
[46]Shane,S., & Venkataraman,S. The promise of entrepreneurship as a field of research. Academy of Management Review,2000,25:217-226.
[47]齐二石、刘传铭、王 玲.公共组织绩效管理综合评测模型及其应用[J]。天津大学学报(社会科学版),2004,6(2)：150-153.
[48]Desarbo, W. S., Benedetto, C. A. D., Song, M., & Sinha, I.:Revisiting the Miles and Snow Strategic Framework:Uncovering Interrelationships between Strategic Types, Capabilities, Environmental Uncertainty, and Firm Performance. Strategic Management Journal,2005,26:47-74.
[49]March, J. G. Theories of Choice and Making Decisions, in Lane, F.A.Current Issues in Public Administration, St Martin's Press, New York,1984,229-246.
[50]Beckman C M. The Influence of Founding Team Company Affiliations on Firm Behavior. Academy of Management Journal,2006,49 (4):741-758.