摘要
随着科学技术的飞速发展和新产品开发速度的加快,企业要在激烈的竞争中取得优势,就必须不断提高企业的技术能力。对于装备制造企业来说,由于其产品技术构成复杂、研发周期长,很少有企业能够在每个关键技术领域保持自主能力,企业需要即时地识别与把握技术融合的机会,把外部获取的知识集成到企业已有的知识系统中。尤其是随着供应商网络思想的不断发展和深化,装备制造企业越来越重视供应商网络这个外部知识源,如何有效利用供应商网络提升企业技术能力,已成为我国装备制造企业面临的一个重大现实问题。
本文首先通过大量国内外相关文献研究,结合企业访谈,了解我国装备制造企业利用供应商网络提升技术能力的情况,探索研究装备制造企业利用供应商网络提升技术能力的影响因素。在探索性研究中,基于资源基础理论、动态能力理论、网络嵌入性理论对装备制造企业利用供应商网络的影响因素进行了理论分析,进行了问卷设计和数据回收,并运用探索性因素分析提取了装备制造企业利用供应商网络提升技术能力的影响因素,包括:供应商集成、联系紧密度、网络中心性和网络异质性。其次,从分析供应商网络、挖掘性学习、探索性学习、企业技术能力四个因素的理论关系出发,结合成功的案例分析,探索了供应商网络与装备制造企业技术能力之间的关系机理。最后,在探索性研究的基础上,本研究构建了装备制造企业利用供应商网络提升技术能力的概念模型,且提出相应的研究假设。通过问卷调查、数据处理、模型检验等环节,得出研究结论。研究结果表明:供应商网络对装备制造企业技术能力具有积极的影响,其影响机理体现在挖掘性学习、探索性学习两个中介变量的作用上。同时,系统式知识整合机制对挖掘性学习与装备制造企业技术能力具有积极的调节效应;交互式知识整合机制对探索性学习与装备制造企业技术能力具有积极的调节效应。
因此,为了利用供应商网络提升企业技术能力,装备制造企业应该构建有效的供应商网络,加强与供应商的关系嵌入,实施供应商集成;与供应商建立长期合作伙伴关系,增强与供应商联系紧密度;确保装备制造企业的核心位置,保持网络的中心性;做好供应商的评价与选择,建立资源依赖、知识互补的网络异质性。
With the rapid progress of science and technology and the accelerated new product development.So enterprises must enhance the technological capability and created their own competition advantages in order to win victory in the keen market competition. Because its complicated in technique and long development cycles, it is necessary for equipment manufacture enterprises to keep autonomous ability in key technologies and fields. Therefore, equipment manufacture enterprises must identify and choose right opportunity to mix together technologies,this is the best way to acquire and integrate the information and knowledge from outsides to its knowledge system. Especially as supplier networks developed continuously, equipment manufacture enterprises attach more and more attention to the external source of knowledge. How to make the best use of supplier networks to improve equipment manufactures'technological capability is a practical problem.
Firstly, a large number of relevant research literatures were summarized. On the basis of theoretical analysis and investigation to have an grasp of the overall situation of making the best use of supplier networks to improve equipment manufactures'technological capability in China.It also studies the main influencing factors, in the exploratory study, based on resource-based theory, dynamic capabilities and embedding theory of network, the main influencing factors was analysed, and the key factors were summed up. Empirical research on key factors of making the best use of supplier networks to improve equipment manufactures' technological capability was carried out by means of the exploratory factor analysis, and then the four main components was extracted, they were supplier integration(SI), supplier closeness(SC), network centrality(NC) and network heterogeneity(NH). Secondly, The theoretical relationship of supplier networks, exploitative learning, exploratory learning, technological capability was analysed. Combined with the successful case, the correlation mechanism between supplier networks and the equipment manufacturers'technological capability was explored. Thirdly, based on the exploratory study, the concept model and the research hypothesis of the relationship between supplier networks and the equipment manufacturers'technological capability were constructed. Through questionnaire survey, data processing, model checking, and ultimately arrived at the conclusion of the study. The results show that:supplier networks for the equipment manufacturers'technological capability has a positive impact, the impact of the mechanism embodied in the exploitative learning and exploratory learning. At the same time, the systematic knowledge integration mechanism has a positive effect of regulation for exploitative learning, technological capability, the coordination knowledge integration mechanism has a positive effect of regulation for exploratory learning, technological capability.
Therefore, in order to improve Equipment Manufactures'technology capability through Supplier network. The manufactures should build efficient supplier network. Manufacturers always trengthen relational embeddedness with suppliers and implement supplier integration; simultaneity establish different partnership for different material suppliers, keep in constant touch with the supplier; unobstructed the heart of network,the state or quality of being central; be conscientious and make a good job of evaluation and selection; establishment network heterogeneity of resources interdependence and knowledge complementary.
引文
[1]Ahuja,G.,Katila,R..Technological acquisitions and the innovation performance of acquiring firms:a longitudinal study[J]. Strategic Management Journal,2001,22:197-220.
[2]Bae,J.,Gargiulo,M..Partner substitutability, alliance network structure and firm profitability in the telecommunications industry [J]. Academy Management Journal,2004,47:860-875.
[3]Bensaou, M.. Portfolios of buyer-supplier relationships [J]. Sloan Management Review,1999,40(4), 35.
[4]Bonaccorsi,A., Pammolli,F., Paoli,M., Tani, S.. Nature of innovation and technology management in system companies [J]. R&D Management,1999,12:57-69.
[5]Bosch, V. F. A. J., Volberda, H. W., Boer, M.. Coevolution of Firm Absorptive Capacity and Knowledge Environment:Organizational Forms and Combinative Capabilities [J]. Organization Science,1999,10(5):551-568.
[6]Brady, T, Davies, A.. Organisational capabilities and learning in complex product systems: towards repeatable solutions [J]. Research Policy,2000,29(7-8):931-953.
[7]Brady, T., Davies, A. Building project capabilities:from exploratory to exploitative learning [J]. Organization Studies,2004,25 (9):1601-1621.
[8]Burt, R. S.. Structural Holes:The Social Structure of Competition [M] Harvard University Press, 1992.
[9]Burt, R.S..The network structure of social capital [J].research in organizational behavior,2000, 22(2):345-423.
[10]Byrne, J.A..The virtual corporation[J].Business Week,1993,(8):98-102.
[11]Carayannis, E. G.. Knowledge transfer through technological hyperlearning in five industries [J]. Technovation,1999,19:141-161.
[12]Carayannis, E. G., Alexander, J.. Is technological learning a firm core competence, when, how and why? A longitudinal, mufti-industry study of firm technological learning and market performance [J]. Technovation,2002,22:625-643.
[13]Carbonara, N.. Innovation processes within geographical clusters:a cognitive approach [J]. Technovation,2004,24(1):17-28.
[14]Child, J., Rodrigues, S.. The role of social identity in the international transfer of knowledge through joint ventures. In S.R. Clegg and G. Palmer (eds.) [M]. The Politics of Management Education,1996,46-68.
[15]Choi, T.Y., Dooley, K., Rungtusanatham, M.. Supply Net-works and complex adaptive systems: control versus emer-gence [J].Journal of Operations Management,2001,19:351-366.
[16]Choi, T. Y., Krause, D. R.. The supply base and its complexity:Implications for transaction costs, risks, responsiveness, and innovation [J]. Journal of Operations Management,2006,24(5),637-652.
[17]Cohen, W.M., Levinthal, D.A..Absorptive capacity:a new perspective on learning and innovation [J]. Administrative science quarterly,1990,35(1):128-152.
[18]Cubillo-Pinilla, J.. Export behavior in MNC suppliers networks:the Spanish automotive industry case [J]. International Journal of Commerce and Management,2008,18(2),102-122.
[19]Davies, A.. From integrated systems to services:building capabilities in complex product systems [Z]. Working Paper, Complex Product Systems Innovation Centre, Brighton.2000.
[20]Davies, A.. Are firms moving downstream into high-value services? In:Tidd J, Hull F.M., editor, Service Innovation:Organisational responses to technological opportunities and market responses [M]. London:Imperial College Press,2003,321-342.
[21]Dodgson, M.. The management of technological learning:lessons from a biotechnology company [M]. Berlin&New York:Walter de Gruyter,1991.
[22]Dubois, A., Fredriksson, P.. Cooperating and competing in supply networks:Making sense of a triadic sourcing strategy [J]. Journal of Purchasing& Supply Management,2008, (14):170-179.
[23]Dyer, J. H., Nobeoka, K..Creating and managing a high-performance knowledge-sharing network:the Toyota case[J].Strategic Management Journal,2000,21(3):345-367.
[24]Dyer, J. H., Ouchi, W. Japanese-style partnerships:Giving companies a competitive edge [J]. Sloan Management Review,1993,35(1):51-63.
[25]Figueiredo.. Does technological learning pay off? Inter-firm differences in technological capability-accumulation pathsand operational performance improvement [J], Res. Policy,2002,31: 73-94.
[26]Fosfuri, A., Tribo, J., A.. Exploring the antecedents of potential absorptive capacity and itsimpact on innovation performance [J]. Omega,2008 (36):173-187.
[27]Gann, D. M., Salter, A. J.. Innovation in project-based, service-enhanced firms:the construction of complex products and systems [J]. Research the Policy,2000,29(7-8):955-972.
[28]Giuliani,E., Bell,M..The micro-determinants of me-so-level learning and innovation:evidence from a Chilean wine cluster [J].Research Policy,2005,34 (1):47-68.
[29]Goffin, K., Lemke, F., Szwejczewski, M.. An exploratory study of "close" supplier-manufacturer relationships [J]. Journal of Operations Management,2006,24(2),189-209.
[30]Gnyawali, D. R., Madhavan, R.. Cooperative networks and competitive dynamics:a structural embededness perspective [J]. Academy of Management Review,2001,26(3):431-445.
[31]Granovetter, M.S.. The strength of weak ties:A network theory revisited. In P. V. Marsden and N. Lin (eds.), Social structure and network analysis,1982,105-130. Beverly Hills, CA:Sage.
[32]Grant, R. M. Toward a knowledge-based theory of the firm [J]. Strategic Management Journal,1996, 17(10):109-122.
[33]Hakansson, H.. Industrial technological development:A network approach [M].London:Croom Helm,1987.
[34]Hansen, M. T.. The search-transfer problem:the role of weak ties in sharing knowledge across organization subunits [J]. Administrative Science Quarterly,1999,44(1):82-85.
[35]Hansen. K., Rush, H.. Hotspots in complex productsystems:emerging issues in innovation management [J]. Technovation,1998,18(9):555-561.
[36]Hardstone. GAP Capabilities, structures and strategies re-examined:incumbent firms and the emergence of complex product systems (COPS) in mature industries [J]. Technology Analysis&Strategic Management,2004,16(2):173-196.
[37]Harland, C..Supply chain management-relationships, chains and networks [J].BritishJournal of Management,1996,7:63-80.
[38]Harland, C.. Supply network strategy-observations on structure, infrastructure and operations performance [D], Papers From The Second Worldwide Research Symposium on Purchasing and Supply Chain Management, School of Management, University of Bath,1998:248-267.
[39]Harland, C., Zheng, J., Johnsen, T., Lamming, R.. A tax-onomy of supply networks [J]. The Journal of Supply Man-agement,2001, Fall:21-27.
[40]Heide, J.B., John, G.. Alliances in industrial purchasing:the determinants of joint action in buyer-supplier relationships [J]. Journal of Marketing Research,1990,27(1):24-36.
[41]Hines, P.. Creating World Class Suppliers [M]. Pitman Publishing, London,1994.
[42]Hobday, M., Davies, A., Prencipe, A.. Systems integration:a core capability of the modern corporation [J]. Industrial and Corporate Change,2005,14(6),1109-1143.
[43]Hobday, M., Rush, H., Tidd, J.. Innovation in complex products and system [J]. Research Policy, 2000,29 (7-8):793-804.
[44]Hoffman,W.H..Strategies for managing a portfolio of alliance [J].Strategic Management Journal, 2007,28(8):827-856.
[45]Huang, H., and Chang, C.. Embedded ties and the acquisition of competitive advantage [J]. Journal of Intellectual Capital,2008,9(1),105.
[46]Ingram, P.,Roberts, P. W.. Friendships among competitors in the Sydney hotel industry [J].American Journal of Sociology,2001,106:387-423.
[47]Johnston, D.A., McCutcheon, D.M., Stuart, F.I., Kerwood, H.. Effects of supplier trust on performance of cooperative supplier relationships [J]. Journal of Operations Management, 2004.22(1):23-38.
[48]Johnsen, T. E.. Supplier involvement in new product development and innovation:Taking stock and looking to the future. Journal of Purchasing and Supply Management 2009,15(3):187-197.
[49]Kapasuwan, S., Linking organizational learning and network characteristics:effects on firm performance [M]. Doctor Thesis by Washington State University,2004.
[50]Kim.. The dynamics of technological learning in industrialization [J], Int. Soc. Sci. J.2001,53 (168):297-308.
[51]Kingshott, R.. The impact of psychological contracts upon trust and commitment within supplier-buyer relationships:A social exchange view [J]. Industrial Marketing Management,2006, 35(6),724-739.
[52]Koka, B.R., Prescott, J.E.. Strategic alliances as social capital:a multidimensional view. Strategic Management Journal,2002,23 (9):795-816.
[53]Kogut, B., Zander, U.. Knowledge of the firm, combinative capabilities and the replication of technology [J]. Organization Science,1992,3:383-397.
[54]Krause, D.R., Handfield, R.B., Tyler, B.B.. The relationships between supplier development, commitment, social capital accumulation and performance improvement [J]. Journal of Operations Management,2007,25 (2):528-545.
[55]Lawson, B., Tyler, B.B., Cousins, P.D..Antecedents and consequences of social capital on buyer performance improvement [J]. Journal of Operations Management,2008,(26):446-460.
[56]Lambert, D.M., Emmelhainz, M.A., Gardner, J.T.. Developing and implementing supply chain partnerships [J]. International Journal of Logistics Management,1996,7 (2):1-17.
[57]Laseter, T. M.. Balanced sourcing:cooperation and competition in supplier relationships [M].San Francisco, Jossey-Bass Publishers,1998,89-133.
[58]Lavie, D., Rosenkopf, L.. Balancing exploration and exploitation in alliance formation [J]. Academy of Management Journal,2006a,49(4):797-818.
[59]Lazer,D.,Friedman,A..The Network Structure of Exploration and Exploitation[J]. Administrative Science Quarterly,2007,52(4):667-694.
[60]Lee, J., Lee, L.,Lee, H.. Exploration and exploitation in the presences of network externalities [J]. Ianagement Science,2003,49:553-570.
[61]Levinthal, D. A., March, J. G.. The myopia of learning [J]. Strategic Management Journal 1993, 14:95-112.
[62]Lin, N..Social resources and instrumental action structure and network analysis [C]. Beverly [A]. Marsden, P.&Lin, N Hills, CA:Sage,1982.
[63]Lin, Z., Yang, H., Demirkan, I.. The performance consequences of ambidexterity in strategic alliance formations:Empirical investigation and computational theorizing [J]. Management Science,2007, 53(10):1645-1658.
[64]Madanmohan, T.R., Uma, K., Vinod, K.. Import-led technological capability:a comparative analysis of Indian and Indonesian manufacturing firms [J].Technovation,2004,24:979-993.
[65]March, J.. Exploration and exploitation in organization learning [J]. Organization Sciecnce, 1991,2(1):71-87.
[66]Martijn,J., Henny,R., Adam,S..Technological effort, technological capabilities and economic performance A case study of the paper manufacturing sector in West Java [J].Technovation,2006,26 (1):121-134.
[67]Martinsuo, M., Ahola, T.. Supplier integration in complex delivery projects:comparison between different buyer-supplier relationships [J]. International Journal of Project Management,2010,28: 107-116.
[68]McGrath, R. C.. Exploratory learning, innovative capacity, and managerial oversight [J]. Academy of Management Journal,2001,44,(1):116-131.
[69]Meagher, K., Rogers, M.. Network density and R&D spillovers [J]. Journal of Economic Behavior&Organization,2004,53(2):237-260.
[70]Meyer, M. H., Utterback, J.K.. The product family and the dynamics of core capability [M], Sloan Management Review, spring,1993:29-47.
[71]Mills, J., Schmitz, J., Frizelle, G.. A strategic review of "supply networks" [J]. International Journal of Operations& Production Management,2004,24(10):1012-1036.
[72]Michael, A.. Technological learning and innovation in industrial clusters in the South. SPRU, Elec2tronic Working Papers Series Paper[R],1997(7).
[73]Mohr, J., Spekman, R.. Characteristics of partnership success:partnership attributes communication behaviour and conflict resolution techniques [J]. Strategic Management Journal,1994, 15(2):135-152.
[74]Murat, K., Mesut, A..Dynamic technological learning trends in Turkish manufacturing industries [J].Technological Forecasting& Social Change,2005,72:866-885.
[75]Nahapiet, J., Ghoshal, S.. Social capital, intellectual capital and the organizational advantage [J]. Academy of Management Review,1998,23:242-266.
[76]Narasimhan, R., Kim, S.W.. Effect of supply chain integration on the relationship between diversification and performance:evidence from Japanese and Korean firms [J]. Journal of Operations Management,2002,20(3):303-323.
[77]Najmabadi, F., Lall, S..Developing industrial technology, lessons for policy and practice [M], The World Bank, Washington,DC,1995.
[78]Ogden, J. A.. Supply base reduction:an empirical study of critical success factors [J]. Journal of Supply Chain Management,2006,42(4),11.
[79]Ojala, M., Hallikas, J..Investment decision-making in supplier networks:management of risk [J].Int. J. Production Economics,2006,104:201-213.
[80]Patel, P., Pavitt, K..The technological competencies of the world'5 largest firms:comPlex and Path dePendent, but not much variety[J].Research Policy,1997,26:141-156.
[81]Paulraj, A., Chen, I., Flynn, J.. Levels of strategic purchasing:impact on supply integration and
performance [J]. Journal of Purchasing and Supply Management,2006,12(3),107-122.
[82]Petison, P., Johri, L. M.. Dynamics of the manufacturer-supplier relationships in emerging markets [J]. Asia Pacific Journal of Marketing and Logistics,2008,20(1),76-96.
[83]Petersen,K.J., Handfield,R.B., Ragatz,G.,L.. Supplier integration into new product development: coordinating product, process and supply chain design [J]. Journal of Operations Management 2005, 23:371-388.
[84]Prencipe, A.. Technological competencies and product's evolutionary dynamics a case study from the aero-engine industry [J]. Research Policy,1997,25 (8):1261-1276.
[85]Prencipe, A.. Breadth and depth of technological capabilities in COPS:the case of the aircraft engine control system [J]. Research Policy,2000,29(7-8):895-911.
[86]Podolny, J.M., Page, K.L.. Network forms of organization. In J.Hagan&K.S. Cook (eds.), Annual Review of Sociology,1998,12:57-76. Palo Alto.CA:Annual Reviews.
[87]Powers, T., Reagan, W.. Factors influencing successful buyer-seller relationships [J]. Journal of Business Research,2007,60(12),1234-1242.
[88]Rhee, M.. Network updating and exploratory learning environment [J]. Journal of Management Studies,2004,41:933-949.
[89]Rottman,J.W.. Successful knowledge transfer within offshore supplier networks:a case study exploring social capital in strategic alliances [J].Journal of Information Technology,2008, (23):31-43.
[90]Rowley, T., Behrens, D., Krackhardt, D.. Redundant governance structures:An analysis of structural and relational embeddedness in the steel and semiconductor industries [J]. Strategic Management Journal,2000,21(3):369-386.
[91]Roy, S.. Innovation generation in supply chain relationships:a conceptual model and research propositions [J]. Journal of the Academy of Marketing Science,2004,32(1):61-79.
[92]Samaddar, S., Nargundkar, S., Daley, M.. Inter-organizational information sharing:The role of supply network configuration and partner goal congruence [J]. European Journal of Operational Research,2006,174(2),744-765.
[93]Saunders, M.. Strategic Purchasing and Supply Chain Management [M],2nd ed., Pitman, London. 1997.
[94]Schildt, H. A., Maula, M. V J., Keil, T.. Explorative and exploitative learningfrom external corporate [J]. Entrepreneurship Theory and Practice,2005,29(4):493-515.
[95]Srai, J., and Gregory, M.. A supply network configuration perspective on international supply chain development [J]. International Journal of Operations and Production Management,2008,28(5),386.
[96]Stephen, C., Gordon W..Enabling technological learning among light engineering SMEsin Zimbabwe through networking [J]. Technovation,2006,26:969-979.
[97]Szulanski, G.. Exploring internal stickiness:impediments to the transfer of best practice within the firm [J]. Strategic Management Journal,1996,17:27-43.
[98]Tsai, M.T., Huang, Y., C.. Exploratory learning and new product performance:The moderating role of cognitive skills and environmental uncertainty [J]. Journal of High Technology Management Research 2008,19:83-93.
[99]Uzzi, B..Social structure and competition in inter-firm networks:The paradox of embeddedness [J]. Administrative Science Quarterly,1997,42:35-67.
[100]Vanhaverbeke,W., Beerkens, B., Duysters, C. Explorative and exploitative learning strategies in technology-based alliance networks [M]. Ecis (Eindhoven Centre for Innovation Studies) Working Paper,2003.
[101]Vanhaverbeke, W., Gilsing, V., Duysters, G. Exploration and exploitation in technology-based alliance networks [R]. ECIS Working Paper,2005.
[102]Wang, C.T., Rafiq, M.. Organizational diversity and shared vision resolving the paradox of exploratory and exploitative learning [J] European Journal of Innovation Management 200912 (1): 86-101.
[103]Wilkinson, R.. Measuring network competence:Some international evidence[J].The Journal of Business& Industrial Marketing,2002,17(2-3):119-138.
[104]Zahra, S. A., George, C.. Absorptive capacity:a review, reconceptualization, and extension [J]. Academy of Management Journal,2002,27:185-203.
[105]Zollo,M.,Winter,S..From organizational routines to dynamic capabilities [M].A working paper of the Reginald H.Jones Center, the Wharton school university of Pennsylvania,1999.
[106]安同良.企业技术能力发展论—经济转型过程中中国企业技术能力实证研究[M].北京:人民出版社,2004:38-40.
[107]陈劲,吴沧澜,黄建樟,童亮.复杂产品系统开发网络组织及组织能力探索[J].研究与发展管理,2005,17(1):21-27.
[108]朱朝晖.基于开放式创新的技术学习协同与机理研究[D].浙江大学博士学位论文,2007.
[109]陈建勋,潘昌才,吴隆增.外部社会资本对企业核心能力的影响—知识整合的调节作用[J].科学学研究,2009,27(2):244-249.
[11O]李随成,蒲国利,梁工谦.制造企业供应商绩效评价及选择研究[J].中国机械工程,2005,(8):697-701.
[111]李培林,梁栋.网络化:企业组织变化的新趋势,《社会学研究》,2003,(2):43-53.
[112]李柏洲,汪建康.跨国企业集团的知识整合机制研究[J].科技进步与对策,2007,24(4):156-159.
[113]李维安,邱昭良网络组织的学习特性辨析[J].科研管理,2007,28(6):175-181.
[114]刘志学,张贵磊,马士华.基于供应商关系管理的信息共享与知识学习[J].科技进步与对
策,2009,26(5):122-125.
[115]李晖照,张子刚.多源供应网络的复杂特性及其对供应管理的影响[J].科技进步与对策,2008,25(6):83-86.
[116]林仁灶.制造企业的供应商分类管理[J].管理创新,2007,(11):49-50.
[117]刘雪锋.网络嵌入性与差异化战略及企业绩效关系研究[D].浙江大学博士学位论文,2007.
[118]贾生华,田家欣,李生校.全球网络、本地网络对集群企业技术能力的影响[J].浙江大学学报(人文社会科学版),2008,38(2):126-135.
[119]贾根良.后发优势的演化创新观[J].山西大学学报(哲学社会科学版),2004,27(1):70-75.
[120]饶扬德,宋红霞.基于资源整合的企业技术能力提升机理研究[J].科学管理研究,2006,24(6):9-12.
[121]荣泰生.企业研究方法[M].北京::中国税务出版社,2005:148-153.
[122]许冬梅.供应商网络中边界管理研究[D].哈尔滨工业大学硕士学位论文,2007.
[123]史先诚.供应链企业网络关系[J],现代管理科学,2002,(6):10-14.
[124]王玲.从成员关系视角探析供应链网络组织核心特征[J].供应链管理,2007,26(1):85-87.
[125]魏江,刘锦.基于协同技术学习的组织技术能力提升机理研究[J].管理工程学报,2005,119(11):115-119.
[126]魏江,王铜安,刘锦.企业技术能力的要素与评价的实证研究[J].研究与发展管理,2008,20(3):39-45.
[127]温忠麟,侯杰泰.调节效应与中介效应的比较与应用[J].心理学报,2005,37(2):268-274.
[128]许冠南.关系嵌入性对技术创新绩效的影响研究——基于探索型学习的中介机制[[D].浙江大学博士学位论文,2008.
[129]余光胜.企业竞争优势根源的理论演进[J].外国经济与管理,2002,24(10):2-7.
[130]谢恩,杨东,廖貅武.新成员的加入对供应商网络效率的影响分析[J].2007,16(3):1-6.
[131]张钢,张东芳.供应商网络中的信任分析以浙江省汽车零配件企业为例[J].管理科学学报,2008,11(1):133-142.
[132]张米尔,田丹.基于利基策略的企业核心技术能力形成研究[J].科学学研究,2005,23(3):388-393.
[133]张威.中国装备制造业的产业集聚[J].中国工业经济,2002,(3):55-63.
[134]赵海峰,程洁,万迪防.组织学习测度的研究述评[J].经济理论与经济管理,2003(3):69-72.
[135]赵伟华.复杂产品技术能力增长机理研究[J].经济管理,2008,30(10):67-72.
[136]赵晓庆.技术学习的模式[J].科研管理,2003,24(3):39-44.
[137]赵晓庆.我国企业技术能力提高的外部知识源研究[J].科学学研究,2004,22(4):439-404.
[138]赵晓庆,许庆瑞.技术能力积累途径的螺旋运动过程研究[J].科研管理,2006,27(1):40-46.
[139]朱森第.我国装备制造业的现状与发展战略[J].机电工程技术,2001,(2):10-12.
[140]朱亚丽.网络中心性对企业间知识转移影响的实证研究[J].技术经济,2008,27(12):1-6.
[141]祝道松,林家五.企业研究方法[M].北京:清华大学出版社,2005,1.
[142]邹声堂,姜恩.丰田与供应商的网络结构[J].企业管理,2007(3):29-32.
[143]邹振,聂绍芳.基于因子分析的网络营销风险识别与规避研究[J].现代商贸工业,2008,(11):358-359.