员工知识网络、员工关系网络及其与员工绩效间关系的研究
|
摘要
进入二十一世纪,国家将自主创新,建设创新型国家作为面向未来的重大战略。而企业作为实施这一重大战略的主体,其创新能力成为最关键问题。同时,在知识经济时代,尤其对于知识密集型产业,企业的竞争力越来越依赖于企业已积累的知识和企业学习、运用和创造知识的能力。而企业的知识活动最后都要分解为员工个人的知识活动,也就是说员工个人知识活动的效率和效果决定着企业知识活动的效率和效果,决定着企业的创新能力。
目前,已有大量文献研究员工知识活动的影响因素。其中,一些学者研究组织因素对员工知识活动的影响,例如企业文化、组织氛围、Nonaka的“ba”理论、激励制度等;一些学者研究知识本身的特性对员工知识活动的影响,例如知识的可靠性、因果关系和知识的应用背景等;一些学者从员工的心理角度进行研究,例如考察员工的动机、心理安全感、是否对权力产生畏惧等;还有一些学者研究员工间的关系对员工知识活动及绩效的影响,例如强关系、弱关系、信任和激能关系等。系统科学认为系统的结构决定功能,仅仅针对员工个体的研究是无法对企业所有员工的整体行为进行全面了解的。因此,一些学者开始关注员工所构成的网络:员工知识网络和员工关系网络,并已取得了相应的成果:员工在员工知识网络的位置影响着员工的知识创造和绩效;员工在关系网络的位置及其结构影响着员工的知识活动和绩效。这些研究成果又引发了一些深入的思考:员工关系网络与员工知识网络的关系如何?两者对员工绩效的影响如何实现,是协同作用,还是一方以另一方为中介施加影响?而且,已有学者对员工间关系进行了细分:强关系、弱关系、能力型信任关系、友善型信任关系和激能关系。那么这些不同类型的关系网络对员工知识网络影响如何,是否一致呢?一方面,学者们通过研究发现员工关系网络对于企业知识流及绩效发挥着非常重要的作用,另一方面,企业管理者投入了大量的财力和人力在企业内部开展着各种管理,那么企业的这些管理实践活动对于企业员工关系网络的影响如何,哪些是正面影响,哪些是负面影响?此外,员工所积累的知识是员工开展知识活动的前提和基础,然而目前针对员工知识存量的测量难以避免片面性的质疑,如何才能全面地测度员工知识存量呢?而且,员工在企业知识传递中所承担的角色不同,那么传统的企业员工评价方法是否能对这些角色进行正确区分呢?本文应用社会网络分析方法和复杂网络理论,基于企业知识基础论和社会资本理论,针对这些问题进行了深入研究,下面将主要研究结论和主要创新点总结如下:
一、提出一个新的员工知识存量测度方法,实证知识员工与非知识员工知识积累方式的差异
企业的知识和学习、应用创造知识的能力是企业可持续竞争优势的重要源泉。企业所有的知识活动都必然要分解为员工的个人知识活动;这些活动都是以员工的个人知识存量为基础的。很多学者为了测度知识存量,或者仅仅测度显性知识,或者通过某一个角度来测量意会知识,都无法避免片面性的质疑。基于员工知识网络,本论文提出了一个新的员工知识存量测度方法,并实证研究了员工知识积累的途径,提出知识员工知识存量主要受当前企业工作经验的影响,而非知识员工知识存量主要受产业内工作经验的影响。该结论加深了知识密集型企业和劳动力密集型企业主要差别的了解。
二、基于员工知识网络对企业关键员工进行细分
企业从员工绩效和对于组织重要性的视角来评价员工重要性的传统方法在知识经济时代,尤其是知识密集型行业,越来越难以适应新竞争所带来的新要求。由于企业员工知识网络是企业知识的主要载体,尤其是企业意会知识的唯一载体,因此本论文从企业员工知识网络的角度区分了关键员工,阐述不同关键员工:知识源、知识桥梁和明日之星的特点及其对企业的风险,并从知识网络抗损性来研究关键员工对企业知识网络的影响。
三、员工关系网络通过员工知识网络的中介作用对员工绩效施加影响
企业员工关系网络分别对员工知识活动、员工绩效有着重要的影响,同时员工知识网络也显著地影响着员工绩效。那么员工关系网络与知识网络对绩效的影响是协同作用,或者是一方以另一方为中介而施加影响呢?本论文的实证研究结果指出,员工关系网络通过员工知识网络的中介作用而影响员工绩效的。该实证研究的另一个贡献在于实证了员工在知识网络中的联系多样性显著地影响着员工的绩效。
四、员工不同关系类型的关系网络对员工知识网络的影响不同
有学者分别阐述了员工间存在着不同类型的关系,例如强关系、弱关系、能力型信任关系、友善型信任关系和激能关系等,并指出这些关系对员工间的知识传导行为有影响。这些不同类型的员工间关系对于员工知识传导行为的影响程度是否一致,或者哪一个影响更大呢?本论文实证了强关系网络、能力型信任关系网络和激能关系网络显著地影响着员工知识网络,而员工友善型信任关系网络对员工知识网络的影响不显著。
五、组织沟通的模式决定了员工关系网络的演化
大量的研究证明员工关系网络对于知识传导和绩效有着非常显著的影响。然而目前却鲜见关于企业组织因素对员工关系网络影响的文献。这主要是由于目前研究员工关系网络的文献收集数据的方式是问卷调查,而问卷调查无法实时跟踪员工关系网络的变化,而且也不可能在短时间内多次使用。本论文应用复杂网络理论的方法和建模思想,提出并详细介绍了员工关系网络生长模型,借助仿真实验探索了企业员工关系网络演化过程,发现组织鼓励员工团队内部和跨团队沟通的努力程度显著地影响着员工关系网络结构,而这些结构又与企业、个人的绩效密切相关。针对仿真模型研究的一个典型缺陷:缺乏外部有效性,本论文将仿真实验数据及其理论上的逻辑结果分别与本研究所搜集的经验数据、其他学者的案例研究进行比较,结果证明两者比较相符,说明该模型及其基于该模型的研究结论是可信且有效的。
本论文的实践意义在于:企业可以利用本论文提出的员工知识存量测度方法,来了解本企业员工以及本企业知识积累的主要途径;同时可以借鉴本论文提出的基于员工知识网络评价关键员工的方法,全面了解本企业员工所承担的不同角色,并挖掘出关键员工,有针对性地采取不同管理措施;由于企业科层组织化管理,企业内部各种有形和无形的边界使得大部分员工只熟识本部门或同一项目组的员工,很少有机会能跨部门甚至跨组织向其他人请教问题。而员工知识网络受员工关系网络影响,该结论为企业管理实践提供了思路。企业管理者为了扩展员工寻求帮助的范围,应该从扩展员工所认识朋友的范围着手。而本论文另一个研究结论:关于组织沟通模式对企业员工关系网络的影响,为企业管理实践提供了操作目标。企业可以从鼓励和支持员工团队内和跨团队沟通着手。企业组织应该为员工提供各种便利,为员工跨部门沟通,跨项目组沟通创造机会:企业既要通过组织各种集体活动来创造正式的沟通机会,也可以提供咖啡间或者休闲茶吧,提倡不同部门的员工一块午餐等来创造非正式的沟通机会。同时,企业组织还应该鼓励中高层领导多与一线员工沟通,增加公司中高层领导与一线员工交流的机会。而对于员工个人来说,员工应该有意识并主动地与不同项目组、部门以及公司中高层管理者联系。而且本论文研究实证员工强关系网络、能力型信任网络、激能关系网络影响着员工知识网络。因此企业在不断拓展员工的朋友范围同时,还要不断优化员工的朋友结构,并提升员工间的关系质量。
Since the entry into the twenty-first century, the government set the self-innovation, building innovative country as the national major stratigies. The enterprises, however, are the main entities to carry out these stratigies, and the innovation capability is the key point. In the time of knowledge ecomomy, especially for the knowledge-intensive industry, the firms’competences are increasingly relying on their accumulation of knowledge and the capability of learning, leveraging and creating knowledge. But the knowledge activities of organizations will be broken down to the individuals’knowledge activities, or in other words, the efficiency and effectiveness of in’ividuals' knowledge activitivies determine those of the firm’s knowledge activities, also determine the firm’s innovation capability.
Till now, a lot of researches have devoted to studying the influential factors of employees’knowledge activitities. Some researchers focus on the organizational factors’effects, such as the organizational culture, climate, the“ba”theory initiated by Nonaka, the motivation mechanism. Some analyse the influence of characteristics of knowledge on those activities, e.g. the unproveness of knowledge, causal ambiguity and context. Some study from the perspective of individual’s psychology, such as the motivation, psychological safety, power and fear. Others study the impact of interpersonal relationships on employee’s knowledge activities and performance, such as the strong ties, weak ties, trust and energy. System science argues the structure of system determines its function, therefore these researches only focusing on the individual-level can not help to grasp the collective activities of all the employees. Then some scholars turn their attentions onto the network embedded with employees: the interpersonal relationships network and knowledge network, and also make some achievements: the positon in the knowledge network affects the individual’s knowledge creation and performance; The position and structure in the interpersonal relationships network influence the employee’s knowledge activities and performance. And these achievements bring about other deeper thinking: what is the relationship between the interpersonal relationships network and knowledge network? How do they utilize their influence on the individual performance jointly, or one serves as intermediate for the other? Furthermore, some scholars divide the interpersonal relationship into other parts: strong ties, weak ties, competence-based trust, benevolence-based trust and energy. So how do these different types of relationships affect the knowledge network, and are these affects identical? Focusing on the interpersonal relationships network, what kind of organizational factors dominate the evolution of the interpersonal relationships network? Besides, the employee’s accumulation of knowledge is the premise and foundation of his knowledge activities, but the current knowledge measurements can not avoid the question about one-sidedness, then how can we measure the individual knowledge stock from a comprehensive perspective? What’s more, employees play different roles during the process of knowledge transfer, then will the traditional employee evaluation methods be suitable to discriminate these roles accurately? Employing the Social Network Analysis (SNA) and complex network theory, the dissertation attempts to answer these questions discussed above. The major results and innovative points are listed below:
1. New method to measure the employees’knowledge stock is proposed, this research demonstrats the different means of accumulating knowledge between the knowledge workers and non-knowledge workers
The firm’s accumulation of knowledge and its capabilities of learning, leveraging and creating knowledge is the major source of enterprise’s sustainable competitive advantage. The firm’s knowledge activities will be broken into the individuals’knowledge activities, and these activities are based on the individual knowledge stock. Many scholars make efforts to measure the knowledge stock, or only focusing on the explicit knowledge, or focusing on other capital embedded with knowledge, but these means can not avoid the question of one-sidedness. Based on the knowledge network, this dissertation proposed one new method to measure knowledge stock, and analysed the means of accumulating knowledge with empirical data, and demonstrated that the knowledge workers’knowledge stock is mainly influenced by the firm-specific tenure, while the non-knowledge workers’knowledge stock by the industry-specific tenure. This result shed a light on the difference between knowledge-intensive firms and labour-intensive firms.
2. Different roles of employees are discriminated based on the knowledge network
The traditional methods to evaluate the key employees based on the performance and significance for the organization are becoming increasingly unsuitable in the time of knowledge economy, especially for the knowledge-intensive industry. As the knowledge network is a major carriage of firm’s knowledge, this dissertation discriminated different types of key employees: knowledge source, knowledge bridge and future star, from the perspective of knowledge network, and also stated their properties and the corresponding risk. These key employees’influence on knowledge network is also explored from the perspective of knowledge network resilience.
3. Knowledge network serves as an intermediate role between interpersonal relationships network and performance
The firm’s interpersonal relationships network affects the employees’knowledge activities and performance respectively, and the knowledge network influence the individual performance significantly. So will the interpersonal relationships network influence the performance jointly with knowledge network, or will one serve the intermediate role for the other? The research result pointed out that the knowledge network moderates the influence of interpersonal relationships network on performance. The other contribution of this research is that the influence of diversity of knowledge network on performance is demonstrated.
4. Different types of interpersonal relationships network have various influence on knowledge network
Some scholars suggest that there are different types of relationships between employees, such as strong ties, weak ties, competence-based trust, benevolence-based trust and energy, and that thse relationships affect the employees’knowledge activities. Will the effect of these different types of relationships on individuals’knowledge activities be identical, or which one has stonger effect? This dissertation demonstrated that the strong ties network, competence-based trust network and energy network influence significantly the knowledge network, while the benevolence-based network has non-significant effect.
5. The ways of communication between employees determine the evolution of interpersonal relationships network
A lot of researches prove that the interpersonal relationships network significantly influences the knowledge transfer and performance. There are, however, few studies focusing on the organizational factors that affect the interpersonal relationships network. It is just because we cannot monitor the evolution of interpersonal relationships network all the time, and unable to collect these information for a few times in a certain period of time, by using the survey, which is the main method to collect information of interaction between employees. This dissertation proposed the interpersonal relationship network growing model by employing the methods and thought of modeling of complex network theory. The simulation results of the model were compared with the empirical data. The agreement suggested the model fit well with the real interpersonal relationship network. Then this dissertation explored the influencing factors of interpersonal relationships network. And the extensive simulation results proved that the extent to which the organization encourage the employees to communicate within or across the teams, departments determines the structure of interpersonal relationship network, and also affects the individual’s and group’s social capital.
The practical significance of this dissertation lies in that: the organization can employ the proposed method to measure employee’s knowledge stock to find the main means of individuals and the enterprise to accumulate knowledge; and the organization can follow the proposed skill to evaluate the key employees based on the knowledge network, grasp the different roles played by the knowledge workers, and locate the key employees and some means can be made to enhance their organization commitment. As a result of divison of labor, the enterprise is divided into departments, teams, and then there are various visible and invisible boundaries which hamper the interactions between employees. Many employees only make acquaintance with those of the focal department or team, and have few chances to communicate across departments or organizations. The demonstration that the knowledge network is affected by interpersonal relationships network, provide guideline for the management practice. The manager can expand the range of individual friends to enhance the amount of friends that he/she can turn to for help. The other result of this research that the ways of communication determine the structure of interpersonal relationships network, also provide the management practice with practical objects. The organization can focus on encouraging the intra-department and inter-department communication. The managers should create chances for the intra-department and inter-department communication between employees. And for the individuals, they should take the initiate activity to communicate with others of different departments, with the superiors. What’s more, the demonstration that strong ties network, competence-based trust network, energy network influence the knowledge network, shows that the organization can help the individuals expand the range of friends, and also help them optimize their structure of acquaintances, and enhance the quality of relationships.
目前,已有大量文献研究员工知识活动的影响因素。其中,一些学者研究组织因素对员工知识活动的影响,例如企业文化、组织氛围、Nonaka的“ba”理论、激励制度等;一些学者研究知识本身的特性对员工知识活动的影响,例如知识的可靠性、因果关系和知识的应用背景等;一些学者从员工的心理角度进行研究,例如考察员工的动机、心理安全感、是否对权力产生畏惧等;还有一些学者研究员工间的关系对员工知识活动及绩效的影响,例如强关系、弱关系、信任和激能关系等。系统科学认为系统的结构决定功能,仅仅针对员工个体的研究是无法对企业所有员工的整体行为进行全面了解的。因此,一些学者开始关注员工所构成的网络:员工知识网络和员工关系网络,并已取得了相应的成果:员工在员工知识网络的位置影响着员工的知识创造和绩效;员工在关系网络的位置及其结构影响着员工的知识活动和绩效。这些研究成果又引发了一些深入的思考:员工关系网络与员工知识网络的关系如何?两者对员工绩效的影响如何实现,是协同作用,还是一方以另一方为中介施加影响?而且,已有学者对员工间关系进行了细分:强关系、弱关系、能力型信任关系、友善型信任关系和激能关系。那么这些不同类型的关系网络对员工知识网络影响如何,是否一致呢?一方面,学者们通过研究发现员工关系网络对于企业知识流及绩效发挥着非常重要的作用,另一方面,企业管理者投入了大量的财力和人力在企业内部开展着各种管理,那么企业的这些管理实践活动对于企业员工关系网络的影响如何,哪些是正面影响,哪些是负面影响?此外,员工所积累的知识是员工开展知识活动的前提和基础,然而目前针对员工知识存量的测量难以避免片面性的质疑,如何才能全面地测度员工知识存量呢?而且,员工在企业知识传递中所承担的角色不同,那么传统的企业员工评价方法是否能对这些角色进行正确区分呢?本文应用社会网络分析方法和复杂网络理论,基于企业知识基础论和社会资本理论,针对这些问题进行了深入研究,下面将主要研究结论和主要创新点总结如下:
一、提出一个新的员工知识存量测度方法,实证知识员工与非知识员工知识积累方式的差异
企业的知识和学习、应用创造知识的能力是企业可持续竞争优势的重要源泉。企业所有的知识活动都必然要分解为员工的个人知识活动;这些活动都是以员工的个人知识存量为基础的。很多学者为了测度知识存量,或者仅仅测度显性知识,或者通过某一个角度来测量意会知识,都无法避免片面性的质疑。基于员工知识网络,本论文提出了一个新的员工知识存量测度方法,并实证研究了员工知识积累的途径,提出知识员工知识存量主要受当前企业工作经验的影响,而非知识员工知识存量主要受产业内工作经验的影响。该结论加深了知识密集型企业和劳动力密集型企业主要差别的了解。
二、基于员工知识网络对企业关键员工进行细分
企业从员工绩效和对于组织重要性的视角来评价员工重要性的传统方法在知识经济时代,尤其是知识密集型行业,越来越难以适应新竞争所带来的新要求。由于企业员工知识网络是企业知识的主要载体,尤其是企业意会知识的唯一载体,因此本论文从企业员工知识网络的角度区分了关键员工,阐述不同关键员工:知识源、知识桥梁和明日之星的特点及其对企业的风险,并从知识网络抗损性来研究关键员工对企业知识网络的影响。
三、员工关系网络通过员工知识网络的中介作用对员工绩效施加影响
企业员工关系网络分别对员工知识活动、员工绩效有着重要的影响,同时员工知识网络也显著地影响着员工绩效。那么员工关系网络与知识网络对绩效的影响是协同作用,或者是一方以另一方为中介而施加影响呢?本论文的实证研究结果指出,员工关系网络通过员工知识网络的中介作用而影响员工绩效的。该实证研究的另一个贡献在于实证了员工在知识网络中的联系多样性显著地影响着员工的绩效。
四、员工不同关系类型的关系网络对员工知识网络的影响不同
有学者分别阐述了员工间存在着不同类型的关系,例如强关系、弱关系、能力型信任关系、友善型信任关系和激能关系等,并指出这些关系对员工间的知识传导行为有影响。这些不同类型的员工间关系对于员工知识传导行为的影响程度是否一致,或者哪一个影响更大呢?本论文实证了强关系网络、能力型信任关系网络和激能关系网络显著地影响着员工知识网络,而员工友善型信任关系网络对员工知识网络的影响不显著。
五、组织沟通的模式决定了员工关系网络的演化
大量的研究证明员工关系网络对于知识传导和绩效有着非常显著的影响。然而目前却鲜见关于企业组织因素对员工关系网络影响的文献。这主要是由于目前研究员工关系网络的文献收集数据的方式是问卷调查,而问卷调查无法实时跟踪员工关系网络的变化,而且也不可能在短时间内多次使用。本论文应用复杂网络理论的方法和建模思想,提出并详细介绍了员工关系网络生长模型,借助仿真实验探索了企业员工关系网络演化过程,发现组织鼓励员工团队内部和跨团队沟通的努力程度显著地影响着员工关系网络结构,而这些结构又与企业、个人的绩效密切相关。针对仿真模型研究的一个典型缺陷:缺乏外部有效性,本论文将仿真实验数据及其理论上的逻辑结果分别与本研究所搜集的经验数据、其他学者的案例研究进行比较,结果证明两者比较相符,说明该模型及其基于该模型的研究结论是可信且有效的。
本论文的实践意义在于:企业可以利用本论文提出的员工知识存量测度方法,来了解本企业员工以及本企业知识积累的主要途径;同时可以借鉴本论文提出的基于员工知识网络评价关键员工的方法,全面了解本企业员工所承担的不同角色,并挖掘出关键员工,有针对性地采取不同管理措施;由于企业科层组织化管理,企业内部各种有形和无形的边界使得大部分员工只熟识本部门或同一项目组的员工,很少有机会能跨部门甚至跨组织向其他人请教问题。而员工知识网络受员工关系网络影响,该结论为企业管理实践提供了思路。企业管理者为了扩展员工寻求帮助的范围,应该从扩展员工所认识朋友的范围着手。而本论文另一个研究结论:关于组织沟通模式对企业员工关系网络的影响,为企业管理实践提供了操作目标。企业可以从鼓励和支持员工团队内和跨团队沟通着手。企业组织应该为员工提供各种便利,为员工跨部门沟通,跨项目组沟通创造机会:企业既要通过组织各种集体活动来创造正式的沟通机会,也可以提供咖啡间或者休闲茶吧,提倡不同部门的员工一块午餐等来创造非正式的沟通机会。同时,企业组织还应该鼓励中高层领导多与一线员工沟通,增加公司中高层领导与一线员工交流的机会。而对于员工个人来说,员工应该有意识并主动地与不同项目组、部门以及公司中高层管理者联系。而且本论文研究实证员工强关系网络、能力型信任网络、激能关系网络影响着员工知识网络。因此企业在不断拓展员工的朋友范围同时,还要不断优化员工的朋友结构,并提升员工间的关系质量。
Since the entry into the twenty-first century, the government set the self-innovation, building innovative country as the national major stratigies. The enterprises, however, are the main entities to carry out these stratigies, and the innovation capability is the key point. In the time of knowledge ecomomy, especially for the knowledge-intensive industry, the firms’competences are increasingly relying on their accumulation of knowledge and the capability of learning, leveraging and creating knowledge. But the knowledge activities of organizations will be broken down to the individuals’knowledge activities, or in other words, the efficiency and effectiveness of in’ividuals' knowledge activitivies determine those of the firm’s knowledge activities, also determine the firm’s innovation capability.
Till now, a lot of researches have devoted to studying the influential factors of employees’knowledge activitities. Some researchers focus on the organizational factors’effects, such as the organizational culture, climate, the“ba”theory initiated by Nonaka, the motivation mechanism. Some analyse the influence of characteristics of knowledge on those activities, e.g. the unproveness of knowledge, causal ambiguity and context. Some study from the perspective of individual’s psychology, such as the motivation, psychological safety, power and fear. Others study the impact of interpersonal relationships on employee’s knowledge activities and performance, such as the strong ties, weak ties, trust and energy. System science argues the structure of system determines its function, therefore these researches only focusing on the individual-level can not help to grasp the collective activities of all the employees. Then some scholars turn their attentions onto the network embedded with employees: the interpersonal relationships network and knowledge network, and also make some achievements: the positon in the knowledge network affects the individual’s knowledge creation and performance; The position and structure in the interpersonal relationships network influence the employee’s knowledge activities and performance. And these achievements bring about other deeper thinking: what is the relationship between the interpersonal relationships network and knowledge network? How do they utilize their influence on the individual performance jointly, or one serves as intermediate for the other? Furthermore, some scholars divide the interpersonal relationship into other parts: strong ties, weak ties, competence-based trust, benevolence-based trust and energy. So how do these different types of relationships affect the knowledge network, and are these affects identical? Focusing on the interpersonal relationships network, what kind of organizational factors dominate the evolution of the interpersonal relationships network? Besides, the employee’s accumulation of knowledge is the premise and foundation of his knowledge activities, but the current knowledge measurements can not avoid the question about one-sidedness, then how can we measure the individual knowledge stock from a comprehensive perspective? What’s more, employees play different roles during the process of knowledge transfer, then will the traditional employee evaluation methods be suitable to discriminate these roles accurately? Employing the Social Network Analysis (SNA) and complex network theory, the dissertation attempts to answer these questions discussed above. The major results and innovative points are listed below:
1. New method to measure the employees’knowledge stock is proposed, this research demonstrats the different means of accumulating knowledge between the knowledge workers and non-knowledge workers
The firm’s accumulation of knowledge and its capabilities of learning, leveraging and creating knowledge is the major source of enterprise’s sustainable competitive advantage. The firm’s knowledge activities will be broken into the individuals’knowledge activities, and these activities are based on the individual knowledge stock. Many scholars make efforts to measure the knowledge stock, or only focusing on the explicit knowledge, or focusing on other capital embedded with knowledge, but these means can not avoid the question of one-sidedness. Based on the knowledge network, this dissertation proposed one new method to measure knowledge stock, and analysed the means of accumulating knowledge with empirical data, and demonstrated that the knowledge workers’knowledge stock is mainly influenced by the firm-specific tenure, while the non-knowledge workers’knowledge stock by the industry-specific tenure. This result shed a light on the difference between knowledge-intensive firms and labour-intensive firms.
2. Different roles of employees are discriminated based on the knowledge network
The traditional methods to evaluate the key employees based on the performance and significance for the organization are becoming increasingly unsuitable in the time of knowledge economy, especially for the knowledge-intensive industry. As the knowledge network is a major carriage of firm’s knowledge, this dissertation discriminated different types of key employees: knowledge source, knowledge bridge and future star, from the perspective of knowledge network, and also stated their properties and the corresponding risk. These key employees’influence on knowledge network is also explored from the perspective of knowledge network resilience.
3. Knowledge network serves as an intermediate role between interpersonal relationships network and performance
The firm’s interpersonal relationships network affects the employees’knowledge activities and performance respectively, and the knowledge network influence the individual performance significantly. So will the interpersonal relationships network influence the performance jointly with knowledge network, or will one serve the intermediate role for the other? The research result pointed out that the knowledge network moderates the influence of interpersonal relationships network on performance. The other contribution of this research is that the influence of diversity of knowledge network on performance is demonstrated.
4. Different types of interpersonal relationships network have various influence on knowledge network
Some scholars suggest that there are different types of relationships between employees, such as strong ties, weak ties, competence-based trust, benevolence-based trust and energy, and that thse relationships affect the employees’knowledge activities. Will the effect of these different types of relationships on individuals’knowledge activities be identical, or which one has stonger effect? This dissertation demonstrated that the strong ties network, competence-based trust network and energy network influence significantly the knowledge network, while the benevolence-based network has non-significant effect.
5. The ways of communication between employees determine the evolution of interpersonal relationships network
A lot of researches prove that the interpersonal relationships network significantly influences the knowledge transfer and performance. There are, however, few studies focusing on the organizational factors that affect the interpersonal relationships network. It is just because we cannot monitor the evolution of interpersonal relationships network all the time, and unable to collect these information for a few times in a certain period of time, by using the survey, which is the main method to collect information of interaction between employees. This dissertation proposed the interpersonal relationship network growing model by employing the methods and thought of modeling of complex network theory. The simulation results of the model were compared with the empirical data. The agreement suggested the model fit well with the real interpersonal relationship network. Then this dissertation explored the influencing factors of interpersonal relationships network. And the extensive simulation results proved that the extent to which the organization encourage the employees to communicate within or across the teams, departments determines the structure of interpersonal relationship network, and also affects the individual’s and group’s social capital.
The practical significance of this dissertation lies in that: the organization can employ the proposed method to measure employee’s knowledge stock to find the main means of individuals and the enterprise to accumulate knowledge; and the organization can follow the proposed skill to evaluate the key employees based on the knowledge network, grasp the different roles played by the knowledge workers, and locate the key employees and some means can be made to enhance their organization commitment. As a result of divison of labor, the enterprise is divided into departments, teams, and then there are various visible and invisible boundaries which hamper the interactions between employees. Many employees only make acquaintance with those of the focal department or team, and have few chances to communicate across departments or organizations. The demonstration that the knowledge network is affected by interpersonal relationships network, provide guideline for the management practice. The manager can expand the range of individual friends to enhance the amount of friends that he/she can turn to for help. The other result of this research that the ways of communication determine the structure of interpersonal relationships network, also provide the management practice with practical objects. The organization can focus on encouraging the intra-department and inter-department communication. The managers should create chances for the intra-department and inter-department communication between employees. And for the individuals, they should take the initiate activity to communicate with others of different departments, with the superiors. What’s more, the demonstration that strong ties network, competence-based trust network, energy network influence the knowledge network, shows that the organization can help the individuals expand the range of friends, and also help them optimize their structure of acquaintances, and enhance the quality of relationships.
引文
[1] Adler, P. S., Kwon, S.-w. Social capital: prospects for a new concept [J]. Academy of Management review, 2002, 27(1):17-40.
[2] Ainsworth, M., Smith, N. Making it happen: managing performance at work [M]. Sydney: Prentice Hall, 1993.
[3] Alba, R. D. A gragh-theoretic definition off a sociometric clique [J]. Journal of Mathematical Sociology, 1973, 3: 113-126.
[4] Albert R., Barabási A.L. Topology of evolving networks: local events and universality [J]. Phys. Rev. Lett. , 2000, 85: 5234-5237.
[5] Albert, R., Barabási A-L. Statistical mechanics of complex network [J]. Review of Modern Physics, 2002, 74 (Jan. ) : 47～97.
[6] Albert R, Jeong H, Barabási, A-L. Attack and error tolerance in complex nerworks [J]. Nature, 2001, 406: 387～482.
[7] Allen, T. J., Cohen S. I.. Information flow in research and development laboratories [J]. Admin. Sci. Quart. 1969, 14:12-19.
[8] Allen, T. Managing the Flow of Technology [M]. Cambridge: MIT Press, MA. 1977.
[9] Almeida, P., Kogut, B. Localization of knowledge and the mobility of engineers in regional networks [J]. Management Science, 1999, 45: 905–917.
[10] Amaral L.A.N., Scala A. and Barthélémy M.,等人. Classes of small-world networks [J]. PNAS USA , 2000, 97:11149-11152.
[11] American Productivity and Quality Center (APQC) (1996), Knowledge Management: Consortium Benchmarking Study Final Report. Available in http://www.store.apqc.org/reports/Summary/know-mng.pdf.
[12] A merican Productivity and Quality Center (APQC) (1997): Using information technology to support knowledge management. Consortium benchmarking study. Best-practice report. Houston, 1997.
[13] Ancona, D. G., Caldwell D. F. Demography and design: Predictors of new product team productivity [J]. Organ. Sci. 1992, 3:321-341.
[14] Andrews, K. M., Delahay B. L. Influences on knowledge processes in organizational learning: The psychosocial filter [J]. J. Management Stud. 2000, 37:797–810.
[15] Anklam, P. Knowledge management the collaboration thread [J]. Bulletin of the American society for information and technology, 2002,28(6):8-11.)
[16] Arabie, P., Boorman, A. S., Lebitt, P. R. Constructing block models: how and why [J]. Journal of Mathematical psychology, 1978, 17:21-63.
[17] Archibugi, D. Pianta, M. Measuring technological change through patents and innovation surveys [J]. Technovation, 1996,16(9):451–468.
[18] Argote, L. Input uncertainty and organizational coordination in hospital emergency units [J]. Administrative Science Quarterly, 1982, 27:420-434.
[19] Argote, L. and Ingram, P. Knowledge transfer: a basis for competitive advantage in firms [J]. Organizational Behavior and Human Decision Processes, 2000, 82(1), 150-169.
[20] Argyris C. Reasoning, learning and action: Individual and organizational [M]. San Francisco: Jossey-Bass, 1982.
[21] Austin, J.T., Villanova, P. The criterion problem: 1917-1992[J]. Journal of Applied Psychology, 1999, 77: 836-864.
[22] Aydin, C E, Anderson, J. G, Rosen, P. N, Felitti, V. J, Weng, H. C. Computers in the consulting room: a case study of clinician and patient perspectives. Health Care Manag Sci. 1998,1: 61-74.
[23] Baker, W. E. Three-dimensinal block models [J]. Joournal of Mathematical Sociology, 1986, 12: 191-223.
[24] Bachnik, W., Szymczak, S., Leszczynski, P., Podsiadlo, R., Rymszewicz, E., Kurylo, L., Makowiec, D., Bykowska, B. Acta Phys. Pol. 36 (2005) 3179
[25] Bernarding, H.J.,Kane, J.S., Ross, S., Spina, J.D., Johnson, D.L. Performance appraisal design, development, and implementation [M]. In Ferris, G.R., Rosen, S.D.,Barnum, D.T.(eds)Handbook of human resource management, Cambridge, MA: Blackwell, 1995, 407.
[26] Bhagat, R. S. Kedia ,B.L. Harveston ,P. D., Triandis, H. C. Cultural variations in the cross - border transfer of organizational knowledge : An integrative framework [J]. Academy of Management Review, 2002, 27(3):204-225.
[27] Baker, w. Market networks and corporate behavior [J]. American Journal of Sociology, 1990, 96: 589-625.
[28] Bantel, K. A., Jackson S. E. Top management and innovations in banking: Does the composition of the top team make a difference? [J] Strategic Management J. 1989, 10:107–124.
[29] Barabási, A.L., Albert R. Emergence of scaling in random networks [J]. Science 286: 509-512, 1999.
[30] Barabási, A.L., Albert R., Jeong H. Mean-field theory for scale-free random networks [J]. Physica A, 1999, 272:173-187.
[31] Barabási A.L., Bonabeau E. Scale-free networks [J]. Scient ific American, 2003, (M ay) : 50-59.
[32] Barabási A.L., Ravasz, E., V icsek, T. Deterministic scale-free networks [J]. Physica A, 2001, 299: 559-564.
[33] Barnes, J. A. Class and committees in a Norwegian island parish. Human Relation, 1954.
[34] Barnett, W. P. Hansen, M. T. The red queen in organizational evolution [J]. Strategic Management Journal, 1996, 17: 139-158.
[35] Barnett, W. P., Greve, H. R., Park, D. P. An evolutionary model of organizational performance [J]. Strategic Management Journal, 1994, 15 (Summer): 11-28.
[36] Barney, J. Firm resources and sustained competitive advantage [J]. Journal of Management. 1991, 17: 99-120
[37] Barrat A. and Weigt M. On the properties of small-world networks [J]. European Physical Journal B, 2000, 13(3): 547–560.
[38] Bateson, G. Steps to an Ecology of Mind [M]. London: Granada, 1972.
[39] Becker F., Steele F. Workplace by Design [M]. Jossey-Bass, San Franciscl, CA, 1995.
[40] Becker, G. S. Human capital [M]. New York :Columbia University Press, 1964.
[41] Belliveau, M. A., O’Reilly, C. A. III, Wade, J. B. Social capital at the top: effects of social similarity and statuts on CEO compensation [J]. Academy of management journal, 1996, 39: 1568-1593.
[42] Berman, S. L., Down, J., Hill, C. W. L. Tacit knowledge as a source of competitive advantage in the National Basketball Association [J]. Academy of Management Journal, 2002,45:13–31.
[43] Bettis, R. A, Hitt, M. A. The new competitive landscape [J]. Strategic Management Journal, 1995, Special Summer Issue, 16: 7-20.
[44] Bianconi G. and Barabási A.L. Competition and multiscaling in evolving networks[J]. Europhys Lett 54: 436-442, 2001.
[45] Blau P.M. Inequality and heterogeneity [M]. Free Press, New York, 1977.
[46] Bly, S., Harrison, S., & Irwin, S. Media Spaces: Bringing people together in a video, audio and computing environment [J]. Communications of the ACM, 1993,36:28-45.
[47] Blyler, M., Coff, R. W. Dynamic capabilities, social capital and rent appropriation: ties that split pies [J]. Strategic management Journal, 2003, 24(3): 677-686.
[48] Boissevain, J. Friends of friends [M]. 1974, Oxford: Basil Blackwell.
[49] Bolino, M. C., Turnley, W. H., Bloodgood, J. M. Citizenship behavior and the creation of social capital in organizations [J]. Academy of Management Review. 2002, 27(4): 505-522.
[50] Borgatti S. P., Cross R. A Relational View of Information Seeking and Learning in Social Networks [J]. Management Science, 2003, 49(4):432-445.
[51] Borgatti S. P., Everett M. G., Freeman L.C. Ucinet for windows: software for social network analysis [M]. MA: Harvard, Analytic Technologies, 2002.
[52] Borman, W.C., Motoweidlo, S.J. Expanding the criterion domain to include elements of contextual performance, in Schmitt, N, Borman, W.C. Personnel selection in organizations, Jossey-Bass, 1993, pp.71-98.
[53] Boudreau, J. W. Utility analysis for decisions in human resource management [M]. In M. D. Dunnette & L. M. Hough (Eds.) Handbook of Industrial and Organizational Psychology, (2nd ed.), Vol. 2. Palo Alto: Consulting Psychologists Press, 1991, 621-745.
[54] Boudreau, J.W. The Motivational Impact of Utility Analysis and HR Measurement [J].Journal of Human Resource Costing and Accounting, 1996, 12: 73-84.
[55] Boudreau, J.W. Strategic Knowledge Measurement and Management, in Jackson, S., Hitt, M., DeNisi, A. (Eds), Managing Knowledge for Sustained Competitive Advantage, Jossey-Bass, San Francisco, CA, 2003.
[56] Boudreau, J.W. Ramstad, P.M. Strategic I/O psychology and the role of utility analysis models [M]. In W. Borman, R. Klimoski & D. Ilgen (eds.). Handbook of Industrial and Organizational Psychology, in press.
[57] Bourdieu, P. The forms of capital. Richardson, J. Handbook of theory and research for the sociology of education, New York, Greenwood, 1985.
[58] Bower, J. L. Managing the resource allocation process [M]. Harvard University Press. Boston, MA, 1970.
[59] Boxman, E. A. W., Graaf, P. M. D, Flap, H. D. The impact of social and human capital on the income attainment of Dutch Managers [J]. Social networks, 1991, 13:51-73.
[60] Boyatzis, R.E. The competence manager: a model for effective performance [M]. John Wiley & Sons, Inc., 1982.
[61] Brass, D. Being in the right place: A structural analysis of individual influence in an organization [J], Administrative Science Quarterly, 1984, 29: 518-539.
[62] Brass, D. J., Burkhardt, M. E. Centrality and power in organizations. N. Nohria and R. G. Eccles, eds. Networks and Organizations: Structure, Form and Action. HBS Press, Boston, MA, 1992, 191–215.
[63] Brehm, J. Rahn, W. Individual-level evidence for the causes and consequences of social capital [J]. American Journal of Political Science, 1997, 41:999-1023.
[64] Brown, J. S., Paul D. Organizational learning and Communities of practice: Toward A Unified View of Working, Learning and Innovation [J]. Organizing Science 1991, 2:49.
[65] Bulte C. V. D., Moenaert R. K. The effects of R&D team co-location on communication patterns among R&D, marketing and manufacturing [J]. Management Science, 1998, 44(11):1-18.
[66] Burgelman, R. A. A process model of internal corporate venturing in the diversified major firm [J]. Administrative Science Quarterly, 1983, 28: 223-244.
[67] Burt, R. Network items and the general social survey [J]. Social networks, 1984, 6: 293-339.
[68] Burt, R. S. Structural holes: the social structure of competition [M]. Cambridge, MA: Harvard University Press, 1992.
[69] Burt, R. The contingent value of social capital [J]. Admin. Sci. Quart. 1997, 42:339–365.
[70] Burt, R. S. The network structure of social capital. The conference on social network and social capital, Duke University, 1998.
[71] Burt, R. S. The network structure of social capital [J]. Research in Organizational Behavior, 2000, 22: 345–423
[72] Camden, C. T., Kennedy, C.W. Manager communicative style and nurse morale [J].Human Communication Research, 1986, 12: 551-563.
[73] Campbell, D. T., Stanley, J. C. Experimental and Quasi-experimental Designs for Research [M]. Rand McNally, Chicago, 1966.
[74] Campell, J.P., Mccloy, R.A., Oppler, S.H.,Sager, C.E. A theory of performance [M]. in Schmitt, N. & Borman, W.C. Personnel selection in organizations, Josey-Bass, 1993, pp.35-70.
[75] Campell, J.P., Mchenry, J.J., Wise, L.L. Modeling job performance in population of jobs [J]. Personnel Psychology, 1990, 43:313.
[76] Cappelli, P. A market-driven approach to retaining talent [J]. Harvard Business Review, 2000, 78:103-111.
[77] Carroll, G., Teo, A. On the social networks of managers [J]. Academy of Management Journal, 1996, 39: 421-440.
[78] Catania, J.A., Coates, T.J., Kegels, S., Fullilove, M.T. Condom use in multi-ethnic neighborhoods of San Francisco: the population-based AMEN (AIDS in Multi-Ethnic Neighborhoods) Study [J]. American Journal of Public Health, 1992, 82: 284-287.
[79] Cohen W.M., Levinthal D.A. Absorptive capacity: a new perspective on learning and innovation [J]. Administative Science Quarterly, 1990, 35:128-152.
[80] Cohen, D. Toward a knowledge context: report on the first annual U.C. Berkeley forum on knowledge and the firm [J]. California Management Review, 1998, 40(3):22-40
[81] Coleman, J. S. Social capital in the creation of human capital [J]. American Journal of sociology, 1988, 94, supplement, S95-S120.
[82] Coleman, J. S. Foundations of social theory [M]. Cambridge, MA, Harvard university Press, 1990.
[83] Constant, D., L. Sproull, S. Kiesler. The kindness of strangers: The usefulness of electronic weak ties for technical advice [J]. Organization Science. 1996, 7:119–135.
[84] Cooper, D., Robertson, I.T. The psychology of personnel selection[M].New York:Routledge, 1995.
[85] Cowan, R., Jonard, N. Network structure and the diffusion of knowledge [J]. Journal of Economics Dynamics and Control, 2004, 28: 1557-1575.
[86] Cox J.J., Turner G. If management requires measurement how may we cope with knowledge? [J]. Singapore management review, 2004, 24(3):101-111.
[87] Cross R., Parker A., Charged up: Creating Energy in Organizations [J]. Journal of Organizational Excellence, 2004, Autumn: 3-14.
[88] Cross R., Parker A. and Borgatti S. P., A bird’s-eye view: Using social network analysis to improve knowledge creation and sharing.pdf [EB]. www-8.ibm.com, 2006-12-16.
[89] Cross, R.,Prusak, L. The people who make organizations go or stop[J]. Harvard Business Review, 2002, 6:104-113.
[90] Cross, R., Sproull, L. More than an answer: Information relationships for actionableknowledge [J]. Organization Science, 2004, 15(4):446–462.
[91] Csányi, G. Szendr?i, B. 2004. Structure of a large social network. Physical Review E 69 (3) (Art. No. 036131).
[92] Cummings, J. N.,Cross, R. Structural properties of work groups and their consequences for performance [J]. Social Networks,2003,25:197-210.
[93] Daft, R.L., Lengel, R.H. Information richness: A new approach to managerial behavior and organization design [M]. In B. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 6). Greenwich, CT: JAI Press, 1984.
[94] Davenport, T. H. Thinking for a living: how to get better performance and results from knowledge worker [M]. New York: Harvard Business School Press, 2005.
[95] Davis, J.P., Eisenhardt, K.M., Bingham, C. B. Developing theory through simulation methods [J]. Academy of Management Review, 2007, 32: 480-499.
[96] Decarolis, D. M., Deeds, D.L. The impact of stocks and flows of organizational knowledge on firm performance: an empirical investigation of the biotechnology industry [J]. Strategic Management Journal, 1999, 20:953-968.
[97] De Graaf, N. Flap, H. With a little help from my friends: Social resources as an explanation of occupational status and income in West Germany, the Netherlands and the United States [J]. Social Forces, 1988, 67: 452-472.
[98] Diamond, M.A., Stein, H.F. Allcorn, S. Organizational silos: Horizontal organizational fragmentation [J]. Journal for the Psychoanalysis of Culture and Society, 2002, 7: 280-296.
[99] Dorogovtsev S. N., Mendes J.F.F. and Samukhin A.N. Structure of growing networks with preferential linking [J]. Phys.Rev.Lett. 2000 85: 4633-4636.
[100] Dorogovtsev, S. N., Mendes, J. F. F. Scaling properties of scale-free evolving networks: continuous approach [J ]. Phys. Rev. E, 2001, 63: 056125.
[101] Drucker P. Post-Capitalist Society [M]. London :Butterworth Heinemann, 1993.
[102] Druckman,D. and Bjork, R.A. In the Mind’s eye: Enhancing Human Performance. Washington, DC: National Acadamy Press, 1991.
[103] Ebel H., Mielsch L.I. and Borbholdt S. Scale-free topology of e-mail networks [ J]. Phys Rev E 66: 035103, 2002.
[104] Edmondson A. Psychological safety and learning behavior in work teams [J] Administration Science Quarterly. 1999, 44:350-383.
[105] Edmondson A. the local and variegated nature of learning in organizations: a group-level perspective [J]. Organization Science, 2002,13(2): 128-14.
[106] Ely, R., Thomas, D. Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes [J]. Administrative Science Quarterly, 2001, 46: 229–273.
[107] Erd?s P. and Rényi A. On random graphs [J]. Publicationes Mathematicae, 1959, 6: 290–297.
[108] Euker, T.R. understanding the impact of tacit knowledge loss [J]. Knowledge Managementreview, 2007, 10(1):10-13.
[109] Evans, P. Government action, social capital and development-reviewing the evidence on synergy [J]. World development, 1996, 24: 1119-1132.
[110] Fischer, M. M. Innovation, Knowledge Creation and Systems of Innovation [J]. Annals of Regional Science, 2001, 35 (2): 199- 216.
[111] Fiske, S., Kinder, D., Larter, W. The novice and the expert: Knowledge based strategies in political cognition [J]. Journal of Experimental Social Psychology, 1983, 19: 381-400.
[112] Fleming L., Charles king III, Juda A. Small Worlds and Regional Innovation. 2006, Working paper.
[113] Fountain, J. Social capital: A key enable of innovation in science and technology, Branscomb, L. M. and Keller, J. Investing in innovation towards a consensus strategy for federal technology policy, Cambridge, the MIT press, 1997.
[114] Freeman, L. Centrality in social networks: Conceptual clarification [J]. Social Networks , 1979, 1(3):215–234.
[115] Freeman, C, Soete, L. The economics of industrial innovation [M]. London, Printer, 1997.
[116] Fshey, L., Prusak, L. The Eleven Deadliest Sins of Knowledge Management [J]. California Management Review, 1998:40(3): 265-276.
[117] Fukuyama, F. Social capital and the global economy [J]. Foreign affairs, 1995a, 5: 89-103.
[118] Fukuyama, F. Trust: the social virtues and the creation of prosperity [M]. New York, Free Press, 1995b.
[119] Galbraith, J. Designing complex organizations. Reading, MA: Addison-Wesley, 1973.
[120] Garvin, D. A. Learning in Action. A guide to putting the learning organization to work [M], Boston: Harvard Business School Press, 2000.
[121] Ghoshal, S. Bartlett, C. A. Linking organizational context and managerial action: The dimensions of quality of management [J]. Strategic Management Journal, Summer Special Issur, 1994, 15: 91-112.
[122] Gibb J.R. Defensive and supportive communication [J]. Journal of Communications. 1961.
[123] Glaser, R. Education and thinking [J]. American Psychologist, 1984, 39: 93-104
[124] Goh, K-I,Oh E, Kahng B, Kim D. Betweenness centrality correlationin social networks [J]. Phys. Rev. E, 2003, 67: 017101.
[125] Goodman, M.B. Corporate communication: theory and practice [M]. Suny Press, 1994
[126] Grant, R.M. Toward a knowledge-based theory of the firm [J]. Strategic Management Journal, 1996, 17:109-122.
[127] Granovetter, M. The strength of weak ties [J]. American Journal of Sociology, 1973, 78: 1360-1380.
[128] Griliches, Z. Issues in Assessing the Contribution of Research and Development to Productivity Growth [J]. Bell Journal of Economics, 1979, 10: 92–116.
[129] Granovetter, M. Economic action and social structure: the problem of embeddedness [J].American Hoournal of Sociology, 1985, 91: 481-510.
[130] Guare J. Six degrees of separation: a play[Z ]. New York:Vintage, 1990.
[131] Gulati, R. Nohria, N., Zaheer, A. STRATEGIC NETWORKS [J]. Strategic Management Journal, 2000, 21(3): 203-215.
[132] Hafeez, K., Zhang, Y. B., Malak, N. Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying Core Competence [J]. IEEE Transactions On Engineering Management. 2002, 49 (1): 8-28.
[133] Hambrick, D., Mason, P. Upper echelons: The organization as a reflection of its top managers [J]. Academy of Management Review, 1984, 9: 192-206.
[134] Hannerz, U. Soulside: inquiries into Ghetto Culture and Community [M]. New York, Columbia University Press, 1969.
[135] Hannifan. L. J. The community center [M]. Boston, Silver Burdette, 1920.
[136] Hansen, M. The search-transfer problem: The role of weak ties in sharing knowledge across organizational subunits [J]. Admin. Sci. Quart. 1999, 44:82-111.
[137] Hansen, M. T. Knowledge networks: Explaining effective knowledge sharing in multiunit companies [J]. Organization Science, 2002, 13: 232-248.
[138] Hargadon, A. How Breakthroughs Happen: The Surprising Truth About How Companies Innovate [M]. Boston: Harvard Business School Press, 2003.
[139] Harris, J., Renzio, P. D. Missing link or analytically missing: the concept of social capital, an introductory bibliographic essay [J]. Journal of International development, 1997, 9 (7):919-937.
[140] Hedberg, B. How organizations learn and unlearn. In Starbuck, W. H. and Nystrom, P. C. (Eds), Handbook of Organizational Design [M]. London: Oxford University Press, 1981.
[141] Hinds, P., Kiesler, S.. Communication across boundaries: work, structure, and use of communication technologies in a large organization [J]. Organization Science, 1995, 6,:373-393.
[142] Holland, B.K. Motivation and job satisfaction [J].Journal of Property Management, 1989, 54(5):150-172.
[143] Hutchins, E. Organizing work by adaptation [J]. Organization Science, 1991, 2: 14-29.
[144] Huber, G. P. Organizational learning: the contributing processes and the literatures [J].Organizational Science, 1991, (2):88–115.
[145] Ilgen, D.R.,Schneider, J. Performance Measurement: a multi-discipline view [M]. In Coopers, C.L., Robertson, I.T. (eds): International review of industrial and organizational psychology, Wiley, 1991, pp73.
[146] Inglehart, R. Modernization and post-modernization: cultural, economic and political change in 43 societies [M]. Princeton. NJ, Princeton university, 1997.
[147] Inglis, M.. The communicator style measure applied to nonnative speaking teaching assistants [J]. International. Journal of Intercultural Relations, 1993, 17: 89-105.
[148] Ingram P. and Roberts P. Friendships among competitors in the Sydney hotel industry [J]. American Journal of Sociology, 2000, 106: 387–423.
[149] Ingram, P. Baum, J. A. Opportunity and constraint: Organizations' learning from the operating and competitive experience of industries [J]. Strategic Management Journal, 1997, 18 (Special issue), 75-98.
[150] Jackson, M. O., Rogers, B. W. Search in the formation of large networks: how random are socially generated networks? [R ]. 2004.
[151] Jacobs, L. The death and life of great American cities [M]. London, Penguim, 1965.
[152] Jehn, K. A., Northcraft, G. B., Neale, M. A. Why differences make a difference: A field study of diversity, conflict, and performance in workgroups [J]. Administrative Science Quarterly, 1999, 44: 741-763.
[153] Kanter, R. M. When a thousand flowers bloom: Structural, collective, and social conditions for innovation in organizations [J]. Research in organizational behavior. 1988, 10: 169-211.
[154] Katz, R, Allen, T. J. Investigating the not invented here (NIH) syndrome: a look at the performance,tenure and communication patterns of 50 R&D project groups [J]. R&D Management. 1982,12(1):7-19.
[155] Kiesler, S., Cummings, J. N. What do we know about proximity and distance in work groups? [M] In Hinds, P.J., Kiesler, S., (Eds.), Distributed Work. MIT Press, Cambridge, MA, 2002,57-80.
[156] Kimberly, J., Evanisko, M. Organizational innovation: The influence of individual, organizational and contextual factors on hospital adoption of technological and administrative innovations [J]. Academy of Management Journal, 1981, 24: 689-713.
[157] King A.W., Zeithaml C. P. Measuring organizational knowledge: A conceptual and methodological framework [J]. Strategic Management Journal, 2003, 24(8):763-772.
[158] Knoke, D. Organizational networks and corporate social capital. Eds. R.Th. A. J. Leenders, S. M. Gabbay. Corporate social and liability. Boston, Kluwer, 1999.
[159] Knowles, M.S. The modern practice of adult education, Andragogy vs. Pedagogy [M].Association Press, 1970.
[160] Kogut. B. and Zander, U. knowledge of the firm, combinative capabilities and the replication of technology [J]. Organization studies. 1992, (3) 383-397.
[161] Kogut, B., Zander, U. What firms do? Coordination, identity, and learning [J]. Organization Science, 1996, 7: 502–518.
[162] Krackhardt, D., Hanson, J. R, Informal networks: the company behind the chart [J]. Harvard besiness review, 1993, July-August:104-111.
[163] Krapivsky P.L., Redner S. and Leyvraz F. Connectivity of growing random networks [J]. Phys. Rev. Lett., 2000, 85: 4629-4632.
[164] Kraut, R., Streeter, L. Coordination in software development [J]. Communications of the ACM, 1995, 38:69-81
[165] Kraut, R. E., Fussell, S. R., Brennan, S. E., Siegel, J. Understanding effects of proximity on collaboration : Implications for technologies to support remote collaborative work [M]. In P. Hinds & S. Kiesler, Distributed work (pp. Xx-xx). MIT Press, Cambridge, MA, 2001.
[166] Krogh G. V. Care in knowledge creation [J]. California Management Review, 1998, 40(3): 133-153;
[167] Lant T.K, Mezias S. J. An organizational learning model of convergence and reorientation [J]. Organization Science, 1992, (3):47-71.
[168] Latora, V., Marchiori, M.. Efficient behavior of small-world networks [J]. Physical Review Letter , 2001,87, 198701
[169] Lave, J., Wenger, E. Situated Learning: Legitimate Peripheral Participation [M]. Cambridge: Cambridge University Press, U.K. 1991.
[170] Ledford, G.E.Jr. Paying for the skill, knowledge, and competencies of knowledge workers [J]. Compensation and benefits review, 1995,27(4):55-62.
[171] Lee, C., Lee, K., Pennings, J. M. Internal capabilities, external networks and performance: a study on technology-based ventures [J]. Strategic management journal, 2001, 22: 615-640.
[172] Leonard N., Insch G. S. Tacit knowledge in academia: A proposed model and measurement scale [J]. The Journal of Psychology, 2005, 139(6):495-512.
[173] Leonard, D., Sensiper, S. The role of tacit knowledge in group innovation [J]. California management review, 1998, 40(3): 112-132.
[174] Leonard, D. A., Swap, W. C. When Sparks Fly: Lighting Creativity in Groups [M]. Harvard Business School Press, Boston Mass, 1999.
[175] Leonard-Barton D. Core capabilities and core rigidities: a paradox in managing new product development [J]. Strategic Management Journal, 1992, 13(5):363-380.
[176] Leonard-Barton D. Wellsprings of Knowledge [M]. Boston : Harvard Business School Press, 1995.
[177] Leonard N.,Insch G. S. Tacit knowledge in academia: A proposed model and measurement scale [J]. The Journal of Psychology, 2005,139(6):495-512.
[178] Lesser, E. Prusak, L. Communities of Practice, Social Capital and Organizational Knowledge. IBM Institute of Knowledge Management, White paper, 1999.
[179] Levin, D. Z., Cross, R. The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer [J]. Management Science, 2004, 50(11): 1477-1490.
[180] Li X., Chen G.R. A local-world evolving network model [J]. Physica A 28(1-2): 274-286, 2003.
[181] Liang, D. W. The effects of top management team formation on firm performance and organizational effectiveness. Unpublished Doctoral Dissertation, 1994, Carnegie Mellon University, Pittsburgh, PA.
[182] Liedtka, J. M. Rosenblum, J. W. Shaping conversations: making strategy, managing change [J]. California Management review, 1996, 39 (1):141-157.
[183] Lin, N. Social resources and strength of ties: structural factors in occupational status attainment [J]. American Sociology review, 1981, 46: 393-405.
[184] Lin, N. Building a network theory of social capital [J]. Connections, 1999, 22 (1): 28-51.
[185] Lin, N. Social capital: A theory of social structure and action [M]. New York: Cambridge University Press, 2001.
[186] Lin, N., Fu, Y.-c.,等人. The position genetator: measurement techniques for investigations of social capital, Lin, N., Cook, K., and Burt, R. S. Social capital: Theory and research, New York, Aldine De Guyter, 2001.
[187] Lippman, S. A., R.P. Rumelt. Uncertain imitability: an analysis of interfirm differences in efficiency under competition [J]. Bell Journal of Economics, 1982, 13(2): 418-438.
[188] Lord, R., Maher, R. Alternative information-processing models and their implications for theory, research and practice [J]. Academy of Management Review, 1990, 15: 9-28.
[189] Loury, G. C. A dynamic theory of racial income differences, Wallace, P. A. and Mond, A. M. L. Women, Minorities and employment discrimination, Lexington, MA, Heath, 1977.
[190] Loury, G. The economics of discrimination: getting to the core of the problem [J]. Harvard journal of African American public policy. 1992, 1:91-110.
[191] Low, J. Siesfeld, T. Measures that matter [J]. Strategy and Leadership, 1998, 26 (2), 24-29.
[192] Lucas, R. E. Jr. On the mechanics of economic development [J]. Journal of Monetary Economics, 1988, (22): 3–42.
[193] Machlup, F. Stocks and flows of knowledge [J]. Kyklos. 1979, 32(1):400-411.
[194] Magnusson, M. G. Managing the Knowledge Landscape of an MNC: Knowledge Networking at Ericsson [J]. Knowledge and Process Management, 2004, 11 (4):261–272.
[195] Mansfield, E. Industrial Research and Technological Innovation: An Econometric Analysis [M]. New York: Norton & Company, 1968.
[196] March,J. G., Simon,H. A. Organizations [M]. New York: John Wiley. 1958.
[197] Marsden P. V., Lin N. Social Structure and Network Analysis [M]. Sage Publishers, Beverly Hills, CA, 1982, 105–130.
[198] Matusik S.F. AN EMPIRICAL INVESTIGATION OF FIRM PUBLIC AND PRIVATE KNOWLEDGE [J]. Strategic Management Journal, 2002, 23: 457–467.
[199] Maurer, I., Ebers, M. Dynamics of social capital and their performance implications: lessons from biotechnology start-ups [J]. Administrative Science Quarterly, 2006 51: 262-292.
[200] Mayer, R. C., Davis, J. H., Schoorman, F. D. An integration model of organizational trust [J]. Acad. Management Rev. 1995, 20: 709–734.
[201] McAllister, D. J. Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations [J]. Academy of Management Journal. 1995, 38:24–59.
[202] McCain, B. E., Charles O’Reilly, Jeffrey P. The effects of departmental demography on turnover: The case of a university [J]. Acad. Management J. 1983, 26: 626-641.
[203] McClelland, D.C., Testing for competence rather than for intelligence [J].American Psychologist,1973,28(1):1-24.
[204] McDaniel, M. A., Morgeson, F. P., Finnegan, E. B., Campion, M. A., Braverman, E. P. Use of situational judgment tests to predict job performance: A clarification of the literature [J]. Journal of Applied Psychology, 2001, 86:730–740.
[205] McDermott R. Why information technology inspired but cannot deliver knowledge management [J]. California Management Review , 1999, 41(4): 103–117.
[206] Mcfadyen, M. A., Cannella, A. A. Jr. Social capital and knowledge creation: diminishing returns of the number and strength of exchange relationships [J]. Academy of Management Journal. 2004, 47(5): 735-745.
[207] McGill, M.E., Slocum, J.w., and Lei, D.T. Management pracitces in learning organizations [J]. Organizational Dynamics, 1992, 21 (2): 5-17.
[208] McKeithan, K., Reitman, J., Rueter, H., Hirtle, S. Knowledge organization and skill differences in computer programmers [J]. Cognitive Psychology, 1981, 13: 307-325.
[209] Mclagan, P.A. Competency models [J]. Training & Development Journal, 1980,34(12):22-26.
[210] M ilgram, S. The small world problem [J]. Psychology Today, 1967, 2: 60～67.
[211] Mintzberg, H. The Nature of Managerial Work [M]. New York: Harper Row, 1973.
[212] Mirabil, R.J. Everything you want to know about competency modeling. Training & Development[J], 1997, August:75.
[213] Moon, H. S., Lee, J. D. A fuzzy set theory approach to national composite S&T indices [J]. Scientometrics, 2005, 64(1):67–83.
[214] Moran, P. Structural vs. Relational embeddedness: social capital and managerial performance [J]. Strategic management Journal. 2005, 26: 1129-1151.
[215] Moran, P., Ghoshal, S. Markets, firms and the process of economic development [J]. Academy of management reviview, 1999, 24: 390-412.
[216] Mustafa E., Goodwin, J. Network analysis, culture and the problem of agency [J]. American Journal of Sociology, 1994, 99 (6): 1411-1454.
[217] Motoweidlo, S.J., Borman, W.C. Schmit, M.J. A theory of individual differences in task performance and contextual performance [J]. Human Performance, 1997,10(2):71-83.
[218] Nahapiet J. and Ghoshal S. Social Capital, Intellectual Capital and the organizational Advantage [J]. Academy of Management Review, 1998, 23 (2):243.
[219] Neal, A., Griffin, M.A. Developing a model of individual performance for human resource management [J]. Asian Pacific Journal of Human Resource, 1999,37(2):44-59.
[220] Nelson, R. Why do firms differ, and how does it matter? [J] Strategic Management Journal, 1991, winter: 61-74.
[221] Nelson, R. R., Winter, S. G. The Evolutionary Theory of Economic Change [M]. Belknap Press of Harvard University Press: Cambridge, MA, 1982.
[222] Nerkar, A., Paruchuri, S. Evolution of R&D capabilities: the role of knowledge networks within a firm [J]. Management Science, 2005, 51(5): 771-785.
[223] Newman, M. E. J. Models of the small world [J ]. J. Stat. Phys. 2000, 101: 819～841.
[224] Newman, M. E. J. Assortative mixing in networks [J]. Phys. Rev. Let. 2002, 89: 208701.
[225] Newman, M. E. J. The structure and function of complex networks [J]. SIAM Review , 2003a, 45: 167-256.
[226] Newman, M. E. J. Why social networks are different from o ther types of network s [J]. Phy. Rev. E, 2003b, 68: 036122.
[227] Newman M. E. J.. Mixing patterns in networks [J]. Physical Review E, 2003c, 67:026126.
[228] Newman M. E. J. Park J. Why social networks are different from other types of networks [J]. Phys. Rev. E 68: 036122, 2003.
[229] Newman M.E.J., Watts D.J. Renormalization group analysis of the small-world network model [J]. Phys. Lett. A 1999, 263: 341-346.
[230] Nicolaou N., Birley S. Social networks in organizational emergence: the university spinout phenomenon [J]. Management Science, 2003, 49 (12):1702-1725.
[231] Nonaka I. The knowledge-creating company. Harvard Business Review [J], 1991: 96–104.
[232] Nonaka I. A dynamic theory of organizational knowledge creation [J]. Organization Science, 1994, 5(1):14-37.
[233] Nonaka I., Chishiki-Souzou K. A Theory of Organizational Knowledge Creation. Nihon Keizai Shimbun-sha, 1990, Tokyo (in Japanese).
[234] Nonaka I., Konno N. The concept of ba: building a foundation for knowledge creation [J]. California Management Review, 1998, 40(3):40-53.
[235] Nonaka I. and Ryoko T. The knowledge-creating theory revisited: knowledge creation as a synthesizing process [J]. Knowledge Management Research & Practice , 2003,1: 2–10.
[236] Nonaka I., Takeuchi H. The Knowledge-Creating Company [M]. Oxford University Press, 1995.
[237] Nunnally, J. Psychometric Theory [M]. 2nd ed. McGraw-Hill, New York, 1978.
[238] O’Dell, C., Grayson, C. J. If only we knew what we know identification and transfer of internal best practives [J]. California management review, 1998, 40 (3): 154-175.
[239] Oh, H., Labianca G., Chung M-H. A multilevel of group social capital [J]. Academy of Management Review. 2006, 31(3):569-592
[240] Okubo, Y. Bibliometric indicators and analysis of research systems. OECD STI working paper 1997, 1.
[241] Parise, S. Cross,R. Davenport, T.H. It’s not what but who you know: how organizational network analysis can help address knowledge loss crises [EB]. https://webapp.comm.virginia.edu/NetworkRoundtable/Portals/0/Public/Research/Lost_Knowledge_Roundtable_Paper.pdf, 2006.
[242] Pelled, L.H. Demographic diversity, conflict, and work group outcomes: An interveningprocess theory [J]. Organ. Sci. 1996, 7: 615–631.
[243] Pelz, D. C., Andrews, F. M. Scientists in Organizations: Productive Climates for Research and Development [M]. New York,: John Wiley and Sons, 1966.
[244] Pennar, K. The ties that lead to prosperity: the economic value of social bounds is only beginning to be measured [J]. Business week, 1997, 15 (12); 153-155.
[245] Polanyi, M. The Tacit Dimension [M]. London: Routledge & Kegan Paul, 1966.
[246] Polzer, J., Milton, L., Swann, W. Jr. Capitalizing on diversity: Congruence in small work groups [J]. Administrative Science Quarterly, 2002, 47: 296–324.
[247] Porter, M. E. Competitive strategy: Techniques for analyzing industries and competitors [M]. New York: Free Press. 1980.
[248] Porter, M. E. Competitive Advantage[M], New York:Free Press. 1985.
[249] Portes, A., Sensenbrenner, J. Embeddedness and immigration: notes on the social determinants of economic action [J]. American Journal of Sociology, 1993, 98: 1320-1350.
[250] Portes, A. Economic sociology and the sociology of immigration: A conceptual overview, the economic sociology of immigration. New York: Russell Sage Foundation, 1995.
[251] Portes, A. Social capital: its origins and applications in modern sociology [J]. Annul review of sociology, 1998, 24, 1-24.
[252] Prahalad, C. K. The Role of Core Competence of the Corporation[J]. Research Technology Management. 1993, (11 - 12): 40 - 47.
[253] Prahalad, C. K., Hamel, C. the Core Competence of the Corporation [J]. Harvard Business Review. 1990, (3): 79 - 91.
[254] Pritchard, R.D., Jones, S.D., Roth, P.L., Stuebing, K.K., Ekeberg, S.E. The evaluation of an integrated approach to measuring organizational productivity [J]. Personnel Psychology, 1989, 42(1):69-115.
[255] Putnam, R. D. Making democracy work: civic traditions in modern Italy [M]. Princeton: Princeton University Press, 1993a.
[256] Putnam, R. D. The prosperous community: social capital and public life [J]. American Prospect, 1993b, 13:35-42.
[257] Putnam, R. D. Bowling alone: America’s declining social capital [J]. Journal of democracy, 1995, 6(1): 65-78.
[258] Quinn,J.B. Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry [M]. New York :Free Press, 1992.
[259] Ramasco J.J., Morris S.A. Social inertia in collaboration networks [J]. Physical Review E, 2006, 73, 016122.
[260] Ravenscraft, D. Scherer, F. M. The Lag Structure of Returns to R&D [J]. Applied Economics. 1982, 14: 603–620.
[261] Reagans, R. Preferences, identity, and competition: predicting tie strength from demographic data [J]. Management Science, 2005, 51:1374-1383.
[262] Reagans R., McEvily B. Network Structure and Knowledge Transfer: The Effects of Cohesion and Range [J]. Administrative Science Quarterly, 2003, 48: 240–267.
[263] Reagans, R., and Zuckerman E. Networks, diversity and performance: The social capital of R&D units [J]. Organization Science, 2001, 12: 502–517.
[264] Rogers, C.R., Rosethlisberger, F.J. Barriers and gateways to communication [J]. Harvard Business Review, 1991, November-December, 105-111.
[265] Rogers, E. Diffusion of Innovations, 4th ed. Free Press, New York., 1995.
[266] Rogers, E.M., Kincaid, D.L. Communication networks: toward a new paradigm for research [M]. 1981, NewYork: the Free Press.
[267] Romer, P. Endogenous technical change [J]. Journal of Political Economy, 1990, (98):71–102.
[268] Ruggles, R. The state of the notion: knowledge management in practice [J]. California Management Revirew, 1998,40 (3): 80-89
[269] Rulke, D. L., Galaskiewicz, J. Distribution of knowledge, group network structure, and group performance [J]. Management Science, 2000, 46(5): 612-625.
[270] Rumelt, R. P. Diversification Strategy and Profitability [J]. Strategic Management Journal. October-December 1982: 359-369.
[271] Sandberg, J. Understanding human competence at work: an interpretative approach [J]. Academy of Management Journal, 2000, 43(1):9-25.
[272] Schmitt, N. & Chan, D. Personnel selection- A theoretical approach [M]. Sage Publications, 1998.
[273] Shah, P. P. Network destruction: the structural implications of downsizing [J]. Academy of Management Journal. 2000,43:101-112.
[274] Schiff, M. Social capital, labor mobility and welfare: the impact of uniting states [J]. Rationality and society, 1992, 4: 157-175.
[275] Schilling, Melissa A. and Phelps, Corey C., 2004. Interfirm Collaboration Networks: The Impact of Small World Connectivity on Firm Innovation. July 12 http://ssrn.com/abstract=564422
[276] Scott J. Social Network Analysis: A Handbook [M]. 2nd ed. Thousands Oaks, Calif: Sage Publications; 2000.
[277] Seibert, S. E., Kraimer, M. L., & Liden, R. C. A social capital theory of career success [M]. Academy of Management Journal. 2001, (44): 219–237
[278] Seufert A., Krogh G. V., and Bach A., Towards knowledge networking [J]. Journal of Knowledge Management, 1999, 3 (3): 180– 190.
[279] Senge P.M. The Fifth Discipline: Mastering the Five Practices of the Learning Organization. 1990.
[280] Singh J. Collaborative Networks as Determinants of Knowledge Diffusion Patterns [J]. Management Science. 2005, 51(5):756-770.
[281] 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 [J]. Academy of Management Journal, 2005, 48(2): 346–357.
[282] Smith, P.C., Kendall, L.M. Retranslation of expectations: an approach to the construction of unambiguous anchors for rating sacles [J]. Journal of Applied Psychology, 1963, 47:149-155.
[283] Solow, R. M. A contribution to the theory of economic growth [J]. Quarterly Journal of Economics, 1956, (70):65–94.
[284] Spencer, L. Spencer, M. Competence at work: Models for superior performance [M].
[285] Spender J-C, Grant RM. Knowledge and the firm: overview [J]. Strategic Management Journal, 1996, Winter Special Issue 17: 5-10.
[286] Sternberg, R. J., Forsythe, G. B., Hedlund, J., Horvath, J. A., Wagner, R. K., Williams, W.M., Snook, S., Grigorenko, E. L. Practical intelligence in everyday life [M]. 2000. New York: Cambridge University Press.
[287] Sternberg, R. J., Wagner, R. K., Williams, W. M., Horvath, J. A. Testing common sense [J]. American Psychologist, 1995, 50:912–927.
[288] Stevenson, W., Gilly, M. Information processing and problem solving: The migration of problems through formal positions and network ties [J]. Academy of Management Journal, 1991, 34: 918-928.
[289] Strogatz, S.H. Exloring complex network [J]. Nature, 2001, 410, 268-276.
[290] Sveiby, K.The New Organizational Wealth [M]. San Francisco: Berret-Koehler, 1997.
[291] Szulanski G. Intra-Firm Transfer of Best Practices Project. In proceedings of the American Productivity and Quality Centre, Houston, Texas, 1994 , 2-19.
[292] Szulanski G. Exploring internal stickiness: impedements to the transfer of best practice within the firm [J]. Strategic Management Journal, 1996, 17: 27-43.
[293] Teece, D. J., Pisano, G., Shuen, A. Dynamic Capabilities and Strategic Management [J]. Strategic Management Journal. 1997, (18): 509–533.
[294] Thomas, C. Y. Capital markets, financial markets and social capital [J]. Social and economic studies, 1996, 45(2):1-23.
[295] Tsai, W. Knowledge transfer in intra-organizational networks: Effects of network position and absorptive capacity on business unit innovation and performance [J]. Academy of Management Journal, 2001, 44: 996–1004.
[296] Tsai, W. and Ghoshal, S. Social capital and value creation: the role of intrafirm networks [J]. Acadamy of Management Journal, 1998, 41 (4): 464-476.
[297] Tsoukas, H. The firm as a distributed knowledge system: a constructionist approach [J]. Strategic Management Journal, 1996: 11-25.
[298] Tushman M. L. O’Reilly III C. A. Winning through innovation: A practical guide to leading organizational change and renewa [M]. Harvard Business School Press, 1997.
[299] Tushman M.L., Romanelli E. Uncertainty, Social Location and Influence in Decision Making: A Sociometric Analysis [J]. Management Science, 1983, 29(1):12-23.
[300] Uzzi, B., Spiro, J. Collaboration and Creativity: The Small World Problem [J]. American Journal of Sociology. 2005, 111( 2): 447–504.
[301] Van de Ven, A.H., Delbecq, A.L., Koenig, R. Jr. Determinants of coordination modes within organizations [J]. American Sociological Review, 1976, 41:322-338.
[302] Vani, D.超优势竞争--新时代的动态竞争理论与应用[M].台北市:远流出版事业股份有限公司, 1992.
[303] Verspagen, B., Duysters, G. The small worlds of strategic technology alliances.Technovation, 2003, 23.
[304] Walker, G. Network position and cognition in a computer software firm [J]. Admin. Sci. Quart. 1985, 30(1):103–130.
[305] Walsh, J. P., Ungson, G. R. Organizational memory [J]. Academy of Management Review, 1991, (16):57–91.
[306] Warnerfelt, B. A. Resource-based View of the Firm [J]. Strategic Management Journal. 1984.5 (2):171-180.
[307] Watts D. J. and Strogatz S. H. Collective dynamics of small-world networks [J]. Nature 1998, 393 (6684): 440–442.
[308] Weedman, J. Informal and formal channels in boundary-spanning communication [J]. Journal of the American Society for Information Science, 1992, 43: 257-267.
[309] Weick, K., Westley, F. Organizational learning: Affirming an oxymoron. In S. R. Clegg, C. Hardy, & W. Nord (Eds.), Handbook of organizational design: 1996, 440-458. Thousand Oaks, CA: Sage.
[310] Westphal, J., Milton, L. How experience and network ties affect the influence of demographic minorities on corporate boards [J]. Administrative Science Quarterly , 2000, 45:366–398.
[311] White, H. C. Management conflict and sociometric structure [J]. Amer. J. Sociology, 1961, 67(2):185–199.
[312] Wiig, K.M. Knowledge management: The central management focus for intelligent-acting organizations [M]. Arlingtonm, TX: Schema Press, 1994.
[313] Wollcock, M. Social capital and economic development: toward a theoretical synthesis and policy framework [J]. Theory and society, 1997, 27: 151-208.
[314] Yli-Renko, H., Autio, E.,等人. Social capital, knowledge acquisition and knowledge exploitation in young technology-based firms [J]. Strategy management Journal, 2001,22: 587-613.
[315] Yook S. H., Jeong H. and Barabási A.L.,等人. Weighted Evolving Networks [J]. Phys. Rev. Lett., 2001, 86: 5835-5838.
[316] Zaheer, A., B. McEvily, V. Perrone. Exploring the effects of interorganizational and interpersonal trust on performance [J]. Organ. Sci. 1998, 9:141-159.
[317] Zahra, S., George, G. Absorptive Capacity: A Review and Reconceptualization. Paper presented at the Academy of Management Best Paper Proceedings, Toronto, 2000.
[318] Zahra, S., George, G. International entrepreneurship: The current status of the field and future research agenda. In M. Hitt, D. Ireland, D. Sexton, & M. Camp (Eds.), Strategic entrepreneurship: Creating an integrated mindset: 255-288. Strategic Management Series. Oxford, UK: Basil Blackwell, 2002.
[319] Zalesny, M.D, Farace, F.V. Traditional versus open offices: A comparison of sociotechnical, social relations, and symbolic meaning perspectives [J]. Academy of Management Journal, 1987, 30:240-259.
[320] Zenger, T. R., Lawrence B. S. Organizational demography: The differential effects of age and tenure distributions on technical communication [J]. Acad. Management J. 1989, 32:353-376.
[321]彼得·德鲁克.管理时间[M].上海译文出版社, 1999年版, p137-155.
[322]彼得·杜拉克.21世纪的管理挑战[M],三联书店出版社,2000年版, p188.
[323]陈亮,陈忠,韩丽川,郭浩,朱音.从员工知识网络的角度研究知识型员工的细分[J].情报科学, 2008, 26(2): 214-217.
[324]池仁勇.区域中小企业创新网络形成、结构属性与功能提升:浙江省实证考察[J].管理世界. 2005,10:2-12.
[325]杜静,魏江.知识存量的增长机理分析[J].科学学与科学技术管理, 2004 ,1.
[326]格鲁特尔特和贝斯特纳尔,社会资本在发展中的作用[M].成都:西南财经大学出版社, 2004中文版.
[327]邝宁华,胡奇英,杜荣.知识型企业的“引导-服务-激励型”管理模式[J].管理科学学报,2004, 5.
[328]理查德·威廉姆斯.业绩管理[M],东北财经大学出版社,2003年版,p177.
[329]李长玲.知识存量及其测度[J].情报杂志, 2004, 7.
[330]李惠斌和杨雪冬,社会资本与社会发展[M].北京:社会科学出版社, 2000.
[331]李顺才,邹珊刚,常荔.知识存量与流量:内涵、特征及其相关性分析[J].自然辩证法研究, 2001, 4.
[332]刘常勇,谢洪明.企业知识吸收能力的主要影响因素[J].科学学研究, 2003 , 3.
[333]刘刚.知识积累和企业的内生成长[J].南开经济研究, 2002, 2.
[334]刘华安.流动农民社会支持网络的分析[J].四川行政学院学报, 2006, 6.
[335]刘军.法村社会支持网络――一个整体研究的视角[J].北京:社会科学出版社. 2006.
[336]罗家德.社会网分析讲义[M].北京:社会科学文献出版社, 2005. 4.
[337]孙海法,姚振华,严茂胜.高管团队人口统计特征对纺织和信息技术公司经营绩效的影响[J].南开管理评论, 2006, 6.
[338]王霄宁.基于社会网络分析的产业集群建模及实证检验[J].系统工程, 2005, 3.
[339]许国志等.系统科学[M ].上海:上海科技教育出版社, 2000.
[340]杨锐,黄国安.网络位置和创新――杭州手机产业集群的社会网络分析[J].工业技术经济, 2005, 7 .
[341]杨志锋,邹珊刚.知识资源、知识存量和知识流量:概念、特征和测度[J].科研管理, 2000, 4.
[342]杨俊华,郑岚.产科不同工龄护理人员对妊娠合并症产妇哺乳知识的掌握情况的调查[J].现代护理, 2007, 5.
[343]姚小涛,席酉民.以知识积累为基础的企业竞争战略观[J].中国软科学, 2001, 2.
[344]殷国鹏,莫云生,陈禹.利用社会网络分析促进意会知识管理[J].清华大学学报(自然科学版),2006, 1.
[345]朱国宏.经济社会学[M].上海,复旦大学出版社, 2003.
[346]周小虎,陈传明.企业社会资本和持续竞争优势[M].中国工业经济. 2004.
[2] Ainsworth, M., Smith, N. Making it happen: managing performance at work [M]. Sydney: Prentice Hall, 1993.
[3] Alba, R. D. A gragh-theoretic definition off a sociometric clique [J]. Journal of Mathematical Sociology, 1973, 3: 113-126.
[4] Albert R., Barabási A.L. Topology of evolving networks: local events and universality [J]. Phys. Rev. Lett. , 2000, 85: 5234-5237.
[5] Albert, R., Barabási A-L. Statistical mechanics of complex network [J]. Review of Modern Physics, 2002, 74 (Jan. ) : 47～97.
[6] Albert R, Jeong H, Barabási, A-L. Attack and error tolerance in complex nerworks [J]. Nature, 2001, 406: 387～482.
[7] Allen, T. J., Cohen S. I.. Information flow in research and development laboratories [J]. Admin. Sci. Quart. 1969, 14:12-19.
[8] Allen, T. Managing the Flow of Technology [M]. Cambridge: MIT Press, MA. 1977.
[9] Almeida, P., Kogut, B. Localization of knowledge and the mobility of engineers in regional networks [J]. Management Science, 1999, 45: 905–917.
[10] Amaral L.A.N., Scala A. and Barthélémy M.,等人. Classes of small-world networks [J]. PNAS USA , 2000, 97:11149-11152.
[11] American Productivity and Quality Center (APQC) (1996), Knowledge Management: Consortium Benchmarking Study Final Report. Available in http://www.store.apqc.org/reports/Summary/know-mng.pdf.
[12] A merican Productivity and Quality Center (APQC) (1997): Using information technology to support knowledge management. Consortium benchmarking study. Best-practice report. Houston, 1997.
[13] Ancona, D. G., Caldwell D. F. Demography and design: Predictors of new product team productivity [J]. Organ. Sci. 1992, 3:321-341.
[14] Andrews, K. M., Delahay B. L. Influences on knowledge processes in organizational learning: The psychosocial filter [J]. J. Management Stud. 2000, 37:797–810.
[15] Anklam, P. Knowledge management the collaboration thread [J]. Bulletin of the American society for information and technology, 2002,28(6):8-11.)
[16] Arabie, P., Boorman, A. S., Lebitt, P. R. Constructing block models: how and why [J]. Journal of Mathematical psychology, 1978, 17:21-63.
[17] Archibugi, D. Pianta, M. Measuring technological change through patents and innovation surveys [J]. Technovation, 1996,16(9):451–468.
[18] Argote, L. Input uncertainty and organizational coordination in hospital emergency units [J]. Administrative Science Quarterly, 1982, 27:420-434.
[19] Argote, L. and Ingram, P. Knowledge transfer: a basis for competitive advantage in firms [J]. Organizational Behavior and Human Decision Processes, 2000, 82(1), 150-169.
[20] Argyris C. Reasoning, learning and action: Individual and organizational [M]. San Francisco: Jossey-Bass, 1982.
[21] Austin, J.T., Villanova, P. The criterion problem: 1917-1992[J]. Journal of Applied Psychology, 1999, 77: 836-864.
[22] Aydin, C E, Anderson, J. G, Rosen, P. N, Felitti, V. J, Weng, H. C. Computers in the consulting room: a case study of clinician and patient perspectives. Health Care Manag Sci. 1998,1: 61-74.
[23] Baker, W. E. Three-dimensinal block models [J]. Joournal of Mathematical Sociology, 1986, 12: 191-223.
[24] Bachnik, W., Szymczak, S., Leszczynski, P., Podsiadlo, R., Rymszewicz, E., Kurylo, L., Makowiec, D., Bykowska, B. Acta Phys. Pol. 36 (2005) 3179
[25] Bernarding, H.J.,Kane, J.S., Ross, S., Spina, J.D., Johnson, D.L. Performance appraisal design, development, and implementation [M]. In Ferris, G.R., Rosen, S.D.,Barnum, D.T.(eds)Handbook of human resource management, Cambridge, MA: Blackwell, 1995, 407.
[26] Bhagat, R. S. Kedia ,B.L. Harveston ,P. D., Triandis, H. C. Cultural variations in the cross - border transfer of organizational knowledge : An integrative framework [J]. Academy of Management Review, 2002, 27(3):204-225.
[27] Baker, w. Market networks and corporate behavior [J]. American Journal of Sociology, 1990, 96: 589-625.
[28] Bantel, K. A., Jackson S. E. Top management and innovations in banking: Does the composition of the top team make a difference? [J] Strategic Management J. 1989, 10:107–124.
[29] Barabási, A.L., Albert R. Emergence of scaling in random networks [J]. Science 286: 509-512, 1999.
[30] Barabási, A.L., Albert R., Jeong H. Mean-field theory for scale-free random networks [J]. Physica A, 1999, 272:173-187.
[31] Barabási A.L., Bonabeau E. Scale-free networks [J]. Scient ific American, 2003, (M ay) : 50-59.
[32] Barabási A.L., Ravasz, E., V icsek, T. Deterministic scale-free networks [J]. Physica A, 2001, 299: 559-564.
[33] Barnes, J. A. Class and committees in a Norwegian island parish. Human Relation, 1954.
[34] Barnett, W. P. Hansen, M. T. The red queen in organizational evolution [J]. Strategic Management Journal, 1996, 17: 139-158.
[35] Barnett, W. P., Greve, H. R., Park, D. P. An evolutionary model of organizational performance [J]. Strategic Management Journal, 1994, 15 (Summer): 11-28.
[36] Barney, J. Firm resources and sustained competitive advantage [J]. Journal of Management. 1991, 17: 99-120
[37] Barrat A. and Weigt M. On the properties of small-world networks [J]. European Physical Journal B, 2000, 13(3): 547–560.
[38] Bateson, G. Steps to an Ecology of Mind [M]. London: Granada, 1972.
[39] Becker F., Steele F. Workplace by Design [M]. Jossey-Bass, San Franciscl, CA, 1995.
[40] Becker, G. S. Human capital [M]. New York :Columbia University Press, 1964.
[41] Belliveau, M. A., O’Reilly, C. A. III, Wade, J. B. Social capital at the top: effects of social similarity and statuts on CEO compensation [J]. Academy of management journal, 1996, 39: 1568-1593.
[42] Berman, S. L., Down, J., Hill, C. W. L. Tacit knowledge as a source of competitive advantage in the National Basketball Association [J]. Academy of Management Journal, 2002,45:13–31.
[43] Bettis, R. A, Hitt, M. A. The new competitive landscape [J]. Strategic Management Journal, 1995, Special Summer Issue, 16: 7-20.
[44] Bianconi G. and Barabási A.L. Competition and multiscaling in evolving networks[J]. Europhys Lett 54: 436-442, 2001.
[45] Blau P.M. Inequality and heterogeneity [M]. Free Press, New York, 1977.
[46] Bly, S., Harrison, S., & Irwin, S. Media Spaces: Bringing people together in a video, audio and computing environment [J]. Communications of the ACM, 1993,36:28-45.
[47] Blyler, M., Coff, R. W. Dynamic capabilities, social capital and rent appropriation: ties that split pies [J]. Strategic management Journal, 2003, 24(3): 677-686.
[48] Boissevain, J. Friends of friends [M]. 1974, Oxford: Basil Blackwell.
[49] Bolino, M. C., Turnley, W. H., Bloodgood, J. M. Citizenship behavior and the creation of social capital in organizations [J]. Academy of Management Review. 2002, 27(4): 505-522.
[50] Borgatti S. P., Cross R. A Relational View of Information Seeking and Learning in Social Networks [J]. Management Science, 2003, 49(4):432-445.
[51] Borgatti S. P., Everett M. G., Freeman L.C. Ucinet for windows: software for social network analysis [M]. MA: Harvard, Analytic Technologies, 2002.
[52] Borman, W.C., Motoweidlo, S.J. Expanding the criterion domain to include elements of contextual performance, in Schmitt, N, Borman, W.C. Personnel selection in organizations, Jossey-Bass, 1993, pp.71-98.
[53] Boudreau, J. W. Utility analysis for decisions in human resource management [M]. In M. D. Dunnette & L. M. Hough (Eds.) Handbook of Industrial and Organizational Psychology, (2nd ed.), Vol. 2. Palo Alto: Consulting Psychologists Press, 1991, 621-745.
[54] Boudreau, J.W. The Motivational Impact of Utility Analysis and HR Measurement [J].Journal of Human Resource Costing and Accounting, 1996, 12: 73-84.
[55] Boudreau, J.W. Strategic Knowledge Measurement and Management, in Jackson, S., Hitt, M., DeNisi, A. (Eds), Managing Knowledge for Sustained Competitive Advantage, Jossey-Bass, San Francisco, CA, 2003.
[56] Boudreau, J.W. Ramstad, P.M. Strategic I/O psychology and the role of utility analysis models [M]. In W. Borman, R. Klimoski & D. Ilgen (eds.). Handbook of Industrial and Organizational Psychology, in press.
[57] Bourdieu, P. The forms of capital. Richardson, J. Handbook of theory and research for the sociology of education, New York, Greenwood, 1985.
[58] Bower, J. L. Managing the resource allocation process [M]. Harvard University Press. Boston, MA, 1970.
[59] Boxman, E. A. W., Graaf, P. M. D, Flap, H. D. The impact of social and human capital on the income attainment of Dutch Managers [J]. Social networks, 1991, 13:51-73.
[60] Boyatzis, R.E. The competence manager: a model for effective performance [M]. John Wiley & Sons, Inc., 1982.
[61] Brass, D. Being in the right place: A structural analysis of individual influence in an organization [J], Administrative Science Quarterly, 1984, 29: 518-539.
[62] Brass, D. J., Burkhardt, M. E. Centrality and power in organizations. N. Nohria and R. G. Eccles, eds. Networks and Organizations: Structure, Form and Action. HBS Press, Boston, MA, 1992, 191–215.
[63] Brehm, J. Rahn, W. Individual-level evidence for the causes and consequences of social capital [J]. American Journal of Political Science, 1997, 41:999-1023.
[64] Brown, J. S., Paul D. Organizational learning and Communities of practice: Toward A Unified View of Working, Learning and Innovation [J]. Organizing Science 1991, 2:49.
[65] Bulte C. V. D., Moenaert R. K. The effects of R&D team co-location on communication patterns among R&D, marketing and manufacturing [J]. Management Science, 1998, 44(11):1-18.
[66] Burgelman, R. A. A process model of internal corporate venturing in the diversified major firm [J]. Administrative Science Quarterly, 1983, 28: 223-244.
[67] Burt, R. Network items and the general social survey [J]. Social networks, 1984, 6: 293-339.
[68] Burt, R. S. Structural holes: the social structure of competition [M]. Cambridge, MA: Harvard University Press, 1992.
[69] Burt, R. The contingent value of social capital [J]. Admin. Sci. Quart. 1997, 42:339–365.
[70] Burt, R. S. The network structure of social capital. The conference on social network and social capital, Duke University, 1998.
[71] Burt, R. S. The network structure of social capital [J]. Research in Organizational Behavior, 2000, 22: 345–423
[72] Camden, C. T., Kennedy, C.W. Manager communicative style and nurse morale [J].Human Communication Research, 1986, 12: 551-563.
[73] Campbell, D. T., Stanley, J. C. Experimental and Quasi-experimental Designs for Research [M]. Rand McNally, Chicago, 1966.
[74] Campell, J.P., Mccloy, R.A., Oppler, S.H.,Sager, C.E. A theory of performance [M]. in Schmitt, N. & Borman, W.C. Personnel selection in organizations, Josey-Bass, 1993, pp.35-70.
[75] Campell, J.P., Mchenry, J.J., Wise, L.L. Modeling job performance in population of jobs [J]. Personnel Psychology, 1990, 43:313.
[76] Cappelli, P. A market-driven approach to retaining talent [J]. Harvard Business Review, 2000, 78:103-111.
[77] Carroll, G., Teo, A. On the social networks of managers [J]. Academy of Management Journal, 1996, 39: 421-440.
[78] Catania, J.A., Coates, T.J., Kegels, S., Fullilove, M.T. Condom use in multi-ethnic neighborhoods of San Francisco: the population-based AMEN (AIDS in Multi-Ethnic Neighborhoods) Study [J]. American Journal of Public Health, 1992, 82: 284-287.
[79] Cohen W.M., Levinthal D.A. Absorptive capacity: a new perspective on learning and innovation [J]. Administative Science Quarterly, 1990, 35:128-152.
[80] Cohen, D. Toward a knowledge context: report on the first annual U.C. Berkeley forum on knowledge and the firm [J]. California Management Review, 1998, 40(3):22-40
[81] Coleman, J. S. Social capital in the creation of human capital [J]. American Journal of sociology, 1988, 94, supplement, S95-S120.
[82] Coleman, J. S. Foundations of social theory [M]. Cambridge, MA, Harvard university Press, 1990.
[83] Constant, D., L. Sproull, S. Kiesler. The kindness of strangers: The usefulness of electronic weak ties for technical advice [J]. Organization Science. 1996, 7:119–135.
[84] Cooper, D., Robertson, I.T. The psychology of personnel selection[M].New York:Routledge, 1995.
[85] Cowan, R., Jonard, N. Network structure and the diffusion of knowledge [J]. Journal of Economics Dynamics and Control, 2004, 28: 1557-1575.
[86] Cox J.J., Turner G. If management requires measurement how may we cope with knowledge? [J]. Singapore management review, 2004, 24(3):101-111.
[87] Cross R., Parker A., Charged up: Creating Energy in Organizations [J]. Journal of Organizational Excellence, 2004, Autumn: 3-14.
[88] Cross R., Parker A. and Borgatti S. P., A bird’s-eye view: Using social network analysis to improve knowledge creation and sharing.pdf [EB]. www-8.ibm.com, 2006-12-16.
[89] Cross, R.,Prusak, L. The people who make organizations go or stop[J]. Harvard Business Review, 2002, 6:104-113.
[90] Cross, R., Sproull, L. More than an answer: Information relationships for actionableknowledge [J]. Organization Science, 2004, 15(4):446–462.
[91] Csányi, G. Szendr?i, B. 2004. Structure of a large social network. Physical Review E 69 (3) (Art. No. 036131).
[92] Cummings, J. N.,Cross, R. Structural properties of work groups and their consequences for performance [J]. Social Networks,2003,25:197-210.
[93] Daft, R.L., Lengel, R.H. Information richness: A new approach to managerial behavior and organization design [M]. In B. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 6). Greenwich, CT: JAI Press, 1984.
[94] Davenport, T. H. Thinking for a living: how to get better performance and results from knowledge worker [M]. New York: Harvard Business School Press, 2005.
[95] Davis, J.P., Eisenhardt, K.M., Bingham, C. B. Developing theory through simulation methods [J]. Academy of Management Review, 2007, 32: 480-499.
[96] Decarolis, D. M., Deeds, D.L. The impact of stocks and flows of organizational knowledge on firm performance: an empirical investigation of the biotechnology industry [J]. Strategic Management Journal, 1999, 20:953-968.
[97] De Graaf, N. Flap, H. With a little help from my friends: Social resources as an explanation of occupational status and income in West Germany, the Netherlands and the United States [J]. Social Forces, 1988, 67: 452-472.
[98] Diamond, M.A., Stein, H.F. Allcorn, S. Organizational silos: Horizontal organizational fragmentation [J]. Journal for the Psychoanalysis of Culture and Society, 2002, 7: 280-296.
[99] Dorogovtsev S. N., Mendes J.F.F. and Samukhin A.N. Structure of growing networks with preferential linking [J]. Phys.Rev.Lett. 2000 85: 4633-4636.
[100] Dorogovtsev, S. N., Mendes, J. F. F. Scaling properties of scale-free evolving networks: continuous approach [J ]. Phys. Rev. E, 2001, 63: 056125.
[101] Drucker P. Post-Capitalist Society [M]. London :Butterworth Heinemann, 1993.
[102] Druckman,D. and Bjork, R.A. In the Mind’s eye: Enhancing Human Performance. Washington, DC: National Acadamy Press, 1991.
[103] Ebel H., Mielsch L.I. and Borbholdt S. Scale-free topology of e-mail networks [ J]. Phys Rev E 66: 035103, 2002.
[104] Edmondson A. Psychological safety and learning behavior in work teams [J] Administration Science Quarterly. 1999, 44:350-383.
[105] Edmondson A. the local and variegated nature of learning in organizations: a group-level perspective [J]. Organization Science, 2002,13(2): 128-14.
[106] Ely, R., Thomas, D. Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes [J]. Administrative Science Quarterly, 2001, 46: 229–273.
[107] Erd?s P. and Rényi A. On random graphs [J]. Publicationes Mathematicae, 1959, 6: 290–297.
[108] Euker, T.R. understanding the impact of tacit knowledge loss [J]. Knowledge Managementreview, 2007, 10(1):10-13.
[109] Evans, P. Government action, social capital and development-reviewing the evidence on synergy [J]. World development, 1996, 24: 1119-1132.
[110] Fischer, M. M. Innovation, Knowledge Creation and Systems of Innovation [J]. Annals of Regional Science, 2001, 35 (2): 199- 216.
[111] Fiske, S., Kinder, D., Larter, W. The novice and the expert: Knowledge based strategies in political cognition [J]. Journal of Experimental Social Psychology, 1983, 19: 381-400.
[112] Fleming L., Charles king III, Juda A. Small Worlds and Regional Innovation. 2006, Working paper.
[113] Fountain, J. Social capital: A key enable of innovation in science and technology, Branscomb, L. M. and Keller, J. Investing in innovation towards a consensus strategy for federal technology policy, Cambridge, the MIT press, 1997.
[114] Freeman, L. Centrality in social networks: Conceptual clarification [J]. Social Networks , 1979, 1(3):215–234.
[115] Freeman, C, Soete, L. The economics of industrial innovation [M]. London, Printer, 1997.
[116] Fshey, L., Prusak, L. The Eleven Deadliest Sins of Knowledge Management [J]. California Management Review, 1998:40(3): 265-276.
[117] Fukuyama, F. Social capital and the global economy [J]. Foreign affairs, 1995a, 5: 89-103.
[118] Fukuyama, F. Trust: the social virtues and the creation of prosperity [M]. New York, Free Press, 1995b.
[119] Galbraith, J. Designing complex organizations. Reading, MA: Addison-Wesley, 1973.
[120] Garvin, D. A. Learning in Action. A guide to putting the learning organization to work [M], Boston: Harvard Business School Press, 2000.
[121] Ghoshal, S. Bartlett, C. A. Linking organizational context and managerial action: The dimensions of quality of management [J]. Strategic Management Journal, Summer Special Issur, 1994, 15: 91-112.
[122] Gibb J.R. Defensive and supportive communication [J]. Journal of Communications. 1961.
[123] Glaser, R. Education and thinking [J]. American Psychologist, 1984, 39: 93-104
[124] Goh, K-I,Oh E, Kahng B, Kim D. Betweenness centrality correlationin social networks [J]. Phys. Rev. E, 2003, 67: 017101.
[125] Goodman, M.B. Corporate communication: theory and practice [M]. Suny Press, 1994
[126] Grant, R.M. Toward a knowledge-based theory of the firm [J]. Strategic Management Journal, 1996, 17:109-122.
[127] Granovetter, M. The strength of weak ties [J]. American Journal of Sociology, 1973, 78: 1360-1380.
[128] Griliches, Z. Issues in Assessing the Contribution of Research and Development to Productivity Growth [J]. Bell Journal of Economics, 1979, 10: 92–116.
[129] Granovetter, M. Economic action and social structure: the problem of embeddedness [J].American Hoournal of Sociology, 1985, 91: 481-510.
[130] Guare J. Six degrees of separation: a play[Z ]. New York:Vintage, 1990.
[131] Gulati, R. Nohria, N., Zaheer, A. STRATEGIC NETWORKS [J]. Strategic Management Journal, 2000, 21(3): 203-215.
[132] Hafeez, K., Zhang, Y. B., Malak, N. Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying Core Competence [J]. IEEE Transactions On Engineering Management. 2002, 49 (1): 8-28.
[133] Hambrick, D., Mason, P. Upper echelons: The organization as a reflection of its top managers [J]. Academy of Management Review, 1984, 9: 192-206.
[134] Hannerz, U. Soulside: inquiries into Ghetto Culture and Community [M]. New York, Columbia University Press, 1969.
[135] Hannifan. L. J. The community center [M]. Boston, Silver Burdette, 1920.
[136] Hansen, M. The search-transfer problem: The role of weak ties in sharing knowledge across organizational subunits [J]. Admin. Sci. Quart. 1999, 44:82-111.
[137] Hansen, M. T. Knowledge networks: Explaining effective knowledge sharing in multiunit companies [J]. Organization Science, 2002, 13: 232-248.
[138] Hargadon, A. How Breakthroughs Happen: The Surprising Truth About How Companies Innovate [M]. Boston: Harvard Business School Press, 2003.
[139] Harris, J., Renzio, P. D. Missing link or analytically missing: the concept of social capital, an introductory bibliographic essay [J]. Journal of International development, 1997, 9 (7):919-937.
[140] Hedberg, B. How organizations learn and unlearn. In Starbuck, W. H. and Nystrom, P. C. (Eds), Handbook of Organizational Design [M]. London: Oxford University Press, 1981.
[141] Hinds, P., Kiesler, S.. Communication across boundaries: work, structure, and use of communication technologies in a large organization [J]. Organization Science, 1995, 6,:373-393.
[142] Holland, B.K. Motivation and job satisfaction [J].Journal of Property Management, 1989, 54(5):150-172.
[143] Hutchins, E. Organizing work by adaptation [J]. Organization Science, 1991, 2: 14-29.
[144] Huber, G. P. Organizational learning: the contributing processes and the literatures [J].Organizational Science, 1991, (2):88–115.
[145] Ilgen, D.R.,Schneider, J. Performance Measurement: a multi-discipline view [M]. In Coopers, C.L., Robertson, I.T. (eds): International review of industrial and organizational psychology, Wiley, 1991, pp73.
[146] Inglehart, R. Modernization and post-modernization: cultural, economic and political change in 43 societies [M]. Princeton. NJ, Princeton university, 1997.
[147] Inglis, M.. The communicator style measure applied to nonnative speaking teaching assistants [J]. International. Journal of Intercultural Relations, 1993, 17: 89-105.
[148] Ingram P. and Roberts P. Friendships among competitors in the Sydney hotel industry [J]. American Journal of Sociology, 2000, 106: 387–423.
[149] Ingram, P. Baum, J. A. Opportunity and constraint: Organizations' learning from the operating and competitive experience of industries [J]. Strategic Management Journal, 1997, 18 (Special issue), 75-98.
[150] Jackson, M. O., Rogers, B. W. Search in the formation of large networks: how random are socially generated networks? [R ]. 2004.
[151] Jacobs, L. The death and life of great American cities [M]. London, Penguim, 1965.
[152] Jehn, K. A., Northcraft, G. B., Neale, M. A. Why differences make a difference: A field study of diversity, conflict, and performance in workgroups [J]. Administrative Science Quarterly, 1999, 44: 741-763.
[153] Kanter, R. M. When a thousand flowers bloom: Structural, collective, and social conditions for innovation in organizations [J]. Research in organizational behavior. 1988, 10: 169-211.
[154] Katz, R, Allen, T. J. Investigating the not invented here (NIH) syndrome: a look at the performance,tenure and communication patterns of 50 R&D project groups [J]. R&D Management. 1982,12(1):7-19.
[155] Kiesler, S., Cummings, J. N. What do we know about proximity and distance in work groups? [M] In Hinds, P.J., Kiesler, S., (Eds.), Distributed Work. MIT Press, Cambridge, MA, 2002,57-80.
[156] Kimberly, J., Evanisko, M. Organizational innovation: The influence of individual, organizational and contextual factors on hospital adoption of technological and administrative innovations [J]. Academy of Management Journal, 1981, 24: 689-713.
[157] King A.W., Zeithaml C. P. Measuring organizational knowledge: A conceptual and methodological framework [J]. Strategic Management Journal, 2003, 24(8):763-772.
[158] Knoke, D. Organizational networks and corporate social capital. Eds. R.Th. A. J. Leenders, S. M. Gabbay. Corporate social and liability. Boston, Kluwer, 1999.
[159] Knowles, M.S. The modern practice of adult education, Andragogy vs. Pedagogy [M].Association Press, 1970.
[160] Kogut. B. and Zander, U. knowledge of the firm, combinative capabilities and the replication of technology [J]. Organization studies. 1992, (3) 383-397.
[161] Kogut, B., Zander, U. What firms do? Coordination, identity, and learning [J]. Organization Science, 1996, 7: 502–518.
[162] Krackhardt, D., Hanson, J. R, Informal networks: the company behind the chart [J]. Harvard besiness review, 1993, July-August:104-111.
[163] Krapivsky P.L., Redner S. and Leyvraz F. Connectivity of growing random networks [J]. Phys. Rev. Lett., 2000, 85: 4629-4632.
[164] Kraut, R., Streeter, L. Coordination in software development [J]. Communications of the ACM, 1995, 38:69-81
[165] Kraut, R. E., Fussell, S. R., Brennan, S. E., Siegel, J. Understanding effects of proximity on collaboration : Implications for technologies to support remote collaborative work [M]. In P. Hinds & S. Kiesler, Distributed work (pp. Xx-xx). MIT Press, Cambridge, MA, 2001.
[166] Krogh G. V. Care in knowledge creation [J]. California Management Review, 1998, 40(3): 133-153;
[167] Lant T.K, Mezias S. J. An organizational learning model of convergence and reorientation [J]. Organization Science, 1992, (3):47-71.
[168] Latora, V., Marchiori, M.. Efficient behavior of small-world networks [J]. Physical Review Letter , 2001,87, 198701
[169] Lave, J., Wenger, E. Situated Learning: Legitimate Peripheral Participation [M]. Cambridge: Cambridge University Press, U.K. 1991.
[170] Ledford, G.E.Jr. Paying for the skill, knowledge, and competencies of knowledge workers [J]. Compensation and benefits review, 1995,27(4):55-62.
[171] Lee, C., Lee, K., Pennings, J. M. Internal capabilities, external networks and performance: a study on technology-based ventures [J]. Strategic management journal, 2001, 22: 615-640.
[172] Leonard N., Insch G. S. Tacit knowledge in academia: A proposed model and measurement scale [J]. The Journal of Psychology, 2005, 139(6):495-512.
[173] Leonard, D., Sensiper, S. The role of tacit knowledge in group innovation [J]. California management review, 1998, 40(3): 112-132.
[174] Leonard, D. A., Swap, W. C. When Sparks Fly: Lighting Creativity in Groups [M]. Harvard Business School Press, Boston Mass, 1999.
[175] Leonard-Barton D. Core capabilities and core rigidities: a paradox in managing new product development [J]. Strategic Management Journal, 1992, 13(5):363-380.
[176] Leonard-Barton D. Wellsprings of Knowledge [M]. Boston : Harvard Business School Press, 1995.
[177] Leonard N.,Insch G. S. Tacit knowledge in academia: A proposed model and measurement scale [J]. The Journal of Psychology, 2005,139(6):495-512.
[178] Lesser, E. Prusak, L. Communities of Practice, Social Capital and Organizational Knowledge. IBM Institute of Knowledge Management, White paper, 1999.
[179] Levin, D. Z., Cross, R. The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer [J]. Management Science, 2004, 50(11): 1477-1490.
[180] Li X., Chen G.R. A local-world evolving network model [J]. Physica A 28(1-2): 274-286, 2003.
[181] Liang, D. W. The effects of top management team formation on firm performance and organizational effectiveness. Unpublished Doctoral Dissertation, 1994, Carnegie Mellon University, Pittsburgh, PA.
[182] Liedtka, J. M. Rosenblum, J. W. Shaping conversations: making strategy, managing change [J]. California Management review, 1996, 39 (1):141-157.
[183] Lin, N. Social resources and strength of ties: structural factors in occupational status attainment [J]. American Sociology review, 1981, 46: 393-405.
[184] Lin, N. Building a network theory of social capital [J]. Connections, 1999, 22 (1): 28-51.
[185] Lin, N. Social capital: A theory of social structure and action [M]. New York: Cambridge University Press, 2001.
[186] Lin, N., Fu, Y.-c.,等人. The position genetator: measurement techniques for investigations of social capital, Lin, N., Cook, K., and Burt, R. S. Social capital: Theory and research, New York, Aldine De Guyter, 2001.
[187] Lippman, S. A., R.P. Rumelt. Uncertain imitability: an analysis of interfirm differences in efficiency under competition [J]. Bell Journal of Economics, 1982, 13(2): 418-438.
[188] Lord, R., Maher, R. Alternative information-processing models and their implications for theory, research and practice [J]. Academy of Management Review, 1990, 15: 9-28.
[189] Loury, G. C. A dynamic theory of racial income differences, Wallace, P. A. and Mond, A. M. L. Women, Minorities and employment discrimination, Lexington, MA, Heath, 1977.
[190] Loury, G. The economics of discrimination: getting to the core of the problem [J]. Harvard journal of African American public policy. 1992, 1:91-110.
[191] Low, J. Siesfeld, T. Measures that matter [J]. Strategy and Leadership, 1998, 26 (2), 24-29.
[192] Lucas, R. E. Jr. On the mechanics of economic development [J]. Journal of Monetary Economics, 1988, (22): 3–42.
[193] Machlup, F. Stocks and flows of knowledge [J]. Kyklos. 1979, 32(1):400-411.
[194] Magnusson, M. G. Managing the Knowledge Landscape of an MNC: Knowledge Networking at Ericsson [J]. Knowledge and Process Management, 2004, 11 (4):261–272.
[195] Mansfield, E. Industrial Research and Technological Innovation: An Econometric Analysis [M]. New York: Norton & Company, 1968.
[196] March,J. G., Simon,H. A. Organizations [M]. New York: John Wiley. 1958.
[197] Marsden P. V., Lin N. Social Structure and Network Analysis [M]. Sage Publishers, Beverly Hills, CA, 1982, 105–130.
[198] Matusik S.F. AN EMPIRICAL INVESTIGATION OF FIRM PUBLIC AND PRIVATE KNOWLEDGE [J]. Strategic Management Journal, 2002, 23: 457–467.
[199] Maurer, I., Ebers, M. Dynamics of social capital and their performance implications: lessons from biotechnology start-ups [J]. Administrative Science Quarterly, 2006 51: 262-292.
[200] Mayer, R. C., Davis, J. H., Schoorman, F. D. An integration model of organizational trust [J]. Acad. Management Rev. 1995, 20: 709–734.
[201] McAllister, D. J. Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations [J]. Academy of Management Journal. 1995, 38:24–59.
[202] McCain, B. E., Charles O’Reilly, Jeffrey P. The effects of departmental demography on turnover: The case of a university [J]. Acad. Management J. 1983, 26: 626-641.
[203] McClelland, D.C., Testing for competence rather than for intelligence [J].American Psychologist,1973,28(1):1-24.
[204] McDaniel, M. A., Morgeson, F. P., Finnegan, E. B., Campion, M. A., Braverman, E. P. Use of situational judgment tests to predict job performance: A clarification of the literature [J]. Journal of Applied Psychology, 2001, 86:730–740.
[205] McDermott R. Why information technology inspired but cannot deliver knowledge management [J]. California Management Review , 1999, 41(4): 103–117.
[206] Mcfadyen, M. A., Cannella, A. A. Jr. Social capital and knowledge creation: diminishing returns of the number and strength of exchange relationships [J]. Academy of Management Journal. 2004, 47(5): 735-745.
[207] McGill, M.E., Slocum, J.w., and Lei, D.T. Management pracitces in learning organizations [J]. Organizational Dynamics, 1992, 21 (2): 5-17.
[208] McKeithan, K., Reitman, J., Rueter, H., Hirtle, S. Knowledge organization and skill differences in computer programmers [J]. Cognitive Psychology, 1981, 13: 307-325.
[209] Mclagan, P.A. Competency models [J]. Training & Development Journal, 1980,34(12):22-26.
[210] M ilgram, S. The small world problem [J]. Psychology Today, 1967, 2: 60～67.
[211] Mintzberg, H. The Nature of Managerial Work [M]. New York: Harper Row, 1973.
[212] Mirabil, R.J. Everything you want to know about competency modeling. Training & Development[J], 1997, August:75.
[213] Moon, H. S., Lee, J. D. A fuzzy set theory approach to national composite S&T indices [J]. Scientometrics, 2005, 64(1):67–83.
[214] Moran, P. Structural vs. Relational embeddedness: social capital and managerial performance [J]. Strategic management Journal. 2005, 26: 1129-1151.
[215] Moran, P., Ghoshal, S. Markets, firms and the process of economic development [J]. Academy of management reviview, 1999, 24: 390-412.
[216] Mustafa E., Goodwin, J. Network analysis, culture and the problem of agency [J]. American Journal of Sociology, 1994, 99 (6): 1411-1454.
[217] Motoweidlo, S.J., Borman, W.C. Schmit, M.J. A theory of individual differences in task performance and contextual performance [J]. Human Performance, 1997,10(2):71-83.
[218] Nahapiet J. and Ghoshal S. Social Capital, Intellectual Capital and the organizational Advantage [J]. Academy of Management Review, 1998, 23 (2):243.
[219] Neal, A., Griffin, M.A. Developing a model of individual performance for human resource management [J]. Asian Pacific Journal of Human Resource, 1999,37(2):44-59.
[220] Nelson, R. Why do firms differ, and how does it matter? [J] Strategic Management Journal, 1991, winter: 61-74.
[221] Nelson, R. R., Winter, S. G. The Evolutionary Theory of Economic Change [M]. Belknap Press of Harvard University Press: Cambridge, MA, 1982.
[222] Nerkar, A., Paruchuri, S. Evolution of R&D capabilities: the role of knowledge networks within a firm [J]. Management Science, 2005, 51(5): 771-785.
[223] Newman, M. E. J. Models of the small world [J ]. J. Stat. Phys. 2000, 101: 819～841.
[224] Newman, M. E. J. Assortative mixing in networks [J]. Phys. Rev. Let. 2002, 89: 208701.
[225] Newman, M. E. J. The structure and function of complex networks [J]. SIAM Review , 2003a, 45: 167-256.
[226] Newman, M. E. J. Why social networks are different from o ther types of network s [J]. Phy. Rev. E, 2003b, 68: 036122.
[227] Newman M. E. J.. Mixing patterns in networks [J]. Physical Review E, 2003c, 67:026126.
[228] Newman M. E. J. Park J. Why social networks are different from other types of networks [J]. Phys. Rev. E 68: 036122, 2003.
[229] Newman M.E.J., Watts D.J. Renormalization group analysis of the small-world network model [J]. Phys. Lett. A 1999, 263: 341-346.
[230] Nicolaou N., Birley S. Social networks in organizational emergence: the university spinout phenomenon [J]. Management Science, 2003, 49 (12):1702-1725.
[231] Nonaka I. The knowledge-creating company. Harvard Business Review [J], 1991: 96–104.
[232] Nonaka I. A dynamic theory of organizational knowledge creation [J]. Organization Science, 1994, 5(1):14-37.
[233] Nonaka I., Chishiki-Souzou K. A Theory of Organizational Knowledge Creation. Nihon Keizai Shimbun-sha, 1990, Tokyo (in Japanese).
[234] Nonaka I., Konno N. The concept of ba: building a foundation for knowledge creation [J]. California Management Review, 1998, 40(3):40-53.
[235] Nonaka I. and Ryoko T. The knowledge-creating theory revisited: knowledge creation as a synthesizing process [J]. Knowledge Management Research & Practice , 2003,1: 2–10.
[236] Nonaka I., Takeuchi H. The Knowledge-Creating Company [M]. Oxford University Press, 1995.
[237] Nunnally, J. Psychometric Theory [M]. 2nd ed. McGraw-Hill, New York, 1978.
[238] O’Dell, C., Grayson, C. J. If only we knew what we know identification and transfer of internal best practives [J]. California management review, 1998, 40 (3): 154-175.
[239] Oh, H., Labianca G., Chung M-H. A multilevel of group social capital [J]. Academy of Management Review. 2006, 31(3):569-592
[240] Okubo, Y. Bibliometric indicators and analysis of research systems. OECD STI working paper 1997, 1.
[241] Parise, S. Cross,R. Davenport, T.H. It’s not what but who you know: how organizational network analysis can help address knowledge loss crises [EB]. https://webapp.comm.virginia.edu/NetworkRoundtable/Portals/0/Public/Research/Lost_Knowledge_Roundtable_Paper.pdf, 2006.
[242] Pelled, L.H. Demographic diversity, conflict, and work group outcomes: An interveningprocess theory [J]. Organ. Sci. 1996, 7: 615–631.
[243] Pelz, D. C., Andrews, F. M. Scientists in Organizations: Productive Climates for Research and Development [M]. New York,: John Wiley and Sons, 1966.
[244] Pennar, K. The ties that lead to prosperity: the economic value of social bounds is only beginning to be measured [J]. Business week, 1997, 15 (12); 153-155.
[245] Polanyi, M. The Tacit Dimension [M]. London: Routledge & Kegan Paul, 1966.
[246] Polzer, J., Milton, L., Swann, W. Jr. Capitalizing on diversity: Congruence in small work groups [J]. Administrative Science Quarterly, 2002, 47: 296–324.
[247] Porter, M. E. Competitive strategy: Techniques for analyzing industries and competitors [M]. New York: Free Press. 1980.
[248] Porter, M. E. Competitive Advantage[M], New York:Free Press. 1985.
[249] Portes, A., Sensenbrenner, J. Embeddedness and immigration: notes on the social determinants of economic action [J]. American Journal of Sociology, 1993, 98: 1320-1350.
[250] Portes, A. Economic sociology and the sociology of immigration: A conceptual overview, the economic sociology of immigration. New York: Russell Sage Foundation, 1995.
[251] Portes, A. Social capital: its origins and applications in modern sociology [J]. Annul review of sociology, 1998, 24, 1-24.
[252] Prahalad, C. K. The Role of Core Competence of the Corporation[J]. Research Technology Management. 1993, (11 - 12): 40 - 47.
[253] Prahalad, C. K., Hamel, C. the Core Competence of the Corporation [J]. Harvard Business Review. 1990, (3): 79 - 91.
[254] Pritchard, R.D., Jones, S.D., Roth, P.L., Stuebing, K.K., Ekeberg, S.E. The evaluation of an integrated approach to measuring organizational productivity [J]. Personnel Psychology, 1989, 42(1):69-115.
[255] Putnam, R. D. Making democracy work: civic traditions in modern Italy [M]. Princeton: Princeton University Press, 1993a.
[256] Putnam, R. D. The prosperous community: social capital and public life [J]. American Prospect, 1993b, 13:35-42.
[257] Putnam, R. D. Bowling alone: America’s declining social capital [J]. Journal of democracy, 1995, 6(1): 65-78.
[258] Quinn,J.B. Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry [M]. New York :Free Press, 1992.
[259] Ramasco J.J., Morris S.A. Social inertia in collaboration networks [J]. Physical Review E, 2006, 73, 016122.
[260] Ravenscraft, D. Scherer, F. M. The Lag Structure of Returns to R&D [J]. Applied Economics. 1982, 14: 603–620.
[261] Reagans, R. Preferences, identity, and competition: predicting tie strength from demographic data [J]. Management Science, 2005, 51:1374-1383.
[262] Reagans R., McEvily B. Network Structure and Knowledge Transfer: The Effects of Cohesion and Range [J]. Administrative Science Quarterly, 2003, 48: 240–267.
[263] Reagans, R., and Zuckerman E. Networks, diversity and performance: The social capital of R&D units [J]. Organization Science, 2001, 12: 502–517.
[264] Rogers, C.R., Rosethlisberger, F.J. Barriers and gateways to communication [J]. Harvard Business Review, 1991, November-December, 105-111.
[265] Rogers, E. Diffusion of Innovations, 4th ed. Free Press, New York., 1995.
[266] Rogers, E.M., Kincaid, D.L. Communication networks: toward a new paradigm for research [M]. 1981, NewYork: the Free Press.
[267] Romer, P. Endogenous technical change [J]. Journal of Political Economy, 1990, (98):71–102.
[268] Ruggles, R. The state of the notion: knowledge management in practice [J]. California Management Revirew, 1998,40 (3): 80-89
[269] Rulke, D. L., Galaskiewicz, J. Distribution of knowledge, group network structure, and group performance [J]. Management Science, 2000, 46(5): 612-625.
[270] Rumelt, R. P. Diversification Strategy and Profitability [J]. Strategic Management Journal. October-December 1982: 359-369.
[271] Sandberg, J. Understanding human competence at work: an interpretative approach [J]. Academy of Management Journal, 2000, 43(1):9-25.
[272] Schmitt, N. & Chan, D. Personnel selection- A theoretical approach [M]. Sage Publications, 1998.
[273] Shah, P. P. Network destruction: the structural implications of downsizing [J]. Academy of Management Journal. 2000,43:101-112.
[274] Schiff, M. Social capital, labor mobility and welfare: the impact of uniting states [J]. Rationality and society, 1992, 4: 157-175.
[275] Schilling, Melissa A. and Phelps, Corey C., 2004. Interfirm Collaboration Networks: The Impact of Small World Connectivity on Firm Innovation. July 12 http://ssrn.com/abstract=564422
[276] Scott J. Social Network Analysis: A Handbook [M]. 2nd ed. Thousands Oaks, Calif: Sage Publications; 2000.
[277] Seibert, S. E., Kraimer, M. L., & Liden, R. C. A social capital theory of career success [M]. Academy of Management Journal. 2001, (44): 219–237
[278] Seufert A., Krogh G. V., and Bach A., Towards knowledge networking [J]. Journal of Knowledge Management, 1999, 3 (3): 180– 190.
[279] Senge P.M. The Fifth Discipline: Mastering the Five Practices of the Learning Organization. 1990.
[280] Singh J. Collaborative Networks as Determinants of Knowledge Diffusion Patterns [J]. Management Science. 2005, 51(5):756-770.
[281] 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 [J]. Academy of Management Journal, 2005, 48(2): 346–357.
[282] Smith, P.C., Kendall, L.M. Retranslation of expectations: an approach to the construction of unambiguous anchors for rating sacles [J]. Journal of Applied Psychology, 1963, 47:149-155.
[283] Solow, R. M. A contribution to the theory of economic growth [J]. Quarterly Journal of Economics, 1956, (70):65–94.
[284] Spencer, L. Spencer, M. Competence at work: Models for superior performance [M].
[285] Spender J-C, Grant RM. Knowledge and the firm: overview [J]. Strategic Management Journal, 1996, Winter Special Issue 17: 5-10.
[286] Sternberg, R. J., Forsythe, G. B., Hedlund, J., Horvath, J. A., Wagner, R. K., Williams, W.M., Snook, S., Grigorenko, E. L. Practical intelligence in everyday life [M]. 2000. New York: Cambridge University Press.
[287] Sternberg, R. J., Wagner, R. K., Williams, W. M., Horvath, J. A. Testing common sense [J]. American Psychologist, 1995, 50:912–927.
[288] Stevenson, W., Gilly, M. Information processing and problem solving: The migration of problems through formal positions and network ties [J]. Academy of Management Journal, 1991, 34: 918-928.
[289] Strogatz, S.H. Exloring complex network [J]. Nature, 2001, 410, 268-276.
[290] Sveiby, K.The New Organizational Wealth [M]. San Francisco: Berret-Koehler, 1997.
[291] Szulanski G. Intra-Firm Transfer of Best Practices Project. In proceedings of the American Productivity and Quality Centre, Houston, Texas, 1994 , 2-19.
[292] Szulanski G. Exploring internal stickiness: impedements to the transfer of best practice within the firm [J]. Strategic Management Journal, 1996, 17: 27-43.
[293] Teece, D. J., Pisano, G., Shuen, A. Dynamic Capabilities and Strategic Management [J]. Strategic Management Journal. 1997, (18): 509–533.
[294] Thomas, C. Y. Capital markets, financial markets and social capital [J]. Social and economic studies, 1996, 45(2):1-23.
[295] Tsai, W. Knowledge transfer in intra-organizational networks: Effects of network position and absorptive capacity on business unit innovation and performance [J]. Academy of Management Journal, 2001, 44: 996–1004.
[296] Tsai, W. and Ghoshal, S. Social capital and value creation: the role of intrafirm networks [J]. Acadamy of Management Journal, 1998, 41 (4): 464-476.
[297] Tsoukas, H. The firm as a distributed knowledge system: a constructionist approach [J]. Strategic Management Journal, 1996: 11-25.
[298] Tushman M. L. O’Reilly III C. A. Winning through innovation: A practical guide to leading organizational change and renewa [M]. Harvard Business School Press, 1997.
[299] Tushman M.L., Romanelli E. Uncertainty, Social Location and Influence in Decision Making: A Sociometric Analysis [J]. Management Science, 1983, 29(1):12-23.
[300] Uzzi, B., Spiro, J. Collaboration and Creativity: The Small World Problem [J]. American Journal of Sociology. 2005, 111( 2): 447–504.
[301] Van de Ven, A.H., Delbecq, A.L., Koenig, R. Jr. Determinants of coordination modes within organizations [J]. American Sociological Review, 1976, 41:322-338.
[302] Vani, D.超优势竞争--新时代的动态竞争理论与应用[M].台北市:远流出版事业股份有限公司, 1992.
[303] Verspagen, B., Duysters, G. The small worlds of strategic technology alliances.Technovation, 2003, 23.
[304] Walker, G. Network position and cognition in a computer software firm [J]. Admin. Sci. Quart. 1985, 30(1):103–130.
[305] Walsh, J. P., Ungson, G. R. Organizational memory [J]. Academy of Management Review, 1991, (16):57–91.
[306] Warnerfelt, B. A. Resource-based View of the Firm [J]. Strategic Management Journal. 1984.5 (2):171-180.
[307] Watts D. J. and Strogatz S. H. Collective dynamics of small-world networks [J]. Nature 1998, 393 (6684): 440–442.
[308] Weedman, J. Informal and formal channels in boundary-spanning communication [J]. Journal of the American Society for Information Science, 1992, 43: 257-267.
[309] Weick, K., Westley, F. Organizational learning: Affirming an oxymoron. In S. R. Clegg, C. Hardy, & W. Nord (Eds.), Handbook of organizational design: 1996, 440-458. Thousand Oaks, CA: Sage.
[310] Westphal, J., Milton, L. How experience and network ties affect the influence of demographic minorities on corporate boards [J]. Administrative Science Quarterly , 2000, 45:366–398.
[311] White, H. C. Management conflict and sociometric structure [J]. Amer. J. Sociology, 1961, 67(2):185–199.
[312] Wiig, K.M. Knowledge management: The central management focus for intelligent-acting organizations [M]. Arlingtonm, TX: Schema Press, 1994.
[313] Wollcock, M. Social capital and economic development: toward a theoretical synthesis and policy framework [J]. Theory and society, 1997, 27: 151-208.
[314] Yli-Renko, H., Autio, E.,等人. Social capital, knowledge acquisition and knowledge exploitation in young technology-based firms [J]. Strategy management Journal, 2001,22: 587-613.
[315] Yook S. H., Jeong H. and Barabási A.L.,等人. Weighted Evolving Networks [J]. Phys. Rev. Lett., 2001, 86: 5835-5838.
[316] Zaheer, A., B. McEvily, V. Perrone. Exploring the effects of interorganizational and interpersonal trust on performance [J]. Organ. Sci. 1998, 9:141-159.
[317] Zahra, S., George, G. Absorptive Capacity: A Review and Reconceptualization. Paper presented at the Academy of Management Best Paper Proceedings, Toronto, 2000.
[318] Zahra, S., George, G. International entrepreneurship: The current status of the field and future research agenda. In M. Hitt, D. Ireland, D. Sexton, & M. Camp (Eds.), Strategic entrepreneurship: Creating an integrated mindset: 255-288. Strategic Management Series. Oxford, UK: Basil Blackwell, 2002.
[319] Zalesny, M.D, Farace, F.V. Traditional versus open offices: A comparison of sociotechnical, social relations, and symbolic meaning perspectives [J]. Academy of Management Journal, 1987, 30:240-259.
[320] Zenger, T. R., Lawrence B. S. Organizational demography: The differential effects of age and tenure distributions on technical communication [J]. Acad. Management J. 1989, 32:353-376.
[321]彼得·德鲁克.管理时间[M].上海译文出版社, 1999年版, p137-155.
[322]彼得·杜拉克.21世纪的管理挑战[M],三联书店出版社,2000年版, p188.
[323]陈亮,陈忠,韩丽川,郭浩,朱音.从员工知识网络的角度研究知识型员工的细分[J].情报科学, 2008, 26(2): 214-217.
[324]池仁勇.区域中小企业创新网络形成、结构属性与功能提升:浙江省实证考察[J].管理世界. 2005,10:2-12.
[325]杜静,魏江.知识存量的增长机理分析[J].科学学与科学技术管理, 2004 ,1.
[326]格鲁特尔特和贝斯特纳尔,社会资本在发展中的作用[M].成都:西南财经大学出版社, 2004中文版.
[327]邝宁华,胡奇英,杜荣.知识型企业的“引导-服务-激励型”管理模式[J].管理科学学报,2004, 5.
[328]理查德·威廉姆斯.业绩管理[M],东北财经大学出版社,2003年版,p177.
[329]李长玲.知识存量及其测度[J].情报杂志, 2004, 7.
[330]李惠斌和杨雪冬,社会资本与社会发展[M].北京:社会科学出版社, 2000.
[331]李顺才,邹珊刚,常荔.知识存量与流量:内涵、特征及其相关性分析[J].自然辩证法研究, 2001, 4.
[332]刘常勇,谢洪明.企业知识吸收能力的主要影响因素[J].科学学研究, 2003 , 3.
[333]刘刚.知识积累和企业的内生成长[J].南开经济研究, 2002, 2.
[334]刘华安.流动农民社会支持网络的分析[J].四川行政学院学报, 2006, 6.
[335]刘军.法村社会支持网络――一个整体研究的视角[J].北京:社会科学出版社. 2006.
[336]罗家德.社会网分析讲义[M].北京:社会科学文献出版社, 2005. 4.
[337]孙海法,姚振华,严茂胜.高管团队人口统计特征对纺织和信息技术公司经营绩效的影响[J].南开管理评论, 2006, 6.
[338]王霄宁.基于社会网络分析的产业集群建模及实证检验[J].系统工程, 2005, 3.
[339]许国志等.系统科学[M ].上海:上海科技教育出版社, 2000.
[340]杨锐,黄国安.网络位置和创新――杭州手机产业集群的社会网络分析[J].工业技术经济, 2005, 7 .
[341]杨志锋,邹珊刚.知识资源、知识存量和知识流量:概念、特征和测度[J].科研管理, 2000, 4.
[342]杨俊华,郑岚.产科不同工龄护理人员对妊娠合并症产妇哺乳知识的掌握情况的调查[J].现代护理, 2007, 5.
[343]姚小涛,席酉民.以知识积累为基础的企业竞争战略观[J].中国软科学, 2001, 2.
[344]殷国鹏,莫云生,陈禹.利用社会网络分析促进意会知识管理[J].清华大学学报(自然科学版),2006, 1.
[345]朱国宏.经济社会学[M].上海,复旦大学出版社, 2003.
[346]周小虎,陈传明.企业社会资本和持续竞争优势[M].中国工业经济. 2004.