基于企业能力的自我中心型战略网络研究
|
摘要
在当代,企业联盟已经无处不在,成为企业获取竞争优势的重要手段。但是,企业长期以来一直热衷于参与各种各样的联盟,却忽略了对这些联盟的综合治理,而失去控制的联盟战略经常会导致企业陷入杂乱无章、失控的联盟网络中。企业自我中心型战略网络,是企业基于一系列联盟活动之上构成的一个联盟组合,企业通过管理战略网络,对客观网络结构进行主动控制与影响,从而更好的吸引并影响潜在合作者。
企业自我中心型战略网络是企业对客观生存环境的改造活动,单个企业面对环境时是弱小的,战略网络则增加了企业对环境的影响力。
第一章对战略网络的实践动因与理论脉络进行了剖析。网络概念最早源于社会网理论,被企业理论学者引入企业理论而产生企业网络的概念。企业网络具有自发性特征,并非每个企业都能充分享有网络利益,战略学者因此加入战略性元素,随着战略联盟理论的不断融入,战略网络概念逐渐被引入进来。但战略网络分析以战略联盟层面分析居多,同时采取一种集体主义分析方法,企业只是网络的参与者,对整个网络影响有限。企业网络是一种长期的组织形式,其内核是长期的能力分工。对企业而言长期生存基础在于其能力组合,因此战略网络的内核在于能力运营。
第二章首先对企业网络的动因、治理、绩效、演化等各个方面进行理论综述,然后对战略网络理论进行综述。由于本文是基于企业能力对网络进行分析,因此对企业能力理论也进行了综述。
第三章首先对客观化网络的阴暗面以及壁垒因素进行分析,在长期内企业的长期竞争能力会受到网络多种消极效应与壁垒因素的影响。本章指出了当前网络分析具有的局限,在此基础上提出企业应转变战略视角,以自身为轴建立与治理联盟,最终形成基于企业能力的自我中心型战略网络模型。战略网络可以分为客观网络层、个体联盟层和联盟组合层。此外,本章还对自我中心型战略网络各层面的能力活动与内部互动结构、网络特征、网络边界进行了分析。
第四章探讨了企业与处于自我中心型战略网络宏观层面的客观网络间的互动。企业在客观网络中所处的位置不同,受到网络结构特征的影响就不同。首先对客观网络的结构进行了分析。其次,对客观网络的治理机制(信任机制、声誉机制、合法性机制)进行分析。本文从时间维度出发,探讨了企业在网络中的关系嵌入,也反映了节点与网络的关系演进过程,企业网络有四个属性:社会属性、制度属性、能力属性、行为属性,企业在网络中的发展过程也是社会网络、能力网络、制度网络、行为网络多重属性网络的相互嵌入过程。本文指出衡量企业网络生态位的优劣有两个指标:网络中心度、网络中介度,它们反映与影响节点与
Today, strategic alliance is very popular. It is becoming one kind of significant measure capturing competitive advantage. Managers always have a hand in various kinds of alliance, yet they over look the comprehensive regulation to these coalitions, losing control of alliance cause the business to fall into in disorderly and unsystematic network that geting out of hand. The egocentric strategic network is that the enterprise participating a series of alliances, finally constituting an alliance portfolio. By means of controling strategic network, the central firm can affect objectively network structure, finally better affect the cooperaters. The strategic network is a part of the business strategy of firms. The power of a single firm is small and weak when confronts the environment, the strategic network added this power.Chapter 1 first analyzes the motive and grain of the network theory. The network concept is originated from the social network theory, and drew into the business network by strategic learners. The business network is spontaneous, not every firm be able to enjoy the network benefit, strategy learners hence drew into the strategy element, the strategic network finally presented. Yet the strategy network analysis in the majority take one kind of collectivism analysis means moreover, the firm is just network participator, its network effect is finite. The business network is one kind of long-term division network of capability;hence strategic network is a matter of capability operation.Chapter 2 first summarizes the motive, regulation, and evolution aspects of the network theory. Secondly summarize the strategy network theory. Finally summarize the capability theory.Chapter 3 first analyzes the dark side of the objectively network and network barracks. In the long run the business capability will be subjected to the negative effect of network in many kinds of effects. It points out the significance of affecting the network. Secondly it points out that there are great limitations in the popular network analysis, the firm should transform the strategy visual angle, establish and administer the egocentric strategic network. The egocentric strategic network may be divided into the individual alliance, alliance portfolio, objectively network. Hence the internal dynamic relationship structure, the feature and strategy network border will be analyzed.Chapter 4 analyzes the dynamic relationship structure between the firm and the objective network. The effect the firm be subjected to the network architecture feature
is differential along with its network status. First it analyzes the network architecture feature. Secondly it analyzes the network governance mechanism to objectively network (trust mechanism, reputation mechanism, and legality mechanism) . Through the time dimension analyze the embedded relationship, the network possesses four properties: social property, institutional property, capability property, and action property. There are two measurements for firm's network ecologic status: network centrality and betweenness centrality. It points out that the human network enlarges the boundary of the strategic network.Chapter 5 analyzes the essential element of strategy network-the individual alliance from process and structure respects. The process governance is originated from the alliance life cycle. There are such several phases: ready phase, formation phase, operation phase, disintegration. The governance structure is originated from the equilibrium idea, the business alliance will follow the strategy target equilibrium (profit together with cost equilibrium), the governance measure equilibrium (formally together with informal governance). First of all analyze the capability profit against the cost of the alliance. The alliance governance is based on two kinds of measure: trust and control, probe into the differential effect that they adjust the alliance strategy target.Chapter 6 probes into the administration of alliance portfolio. First of all it analyzes the room that the alliance portfolio occupies: geography dimension, marketspace dimension. Secondly through the multistage of capability life cycle it analyzes the design of the alliance portfolio based on capability. On this base it proposes the strategy network matrix: alliance-capability portfolio. There are different values among different alliances. The firm needs to choose enter, maintain, recombine, and exit alliances on the successive time dimension. Managing alliance portfolio takes capability operation idea as guide, the essence is the capability selection, development, intervene, maintain, evacuate on the successive time dimension. Thirdly analyzes the dynamic cooperation mechanism among different alliances. Managing alliance portfolio needs the support of the alliance function and business culture.Chapter 7 probes into the industrial cases of software, depict the strategic network concreting progress, 1, industrial structure analysis, 2, the industrial value distribution, the capability property of the software industry, 3, the strategy network pattern of the software industry, 4, go into strategy network constructing, 5, evaluate the networkChapter 8 is conclusion, summarize briefly main innovation point. Summarize
the deficiency and point out the research orientation further. Innovation point:1, Consider the relationship between the network and the enterprise based on strategy, takes the capability development as the point of departure, construct the ego central strategic network enrich the network theory further.2, Point out the ego central strategic network may be divided into the element layer (individual alliance), noumenon layer (alliance portfolio), objectively network layer. Analyze capability dynamic mechanism along with three layers in the strategy network.3, Propose to individual alliance governance mechanism based on capability. The alliance will follow the strategy equilibrium target: profit together with cost equilibrium, the governance measure equilibrium (formally together with informal governance). The alliance governance is based on two kinds of measure: trust and control, probe into the different effect that they adjust the alliance strategy target.4, Propose the research framework on alliance portfolio, through the multistage of capability life cycle analyzing the design of the alliance portfolio based on business capability. On this base proposes the strategy network matrix: alliance-capability portfolio. Analyze the dynamic cooperation mechanism among alliance portfolio.
企业自我中心型战略网络是企业对客观生存环境的改造活动,单个企业面对环境时是弱小的,战略网络则增加了企业对环境的影响力。
第一章对战略网络的实践动因与理论脉络进行了剖析。网络概念最早源于社会网理论,被企业理论学者引入企业理论而产生企业网络的概念。企业网络具有自发性特征,并非每个企业都能充分享有网络利益,战略学者因此加入战略性元素,随着战略联盟理论的不断融入,战略网络概念逐渐被引入进来。但战略网络分析以战略联盟层面分析居多,同时采取一种集体主义分析方法,企业只是网络的参与者,对整个网络影响有限。企业网络是一种长期的组织形式,其内核是长期的能力分工。对企业而言长期生存基础在于其能力组合,因此战略网络的内核在于能力运营。
第二章首先对企业网络的动因、治理、绩效、演化等各个方面进行理论综述,然后对战略网络理论进行综述。由于本文是基于企业能力对网络进行分析,因此对企业能力理论也进行了综述。
第三章首先对客观化网络的阴暗面以及壁垒因素进行分析,在长期内企业的长期竞争能力会受到网络多种消极效应与壁垒因素的影响。本章指出了当前网络分析具有的局限,在此基础上提出企业应转变战略视角,以自身为轴建立与治理联盟,最终形成基于企业能力的自我中心型战略网络模型。战略网络可以分为客观网络层、个体联盟层和联盟组合层。此外,本章还对自我中心型战略网络各层面的能力活动与内部互动结构、网络特征、网络边界进行了分析。
第四章探讨了企业与处于自我中心型战略网络宏观层面的客观网络间的互动。企业在客观网络中所处的位置不同,受到网络结构特征的影响就不同。首先对客观网络的结构进行了分析。其次,对客观网络的治理机制(信任机制、声誉机制、合法性机制)进行分析。本文从时间维度出发,探讨了企业在网络中的关系嵌入,也反映了节点与网络的关系演进过程,企业网络有四个属性:社会属性、制度属性、能力属性、行为属性,企业在网络中的发展过程也是社会网络、能力网络、制度网络、行为网络多重属性网络的相互嵌入过程。本文指出衡量企业网络生态位的优劣有两个指标:网络中心度、网络中介度,它们反映与影响节点与
Today, strategic alliance is very popular. It is becoming one kind of significant measure capturing competitive advantage. Managers always have a hand in various kinds of alliance, yet they over look the comprehensive regulation to these coalitions, losing control of alliance cause the business to fall into in disorderly and unsystematic network that geting out of hand. The egocentric strategic network is that the enterprise participating a series of alliances, finally constituting an alliance portfolio. By means of controling strategic network, the central firm can affect objectively network structure, finally better affect the cooperaters. The strategic network is a part of the business strategy of firms. The power of a single firm is small and weak when confronts the environment, the strategic network added this power.Chapter 1 first analyzes the motive and grain of the network theory. The network concept is originated from the social network theory, and drew into the business network by strategic learners. The business network is spontaneous, not every firm be able to enjoy the network benefit, strategy learners hence drew into the strategy element, the strategic network finally presented. Yet the strategy network analysis in the majority take one kind of collectivism analysis means moreover, the firm is just network participator, its network effect is finite. The business network is one kind of long-term division network of capability;hence strategic network is a matter of capability operation.Chapter 2 first summarizes the motive, regulation, and evolution aspects of the network theory. Secondly summarize the strategy network theory. Finally summarize the capability theory.Chapter 3 first analyzes the dark side of the objectively network and network barracks. In the long run the business capability will be subjected to the negative effect of network in many kinds of effects. It points out the significance of affecting the network. Secondly it points out that there are great limitations in the popular network analysis, the firm should transform the strategy visual angle, establish and administer the egocentric strategic network. The egocentric strategic network may be divided into the individual alliance, alliance portfolio, objectively network. Hence the internal dynamic relationship structure, the feature and strategy network border will be analyzed.Chapter 4 analyzes the dynamic relationship structure between the firm and the objective network. The effect the firm be subjected to the network architecture feature
is differential along with its network status. First it analyzes the network architecture feature. Secondly it analyzes the network governance mechanism to objectively network (trust mechanism, reputation mechanism, and legality mechanism) . Through the time dimension analyze the embedded relationship, the network possesses four properties: social property, institutional property, capability property, and action property. There are two measurements for firm's network ecologic status: network centrality and betweenness centrality. It points out that the human network enlarges the boundary of the strategic network.Chapter 5 analyzes the essential element of strategy network-the individual alliance from process and structure respects. The process governance is originated from the alliance life cycle. There are such several phases: ready phase, formation phase, operation phase, disintegration. The governance structure is originated from the equilibrium idea, the business alliance will follow the strategy target equilibrium (profit together with cost equilibrium), the governance measure equilibrium (formally together with informal governance). First of all analyze the capability profit against the cost of the alliance. The alliance governance is based on two kinds of measure: trust and control, probe into the differential effect that they adjust the alliance strategy target.Chapter 6 probes into the administration of alliance portfolio. First of all it analyzes the room that the alliance portfolio occupies: geography dimension, marketspace dimension. Secondly through the multistage of capability life cycle it analyzes the design of the alliance portfolio based on capability. On this base it proposes the strategy network matrix: alliance-capability portfolio. There are different values among different alliances. The firm needs to choose enter, maintain, recombine, and exit alliances on the successive time dimension. Managing alliance portfolio takes capability operation idea as guide, the essence is the capability selection, development, intervene, maintain, evacuate on the successive time dimension. Thirdly analyzes the dynamic cooperation mechanism among different alliances. Managing alliance portfolio needs the support of the alliance function and business culture.Chapter 7 probes into the industrial cases of software, depict the strategic network concreting progress, 1, industrial structure analysis, 2, the industrial value distribution, the capability property of the software industry, 3, the strategy network pattern of the software industry, 4, go into strategy network constructing, 5, evaluate the networkChapter 8 is conclusion, summarize briefly main innovation point. Summarize
the deficiency and point out the research orientation further. Innovation point:1, Consider the relationship between the network and the enterprise based on strategy, takes the capability development as the point of departure, construct the ego central strategic network enrich the network theory further.2, Point out the ego central strategic network may be divided into the element layer (individual alliance), noumenon layer (alliance portfolio), objectively network layer. Analyze capability dynamic mechanism along with three layers in the strategy network.3, Propose to individual alliance governance mechanism based on capability. The alliance will follow the strategy equilibrium target: profit together with cost equilibrium, the governance measure equilibrium (formally together with informal governance). The alliance governance is based on two kinds of measure: trust and control, probe into the different effect that they adjust the alliance strategy target.4, Propose the research framework on alliance portfolio, through the multistage of capability life cycle analyzing the design of the alliance portfolio based on business capability. On this base proposes the strategy network matrix: alliance-capability portfolio. Analyze the dynamic cooperation mechanism among alliance portfolio.
引文
[1] Aldrich, H. & Whetten, D. A. Organization-Sets, Action-Sets, and Networks: Making the Most of Simplicity [C], in P. C. Nystrom and W. H. Starbuck (eds.), Handbook of Organizational Design. New York: Oxford University Press, 1981:385-408
[2] Allen, D. L. & Tushman, M. R&D Performance as a Function of Internal Communication, Project Management and the Nature of Work [J]. IEEE Transactions on Engineering Management, EM-27 (1). 1980
[3] Arino, A. & Torre, J. Learning from Failure: Towards an Evolutionary Model of Collaborative Ventures [J]. Organization Science: A Journal of the Institute of Management Sciences, 1998, 9(3):306-325
[4] Barley, S. R., Freeman, J. & Hybels, R. C. Strategic Alliances in Commercial Biotechnology, in Nohria, N. and Eccles, R. G. (eds.), Networks and Organizations [C].Boston: Harvard Business School Press, 1992;311-47
[5] Bamford, J. & Ernst, D. Managing an alliance portfolio [J]. McKinsey Quarterly, 2002 Issue 3:28-39
[6] Barney, J. B. Returns to Bidding Firms in Mergers and Acquisitions: Reconsidering the Relatedness Hypothesis [J]. Strategic Management Journal, 1988, 9 (Special Issue):71-78
[7] Barney, J. Firm Resources and Sustained Competitive Advantage [J]. Journal of Management, 1991, 17(1)
[8] Barringer, B.R. & Harrison,J.S.WalkingaTightrope: Creating Value Through Interorganizational Relationships [J]. Journal of Management, 2000, 26(3):367-403
[9] Black, J. A. & Boal, K. B. Strategic resources: Traits, configurations and paths to sustainable competitive advantage[J]. Strategic Management Journal, 1994, 15(Special Issue): 131-148
[10] Blyler, M. & Coff, R. W. Dynamic capabilities, social capital, and rent appropriation: ties that split pies [J].Strategic Management Journal, 2003, 24(7):677-686
[11] Nooteboom, B. Trust, opportunism and governance: A process of control mode [J]. Organization Studies 1996, 17:985-1010
[12] Borys, B., & Jemison, D. B. Hybrid arrangements as strategic alliances.' Theoretical issues in organizational combinations [J]. Academy of Management Review, 1989 14:234-249
[13] Burgelman, R. A. Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments [J]. Administrative Science Quarterly, 1994, 39 (1):24-56
[14] Burt, R. S. Positions in Multiple Network Systems, Pt. One: A General Conception of Stratification and Prestige in a System of Actors Cast as a Social Topology [J]. Soc. Forces 1977,56(1): 106-31
[15] Burt, R. S. Structural holes: The social structure of competition [M]. Cambridge: Harvard University Press, 1992
[16] Carlos, G. P. & Nitin N. Local versus global mimetism: the dynamics of alliance formation in the automobile industry [J]. Strategic Management Journal,2002, 23(4):307-321
[17] Carney, M. The competitiveness of networked production: The role of trust and asset specificity [J]. Journal of Management Studies,1998, (35) 4:457-479
[18] Chaharbaghi, K. & Lynch, R. Sustainable competitive advantage: towards a dynamic resource-based strategy [J]. Management Decision, 1999, 37(1), 45-50
[19] Chan, P. S. & Harget, C. E. Strategic Alliance Life Cycle Model: Relevant Key Success Factors [J]. American Business Review, 1993, 11(2):21-28
[20] Cohen, W. M., & Levinthal, D. A. Absorptive capacity: A new perspective on learning and innovation [J]. Administrative Science Quarterly, 1990, 35(1): 128-144
[21]Conner, K. R. A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm? [J] Journal of Management, 1991, 17(1):34,121
[22] Das, T. K. & Teng, B.S. Trust, Control, and Risk in Strategic Alliances: An Integrated Framework [J]. Organization Studies (Walter de Gruyter GmbH & Co. KG.), 2001, 22(2):251-283
[23] Das, T. K. & Teng B. S. Managing risks in strategic alliances [J]. Academy of Management Executive, 1999, 13(4):50-62
[24] D'Aunno, T. A. & Zuckerman, H. S. A life-cycle model of organizational federations: The case of hospitals [J]. Academy of Management Review, 1987,12: 543-545
[25] Devlin, G. & Bleackley, M. Strategic alliances-- Guidelines for success [J]. Long Range Planning, 1988,21(5): 18-23
[26] Doz, Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes? [J]. Strategic Management Journal, 1996, 17:55-83
[27] Doz, Y. L. & Hamel, G. Alliance advantage [M]. Boston: Harvard Business School Press, 1998
[28] Dubini, P. & Aldrich, H. Personal and Extended Networks Are Central to the Entrepreneurial Process [J]. Journal of Business Venturing, 1991, 6(5), 305-313
[29] Dyer, J. H., Kale, P. & Singh, Harbin How To Make Strategic Alliances Work [J]. MIT Sloan Management Review, 2001, 42(4):37-43
[30] Dyer, J. H. & Singh, H. The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage [J]. Academy of Management Review, 1998, 23(4):660-679
[31] Ebers, M. & Jarillo, J. C. Prefac. In M. Ebers & J. C. Jarillo (Eds.), The construction, forms, and consequences of industry network[C]. New York: International Studies of Management Organization. 1998 : 3-21
[32] Eisenhardt, K. & Schoonhoven, C. Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms [J]. Organization Science, 1996, 7(2):136-150
[33] Emerson, R. M. Power-dependence relations [J]. American Sociological Review, 1962, 27:31-41
[34] Etzioni,A.The Moral Dimension:Toward a New Economics[M]. New York: Free Press, 1988
[35] Fl(?)ysand, A. J., & Stig, E. Clusters, Social Fields, and Capabilities [J]. International Studies of Management & Organization, 2001, Winter, 31(4):35-55
[36] Gallon, M. R. & Stillman, H. M. Putting core competency thinking into practice [J].Research Technology Management, 1995, 38(3): 9, 20
[37] George, V. P. & Farris, G. Performance of alliances: Formative stages and changing organizational and environmental influences [J]. R & D Management, 1999, 29(4):379-389
[38] Glaister, K. W. & Buckley, P. J. Strategic Motives For International Alliance Formation [J]. Journal of Management Studies, 1996, 33(3):301-332
[39] Gnyawali, D. R. & Madhavan, R. Cooperative Networks and Competitive Dynamics: A Structural Embeddedness Perspective [J]. Academy of Management Review, 2001, 26(3): 431-445
[40] Gomes, C. The alliance revolution: the new shape of business rivalry [M]. Harvard University Press Cambridge, 1996
[41] Grandori, A. An organizational assessment of interfirm coordination modes [J]. Organization Studies, 1997, 18: 897-925
[42] Granovetter, M.S. The strength of weak ties [J]. American Journal of Sociology. 1973, 78(6): 1360-80
[43] Grant, R. M. The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation [J]. California Management Review, 1991, 33 (3): 114-135
[44] Grant, Robert M., & Charles, B.F. A Knowledge Accessing Theory of Strategic Alliances [J]. Journal of Management Studies, 2004, 41(1):61-84
[45] Gray, B. & Yan, A. "Formation and Evolution of IJVs," in Cooperative Strategies: Asian Pacific Perspectives[C]. Paul W. Beamish and J. Peter Killing, eds. San Francisco: New Lexington Press. 1997
[46] Gulati, R.The dynamics of alliance formation [D]. Unpublished doctoral dissertation, Harvard University, Cambridge, 1993
[47] Gulati, R. Alliances and networks [J]. Strategic Management Journal, 1998, 19(4):293-317
[48] Gulati, R. Network location and learning: the influence of network resources and firm capabilities on alliance formation' [J]. Strategic Management Journal. 1999, 20, 5, 397-20
[49] Gulati, R., Nohria, N. & Zaheer, A. Strategic networks [J]. Strategic Management Journal, 2000, 21(Special Issue): 203-215
[50]Hagedoorn, Johm Roijakkers, Nadine, Van Kranenburg, Hans Inter-Firm R&D Networks: the Importance of Strategic Network Capabilities for High-Tech Partnership Formation[J]. British Journal of Management;Mar2006, 17(1), 39-53
[51]Hamel, G. Competition for Competence and Inter Partner Learning Within International Strategic Alliances [J]. Strategic Management Journal, 1991,12 (Summer):83-103
[52] Hansen, M. T. The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits [J]. Administrative Science Quarterly, 1999, 44(1)
[53] Hakansson, H., & Snehota, I. Developing relationships in business networks [M]. London: Routledge. 1995
[54] Harrigan, K. R. Joint ventures: A mechanism for creating strategic change [C]. In A. Pettigrew & M. Basil (Eds.). The management of strategic change. Cambridge, MA: Blackwell, 1988
[55] Helfat, C. E. & Peteraf, M A. The Dynamic Resource-Based View: Capability Lifecycles [J]. Strategic Management Journal, 2003, 24 (10):997-1010
[56] Henderson, R. M., & Clark, K. B. Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms[J]. Administrative Science Quarterly, 1990, 35(1):9-30
[57] Hennart. A transaction costs theory of equity joint ventures [J]. Strategic Management Journal, 1991,9:361-374
[58] Hite, J. M. & Hesterly, W. S. The Evolution Of Firm Networks: From Emergence To Early Growth Of The Firm [J]. Strategic Management Journal, 2001, 22(3):275-286
[59] Jan I. J.,& Harold E K. The Effect of Social Networks on Resource Access and Business Start-ups [J].European Planning Studies, 2002, 10(8), 1039-1046
[60] Jarl, B.O. & Michael,A. B. Strategic Networks Among Small Firms: Implications For Strategy Research Methodology [J].Journal of Management Studies, 1995, 32(4):419-441
[61] Jarl, B.O. & Morten, H. Informal Strategic Networks and the Board of Directors. Entrepreneurship: Theory & Practice, 1993, 18(1):23-36
[62] Jarillo. On strategic network [J]. Strategic management journal, 1988,9(1):31-41
[63] Jeffrey H. D. & Chu Wo The determinants of trust in supplier-automaker relationships in the U.S., Japan, and Korea [J]. Journal of International Business Studies. Washington: Second Quarter 2000, 31(2), p. 259
[64] Kanter, R. M. The Change Masters, [M]. Now York: Simon & Schuster. 1983
[65] Katz, R. (ed.). Managing Professionals in Innovative Organizations: A Collection of Readings [M]. New York: Harper Business. 1988
[66] Killing, J. How to make a global joint venture work [J]. Harvard Business Review, 1982, 60: 120-127
[67] Kogut, B. Joint ventures: Theoretical and empirical perspectives [J]. Strategic Management Journal, 1988,9:319-332
[68] Langlois, R. & Robertson, P. L. Firms, Markets and Economic Change. A Dynamic Theory of Business Institutions [M]. London: Routledge,1995
[69] Larsson, R. The Handshake Between Invisible and Visible Hands [J]. International Studies of Management & Organization, 1993, 23(1):87-106
[70] Lawrence, T. B., Hardy, C. & Phillips, N. Institutional Effects Of Interorganizational Collaboration: The Emergence Of Proto-Institutions [J].Academy of Management Journal, 2002, 45 (1):281-290
[71] Leifer, R. & Mills, E K..An information processing approach for deciding upon control strategies and reducing control loss in emerging organizations [J]. Journal of Management, 1996. 22:113-137
[72] Levinthal, D. A. & March, J. G..The Myopia Of Learning [J]. Strategic Management Journal, 1993 Special Issue, 14(8):95-112
[73] Lorenzoni, G. & Charles, B. F. Creating a strategic center to manage a web of partners [J]. California Management Review, 1995, 37(3):146-163
[74] Luo, Y. D. Dynamic Capabilities In International Expansion.Journal of World Business, 2000, 35(4): 355
[75] Macneil, I. Contracts: Adjustments of Long-Term Economic Relations under Classical, Neoclassical, and Relational Contract Law [J]. Northwestern University Law Review, LCCII 1978:854-906
[76] Madhok, A. Cost, Value and Foreign Market Entry Mode: The Transaction and The Firm [J]. Strategic Management Journal, 1997, 18(1): 39-61
[77] Mahoney, J. T. & Pandian, J. R. The Resource-Based View Within The Conversation Of Strategic Management[J].Strategic Management Journal, 1992, 13(5):363-380
[78] March, J. G. Exploration And Exploitation In Organizational Learning [J].Organization Science: A Journal of the Institute of Management Sciences,1991,2(1):71-87
[79] Mariti, P. & R.H. Smiley. Cooperative Agreements and The Organization of Industry [J]. Journal of Industrial Economics 1983, 31:437-451
[80] McEvily, B. & Zaheer, A. Bridging ties: A source of firm heterogeneity in competitive capabilities [J]. Strategic Management Journal, 1999,31 (4):35-55
[81] Meagher, K. & Rogers, M. Network density and R&D spillovers [J]. Journal of Economic Behavior & Organization, 2004, 53(2):237-260
[82] Meyer, J. & Rowan, B. Institutionalized organizations: Formal structure as myth and ceremony [J]. American Journal of Sociology, 1977,83:340-363
[83] Miles, R. E. & Snow, C. C. Causes of Failure in Network Organizations [J]. California Management Review, 1992, Summer 34(4):53-72
[84] Miles, R.E. & Snow, C. C. Designing strategic human resource systems [J]. Organizational Dynamics, 1984, 13(1): 36-52
[85] Miller, D. & Shamsie, J. The resource-based view of the firm in two environments: The Hollywood film studios from 1936 to 1965 [J]. Academy of Management Journal,1996,39: 519-543
[86] Chen, M. J. Competitor Analysis And Interfirm Rivalry: Toward A Theoretical Integration [J]. Academy of Management Review, 1996, 21(1):100-134
[87] Mitchell, W., Dussauge, E & Garrette, B. Alliances With Competitors: How to Combine and Protect Key Resources? [J]. Creativity & Innovation Management, 2002, 11(3), 203-223
[88] Morten T. H. Knowledge networks: Explaining effective knowledge sharing in multiunit companies [J]. Organization Science. Linthicum: 2002,13(3);232-249
[89] Mowery, D. C., Oxley, Joanne E.,& Silverman, Brian S.. Strategic Alliances And Interfirm Knowledge Transfer [J]. Strategic Management Journal, 1996 Winter Special Issue, 17:77-91
[90] Nalebuff, B. J. & Brandenburger, A. M. The Right Game: Use Game Theory to Shape Strategy [J]. Harvard Business Review, 1995, (73) 4:57-71
[91] Nelson, Lawrence, T. B. & Hardy, C. Inter-Organizational Collaboration And The Dynamics Of Institutional Fields [J]. Journal of Management Studies,2000,37(1):23-45
[92] Norman, P. M. Are Your Secrets Safe? Knowledge Protection in Strategic Alliances [J]. Business Horizons, 2001, 44(6):51-60
[93] Nooteboom. Inter-firm alliances: analysis and design [D]. London: Routledge 1999
[94] Nti, K.O. & Kumar, Rajesh. Differential Learning in Alliances [J]. Cooperative Strategy, 2000, 119-134
[95] Oliver, A. L. & Liebeskind, J. P. Three Levels of Networking for Sourcing Intellectual Capital in Biotechnology: Implications for Studying Interorganizational Networks [J]. International Studies of Management & Organization, 1997, 27(4):76-103
[96] Oliver, C. Determinants of interorganizational relationships: Integration and future directions [J]. Academy of Management Review. 1990:241-65
[97] Oliver, C. Strategic Responses To Institutional Processes [J]. Academy of Management Review, 1991, 16(1): 145-79
[98] Parise, S. & Casher, A. Alliance portfolios: Designing and managing your network of business-partner relationships[J]. Academy of Management Executive, 2003, 17(4):25-39
[99] Parkhe, A. Interfirm diversity, organizational learning and longevity in global strategic alliances [J]. Journal of International Business Studies. 1991, 22:579-601
[100] Park, S. H. Managing an Interorganizational Network: A Framework of the Institutional Mechanism for Network Control [J]. Organization Studies (Walter de Gruyter GmbH & Co. KG.), 1996, 17(5):795-824
[101] Perry, J. E. & Shalley, C.E. The social side of creativity: A static and dynamic social network perspective [J]. Academy of Management Review. 2003, 28, 89-106
[102] Pfeffer, J. & Salancik, G.R.. The external control of organization: a resource dependence perspective [M]. New York: Harper&Row, 1978
[103] Portes, A. & Sensenbrenner, J. Embeddedness and immigration: Notes on the social determinants of economic action [J]. American Journal of Sociology. 1993, 98:1320-1350
[104] Powell. "Neither market nor hierarchy: Network forms of organization." In Barry M. Staw and L. L. Cummings (eds.), Research in Organizational Behavior, 1990 12: 295-336. Greenwich, CT: JAI Press
[105] Powell, W. W. & Brantley, P. Competitive cooperation in biotechnology: Learning through networks? In N. Nitin & R. Eccles (Eds.), Networks and organizations [C]. Boston: Harvard Business School Press,1992:366-394
[106] Prahalad, C. K. & Hamel, G. The core competence of the corporation [J]. Harvard Business Review, 1990, 68(3): 79-91
[107] Ray, G., Barney, J. B. & Muhanna, W. A. Capabilities, Business Processes, And Competitive Advantage: Choosing The Dependent Variable In Empirical Tests Of The Resource-Based View [J]. Strategic Management Journal, 2004, 25(1):23-37
[108] Richard, M. Toward A Synthesis Of The Resource-Based And Dynamic-Capability Views Of Rent Creation[J].Strategic Management Journal,2001, 22(5), 15, 387
[109] Ring, P. S. & Ven, A. H. Structuring cooperative relationships between organizations [J]. Strategic Management Journal, 1992, 13(7):483-498
[110] Ring, P. S. & Ven, A. H. Developmental processes of cooperative interorganizational relationships [J]. Academy of Management Review, 1994, 19(1):90-118
[111] Roberts, E. & Hauptman, O. The Process of Technology Transfer to the New Biomedical and Pharmaceutical Firm [J]. Research Policy, 1986, 15:107-19
[112] Rumelt, R. P. Towards a strategic theory of the firm [C]. In R. B. Lamb (Ed.), Competitive strategic management: 556-570. Englewood Cliffs, NJ: Prentice-Hall 1984
[113] Saxton, T. The Effects of Partner and Relationship Characteristics on Alliance Outcomes [J]. Academy of Management Journal, 1997, 40:443-61
[114] Seabright, M.A., Levinthal, D. A. & Fichman, M. Role Of Individual Attachments In The Dissolution Of Interorganizational Relationship [3]. Academy of Management Journal, 1992, 35(1):122-160
[115] Shan,W. An empirical analysis of organizational strategies by entrepreneurial high technology firms [J]. Strategic Management Journal, 1990,11 : 129-139
[116] Sobrero, R. The trade-off between efficiency and learning in interorganizational relationships for product development [J]. Management Science. Linthicum: Apr 2001, 47(4): 493
[117] Spekman, R. E., Forbes III, T. M. & Isabella, L. A. et al. Thomas C.. Alliance management: A view from the past and a look to the future [J]. Journal of Management Studies, 1998, 35(6):747-772
[118] Steve, N, & Ioannis, M. Strategic networks: morphology, epistemology and praxis[J]. International Journal of Operations & Production Management, 1995, 15 ( 11 ), 53-61
[119] Stinchcombe, A. L. Contracts as Hierarchical Documents, in Organization Theory and Project Management [C]. Arthur L. Stinchcombe and Carol A. Heimer (eds.), Administering Uncertainty in Norwegian Offshore Oil. Oslo: Universitetsforlaget, 1985:121-71
[120] Stuart, T. E. Network Positions and Propensities to Collaborate: An Investigation of Strategic Alliance Formation in a High-technology Industry [J]. Administrative Science Quarterly, 1998, 43(3):668-698
[121] Tailan, C. Strstegic Trading In Strategic Resources: Necessary Conditions, Transaction Cost Problems ,and Choice of Exchange Structure [J]. Management Journal, 1994,15(4): 271-290
[122] Teece, Towards an Economic Theory of the Multiproduct Firm [J]. Journal of Economic Behavior and Organization, 1982.3:39-63
[123] Teece, D. J., Pisano, G. & Shuen, A. Dynamic Capabilities and Strategic Management [J]. Nature & Dynamics of Organizational Capabilities, 2000:334-362
[124] Teo, H. H., Wei, K. K. & Benbasat, I. Predicting Intention To Adopt Interorganizational Linkages: An Institutional Perspective [J]. Mis Quarterly, 2003, 27(1): 19-49
[125] Thorelli, H. B. Networks: Between Markets and Hierarchies [J]. Strategic Management Journal, 1986,7:37-51
[126] Das T. K. & Teng B.S. Resource and risk management in the strategic alliance making process [J]. Journal of Management, 1998,24(1), 21-42
[127] Das T. K. & Teng B.S. A Resource-Based Theory of Strategic Alliances [J]. Journal of Management, 2000,26(1):31-61
[128] Tsai, W. & Ghoshal, S. Social capital and value creation: The role of intrafirm networks [J]. Academy of Management Journal, 1998, 41 (4):464-476
[129] Vivas, L. S. Competitive advantage and strategy formulation: The key role of dynamic capabilities[J].Management Decision, 2005, 43(5):661-669
[130] Von, H. E. The Sources of Innovation [M]. Oxford: Oxford University Press. 1988
[131] Walker, G. & Kogut, B. Social Capital, Structural Holes and the Formation of an Industry Network [J].Organization Science: A Journal of the Institute of Management Sciences, 1997,8(2):109-125
[132] Wasserman, S. & Faust, K. Social network analysis: Methods and applications [M]. Cambridge: Cambridge University Press, 1994
[133] Wernerfelt, B. A resource based view of the firm [J]. Strategic management journal 1984, 5(2):171-180.
[134] White, H. C. Where do markets come from? [J]. American Journal of Sociology, 1981, 87:517-547
[135] Zajac, E. J. & Olsen, C. P. From Transaction Cost To Transactional Value Analysis: Implications For The Study Of lnterorganizational [J]. Strategies Journal of Management Studies, 1993, 30 (1):131-45
[136] Zollo, M. & Winter, S. G. Deliberate learning and the evolution of dynamic capabilities [J]. Organization Science, 2002, 13:339-351
[137] 安德鲁·坎贝尔,凯瑟琳·萨姆斯·卢克斯著.任通海,龙大伟译.战略协同[M].北京:机械工业出版社.2000:190-228
[138] 边燕杰,丘海雄.企业的社会资本及其功效[J].中国社会科学,2000(2):87-99
[139] 盖文启,王缉慈.论区域创新网络对我国高新技术中小企业发展的作用[J].中国软科学,1999(9):102—106
[140] 韩智勇,高玲玲.基于交易费用理论的虚拟企业动力机制及效率边界分析[J].科研管理,2004,25(1):102-108
[141] 胡军,钟永平.华人家族企业网络:性质、特征与文化基础[J].学术研究,2003(2):37-41
[142] 黄泰岩,牛飞亮.西方企业网络理论与企业家的成长[J].中国工业经济,1999(2):75-78
[143] 金秀芳.论跨文化交流中的“文化休克”现象[J].同济大学学报(社会科学版),2001 12(2):84-87
[144] 蓝海林,谢洪明,余志良.战略网络中的嵌入关系及其特征和影响分析[J].科技进步与对策,2003,20(10):11-13
[145] 李明欢.群体效应、社会资本与跨国网络--“欧华联会”的运作与功能[J].社会学研究,2002,(2)
[146] 林健,李焕荣.基于核心能力的企业战略网络研究[J].科研管理,2002,23(5):56-63
[147] 李培林.梁栋网络化:企业组织变化的新趋势——北京中关村200家高新技术企业的调查[J].社会学研究,2003(2):43-53
[148] 李小建.经济地理学中的企业网络研究[J].经济地理,2002,22(5):516-520
[149] 李新春.专业镇与企业创新网络[J].广东社会科学,2000(6):29-33
[150] 李兴华 软件企业的发展路径选择:系统锁定与超循环组织[J],科学学与科学技术管理,2004,25(4):141—144
[151] 李维安等著.网络组织:组织发展新趋势[M].北京:经济科学出版社,2003:65-71
[152] 李自如,肖小勇.战略网络与提升企业吸收力[J],情报杂志,2005,24(1):71-74
[153] 刘东.企业网络论[M].北京:中国人民大学出版社,2003:238-239
[154] 路易斯·普特曼,兰德尔·克罗茨纳,孙经纬译.企业的经济性质.上海:上海财经大学出版社,2000,145-159
[155] 罗仲伟,罗美娟.网络组织对层级组织的替代[J].中国工业经济,2001(6):23-30
[156] 马尔科姆·沃纳,帕特·乔恩特著,郝继涛译.跨文化管理[M].北京:机械工业出版社,2004:3-6
[157] 迈克尔·波特著,陈小悦译.竞争战略[M].北京:华夏出版社,1997
[158] 迈克尔·波特著,陈小悦译。竞争优势[M].北京:华夏出版社,1997.
[159] 尼古莱·福斯,克里斯第安·克努森编,李东红译.企业万能[M].大连:东北财经大学出版社,2003:156—184
[160] 祁红梅,庞世俊,王惠东.基于合作的主动知识外溢策略研究[J].科学管理研究.2004,22(4):70-74
[161] 任兵,区玉辉,彭维刚.连锁董事、区域企业间连锁董事网与区域经济发展——对上海和广东两地2001年上市公司的实证考察[J].管理世界,2004(3):112-123
[162] 莎拉·格迪斯著,詹正茂译.有效建立商业合作[M].北京:机械工业出版社,2000:8-21.
[163] 宋华.战略联盟的形成与发展机制——日本东芝公司的联盟战略剖析http://www.amteam.org/static/47409.html,2003.7.18
[164] 孙国强.网络组织的内涵、特征与构成要素[J].南开管理评论,2001,4(4):38-40
[165] 童昕,王缉慈.论全球化背景下的本地创新网络[J].中国软科学,2000(9):80-84
[166] 王凤彬,刘松博.战略联盟中的风险及其控制——一种基于资源观的分析[J].管理评论,2005,17(6):50-54
[167] 王珺,姚海琳,赵祥.社会资本结构与民营企业成长[J]_中国工业经济,2003(9):53-59.
[168] 项保华,战略管理.艺术与实务(第1版)[M].北京:华夏出版社,2001:98—102
[169] 肖鸿.试析当代社会网络研究的若干进展[J].社会学研究,1999(3):1-11
[170] 徐金发,许强,王勇.企业的网络能力剖析[J].外国经济与管理,2001,23(11):21-25
[171] 杨瑞龙,朱春燕.网络与社会资本的经济学分析框架[J].学习与探索,2002(1):60-65
[172] 杨瑞龙,冯健.企业间网络的效率边界:经济组织逻辑的重新审视[J].中国工业经济, 2003(11):5-13
[173] 杨小凯,黄有光.专业化与经济组织[M].北京:经济科学出版社,1999:4—17
[174] 詹姆斯,S·科尔曼著,邓方译.社会理论的基础[M].北京:社会科学文献出版社,1999:354-356
[175] 张伟峰,万威武.网络资本:硅谷群发展的核心能力[J].科学学研究,2002,20(6):631—634
[176] 周长城.经济社会学[M].北京:中国人民大学出版社,2003:103
[2] Allen, D. L. & Tushman, M. R&D Performance as a Function of Internal Communication, Project Management and the Nature of Work [J]. IEEE Transactions on Engineering Management, EM-27 (1). 1980
[3] Arino, A. & Torre, J. Learning from Failure: Towards an Evolutionary Model of Collaborative Ventures [J]. Organization Science: A Journal of the Institute of Management Sciences, 1998, 9(3):306-325
[4] Barley, S. R., Freeman, J. & Hybels, R. C. Strategic Alliances in Commercial Biotechnology, in Nohria, N. and Eccles, R. G. (eds.), Networks and Organizations [C].Boston: Harvard Business School Press, 1992;311-47
[5] Bamford, J. & Ernst, D. Managing an alliance portfolio [J]. McKinsey Quarterly, 2002 Issue 3:28-39
[6] Barney, J. B. Returns to Bidding Firms in Mergers and Acquisitions: Reconsidering the Relatedness Hypothesis [J]. Strategic Management Journal, 1988, 9 (Special Issue):71-78
[7] Barney, J. Firm Resources and Sustained Competitive Advantage [J]. Journal of Management, 1991, 17(1)
[8] Barringer, B.R. & Harrison,J.S.WalkingaTightrope: Creating Value Through Interorganizational Relationships [J]. Journal of Management, 2000, 26(3):367-403
[9] Black, J. A. & Boal, K. B. Strategic resources: Traits, configurations and paths to sustainable competitive advantage[J]. Strategic Management Journal, 1994, 15(Special Issue): 131-148
[10] Blyler, M. & Coff, R. W. Dynamic capabilities, social capital, and rent appropriation: ties that split pies [J].Strategic Management Journal, 2003, 24(7):677-686
[11] Nooteboom, B. Trust, opportunism and governance: A process of control mode [J]. Organization Studies 1996, 17:985-1010
[12] Borys, B., & Jemison, D. B. Hybrid arrangements as strategic alliances.' Theoretical issues in organizational combinations [J]. Academy of Management Review, 1989 14:234-249
[13] Burgelman, R. A. Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments [J]. Administrative Science Quarterly, 1994, 39 (1):24-56
[14] Burt, R. S. Positions in Multiple Network Systems, Pt. One: A General Conception of Stratification and Prestige in a System of Actors Cast as a Social Topology [J]. Soc. Forces 1977,56(1): 106-31
[15] Burt, R. S. Structural holes: The social structure of competition [M]. Cambridge: Harvard University Press, 1992
[16] Carlos, G. P. & Nitin N. Local versus global mimetism: the dynamics of alliance formation in the automobile industry [J]. Strategic Management Journal,2002, 23(4):307-321
[17] Carney, M. The competitiveness of networked production: The role of trust and asset specificity [J]. Journal of Management Studies,1998, (35) 4:457-479
[18] Chaharbaghi, K. & Lynch, R. Sustainable competitive advantage: towards a dynamic resource-based strategy [J]. Management Decision, 1999, 37(1), 45-50
[19] Chan, P. S. & Harget, C. E. Strategic Alliance Life Cycle Model: Relevant Key Success Factors [J]. American Business Review, 1993, 11(2):21-28
[20] Cohen, W. M., & Levinthal, D. A. Absorptive capacity: A new perspective on learning and innovation [J]. Administrative Science Quarterly, 1990, 35(1): 128-144
[21]Conner, K. R. A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm? [J] Journal of Management, 1991, 17(1):34,121
[22] Das, T. K. & Teng, B.S. Trust, Control, and Risk in Strategic Alliances: An Integrated Framework [J]. Organization Studies (Walter de Gruyter GmbH & Co. KG.), 2001, 22(2):251-283
[23] Das, T. K. & Teng B. S. Managing risks in strategic alliances [J]. Academy of Management Executive, 1999, 13(4):50-62
[24] D'Aunno, T. A. & Zuckerman, H. S. A life-cycle model of organizational federations: The case of hospitals [J]. Academy of Management Review, 1987,12: 543-545
[25] Devlin, G. & Bleackley, M. Strategic alliances-- Guidelines for success [J]. Long Range Planning, 1988,21(5): 18-23
[26] Doz, Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes? [J]. Strategic Management Journal, 1996, 17:55-83
[27] Doz, Y. L. & Hamel, G. Alliance advantage [M]. Boston: Harvard Business School Press, 1998
[28] Dubini, P. & Aldrich, H. Personal and Extended Networks Are Central to the Entrepreneurial Process [J]. Journal of Business Venturing, 1991, 6(5), 305-313
[29] Dyer, J. H., Kale, P. & Singh, Harbin How To Make Strategic Alliances Work [J]. MIT Sloan Management Review, 2001, 42(4):37-43
[30] Dyer, J. H. & Singh, H. The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage [J]. Academy of Management Review, 1998, 23(4):660-679
[31] Ebers, M. & Jarillo, J. C. Prefac. In M. Ebers & J. C. Jarillo (Eds.), The construction, forms, and consequences of industry network[C]. New York: International Studies of Management Organization. 1998 : 3-21
[32] Eisenhardt, K. & Schoonhoven, C. Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms [J]. Organization Science, 1996, 7(2):136-150
[33] Emerson, R. M. Power-dependence relations [J]. American Sociological Review, 1962, 27:31-41
[34] Etzioni,A.The Moral Dimension:Toward a New Economics[M]. New York: Free Press, 1988
[35] Fl(?)ysand, A. J., & Stig, E. Clusters, Social Fields, and Capabilities [J]. International Studies of Management & Organization, 2001, Winter, 31(4):35-55
[36] Gallon, M. R. & Stillman, H. M. Putting core competency thinking into practice [J].Research Technology Management, 1995, 38(3): 9, 20
[37] George, V. P. & Farris, G. Performance of alliances: Formative stages and changing organizational and environmental influences [J]. R & D Management, 1999, 29(4):379-389
[38] Glaister, K. W. & Buckley, P. J. Strategic Motives For International Alliance Formation [J]. Journal of Management Studies, 1996, 33(3):301-332
[39] Gnyawali, D. R. & Madhavan, R. Cooperative Networks and Competitive Dynamics: A Structural Embeddedness Perspective [J]. Academy of Management Review, 2001, 26(3): 431-445
[40] Gomes, C. The alliance revolution: the new shape of business rivalry [M]. Harvard University Press Cambridge, 1996
[41] Grandori, A. An organizational assessment of interfirm coordination modes [J]. Organization Studies, 1997, 18: 897-925
[42] Granovetter, M.S. The strength of weak ties [J]. American Journal of Sociology. 1973, 78(6): 1360-80
[43] Grant, R. M. The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation [J]. California Management Review, 1991, 33 (3): 114-135
[44] Grant, Robert M., & Charles, B.F. A Knowledge Accessing Theory of Strategic Alliances [J]. Journal of Management Studies, 2004, 41(1):61-84
[45] Gray, B. & Yan, A. "Formation and Evolution of IJVs," in Cooperative Strategies: Asian Pacific Perspectives[C]. Paul W. Beamish and J. Peter Killing, eds. San Francisco: New Lexington Press. 1997
[46] Gulati, R.The dynamics of alliance formation [D]. Unpublished doctoral dissertation, Harvard University, Cambridge, 1993
[47] Gulati, R. Alliances and networks [J]. Strategic Management Journal, 1998, 19(4):293-317
[48] Gulati, R. Network location and learning: the influence of network resources and firm capabilities on alliance formation' [J]. Strategic Management Journal. 1999, 20, 5, 397-20
[49] Gulati, R., Nohria, N. & Zaheer, A. Strategic networks [J]. Strategic Management Journal, 2000, 21(Special Issue): 203-215
[50]Hagedoorn, Johm Roijakkers, Nadine, Van Kranenburg, Hans Inter-Firm R&D Networks: the Importance of Strategic Network Capabilities for High-Tech Partnership Formation[J]. British Journal of Management;Mar2006, 17(1), 39-53
[51]Hamel, G. Competition for Competence and Inter Partner Learning Within International Strategic Alliances [J]. Strategic Management Journal, 1991,12 (Summer):83-103
[52] Hansen, M. T. The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits [J]. Administrative Science Quarterly, 1999, 44(1)
[53] Hakansson, H., & Snehota, I. Developing relationships in business networks [M]. London: Routledge. 1995
[54] Harrigan, K. R. Joint ventures: A mechanism for creating strategic change [C]. In A. Pettigrew & M. Basil (Eds.). The management of strategic change. Cambridge, MA: Blackwell, 1988
[55] Helfat, C. E. & Peteraf, M A. The Dynamic Resource-Based View: Capability Lifecycles [J]. Strategic Management Journal, 2003, 24 (10):997-1010
[56] Henderson, R. M., & Clark, K. B. Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms[J]. Administrative Science Quarterly, 1990, 35(1):9-30
[57] Hennart. A transaction costs theory of equity joint ventures [J]. Strategic Management Journal, 1991,9:361-374
[58] Hite, J. M. & Hesterly, W. S. The Evolution Of Firm Networks: From Emergence To Early Growth Of The Firm [J]. Strategic Management Journal, 2001, 22(3):275-286
[59] Jan I. J.,& Harold E K. The Effect of Social Networks on Resource Access and Business Start-ups [J].European Planning Studies, 2002, 10(8), 1039-1046
[60] Jarl, B.O. & Michael,A. B. Strategic Networks Among Small Firms: Implications For Strategy Research Methodology [J].Journal of Management Studies, 1995, 32(4):419-441
[61] Jarl, B.O. & Morten, H. Informal Strategic Networks and the Board of Directors. Entrepreneurship: Theory & Practice, 1993, 18(1):23-36
[62] Jarillo. On strategic network [J]. Strategic management journal, 1988,9(1):31-41
[63] Jeffrey H. D. & Chu Wo The determinants of trust in supplier-automaker relationships in the U.S., Japan, and Korea [J]. Journal of International Business Studies. Washington: Second Quarter 2000, 31(2), p. 259
[64] Kanter, R. M. The Change Masters, [M]. Now York: Simon & Schuster. 1983
[65] Katz, R. (ed.). Managing Professionals in Innovative Organizations: A Collection of Readings [M]. New York: Harper Business. 1988
[66] Killing, J. How to make a global joint venture work [J]. Harvard Business Review, 1982, 60: 120-127
[67] Kogut, B. Joint ventures: Theoretical and empirical perspectives [J]. Strategic Management Journal, 1988,9:319-332
[68] Langlois, R. & Robertson, P. L. Firms, Markets and Economic Change. A Dynamic Theory of Business Institutions [M]. London: Routledge,1995
[69] Larsson, R. The Handshake Between Invisible and Visible Hands [J]. International Studies of Management & Organization, 1993, 23(1):87-106
[70] Lawrence, T. B., Hardy, C. & Phillips, N. Institutional Effects Of Interorganizational Collaboration: The Emergence Of Proto-Institutions [J].Academy of Management Journal, 2002, 45 (1):281-290
[71] Leifer, R. & Mills, E K..An information processing approach for deciding upon control strategies and reducing control loss in emerging organizations [J]. Journal of Management, 1996. 22:113-137
[72] Levinthal, D. A. & March, J. G..The Myopia Of Learning [J]. Strategic Management Journal, 1993 Special Issue, 14(8):95-112
[73] Lorenzoni, G. & Charles, B. F. Creating a strategic center to manage a web of partners [J]. California Management Review, 1995, 37(3):146-163
[74] Luo, Y. D. Dynamic Capabilities In International Expansion.Journal of World Business, 2000, 35(4): 355
[75] Macneil, I. Contracts: Adjustments of Long-Term Economic Relations under Classical, Neoclassical, and Relational Contract Law [J]. Northwestern University Law Review, LCCII 1978:854-906
[76] Madhok, A. Cost, Value and Foreign Market Entry Mode: The Transaction and The Firm [J]. Strategic Management Journal, 1997, 18(1): 39-61
[77] Mahoney, J. T. & Pandian, J. R. The Resource-Based View Within The Conversation Of Strategic Management[J].Strategic Management Journal, 1992, 13(5):363-380
[78] March, J. G. Exploration And Exploitation In Organizational Learning [J].Organization Science: A Journal of the Institute of Management Sciences,1991,2(1):71-87
[79] Mariti, P. & R.H. Smiley. Cooperative Agreements and The Organization of Industry [J]. Journal of Industrial Economics 1983, 31:437-451
[80] McEvily, B. & Zaheer, A. Bridging ties: A source of firm heterogeneity in competitive capabilities [J]. Strategic Management Journal, 1999,31 (4):35-55
[81] Meagher, K. & Rogers, M. Network density and R&D spillovers [J]. Journal of Economic Behavior & Organization, 2004, 53(2):237-260
[82] Meyer, J. & Rowan, B. Institutionalized organizations: Formal structure as myth and ceremony [J]. American Journal of Sociology, 1977,83:340-363
[83] Miles, R. E. & Snow, C. C. Causes of Failure in Network Organizations [J]. California Management Review, 1992, Summer 34(4):53-72
[84] Miles, R.E. & Snow, C. C. Designing strategic human resource systems [J]. Organizational Dynamics, 1984, 13(1): 36-52
[85] Miller, D. & Shamsie, J. The resource-based view of the firm in two environments: The Hollywood film studios from 1936 to 1965 [J]. Academy of Management Journal,1996,39: 519-543
[86] Chen, M. J. Competitor Analysis And Interfirm Rivalry: Toward A Theoretical Integration [J]. Academy of Management Review, 1996, 21(1):100-134
[87] Mitchell, W., Dussauge, E & Garrette, B. Alliances With Competitors: How to Combine and Protect Key Resources? [J]. Creativity & Innovation Management, 2002, 11(3), 203-223
[88] Morten T. H. Knowledge networks: Explaining effective knowledge sharing in multiunit companies [J]. Organization Science. Linthicum: 2002,13(3);232-249
[89] Mowery, D. C., Oxley, Joanne E.,& Silverman, Brian S.. Strategic Alliances And Interfirm Knowledge Transfer [J]. Strategic Management Journal, 1996 Winter Special Issue, 17:77-91
[90] Nalebuff, B. J. & Brandenburger, A. M. The Right Game: Use Game Theory to Shape Strategy [J]. Harvard Business Review, 1995, (73) 4:57-71
[91] Nelson, Lawrence, T. B. & Hardy, C. Inter-Organizational Collaboration And The Dynamics Of Institutional Fields [J]. Journal of Management Studies,2000,37(1):23-45
[92] Norman, P. M. Are Your Secrets Safe? Knowledge Protection in Strategic Alliances [J]. Business Horizons, 2001, 44(6):51-60
[93] Nooteboom. Inter-firm alliances: analysis and design [D]. London: Routledge 1999
[94] Nti, K.O. & Kumar, Rajesh. Differential Learning in Alliances [J]. Cooperative Strategy, 2000, 119-134
[95] Oliver, A. L. & Liebeskind, J. P. Three Levels of Networking for Sourcing Intellectual Capital in Biotechnology: Implications for Studying Interorganizational Networks [J]. International Studies of Management & Organization, 1997, 27(4):76-103
[96] Oliver, C. Determinants of interorganizational relationships: Integration and future directions [J]. Academy of Management Review. 1990:241-65
[97] Oliver, C. Strategic Responses To Institutional Processes [J]. Academy of Management Review, 1991, 16(1): 145-79
[98] Parise, S. & Casher, A. Alliance portfolios: Designing and managing your network of business-partner relationships[J]. Academy of Management Executive, 2003, 17(4):25-39
[99] Parkhe, A. Interfirm diversity, organizational learning and longevity in global strategic alliances [J]. Journal of International Business Studies. 1991, 22:579-601
[100] Park, S. H. Managing an Interorganizational Network: A Framework of the Institutional Mechanism for Network Control [J]. Organization Studies (Walter de Gruyter GmbH & Co. KG.), 1996, 17(5):795-824
[101] Perry, J. E. & Shalley, C.E. The social side of creativity: A static and dynamic social network perspective [J]. Academy of Management Review. 2003, 28, 89-106
[102] Pfeffer, J. & Salancik, G.R.. The external control of organization: a resource dependence perspective [M]. New York: Harper&Row, 1978
[103] Portes, A. & Sensenbrenner, J. Embeddedness and immigration: Notes on the social determinants of economic action [J]. American Journal of Sociology. 1993, 98:1320-1350
[104] Powell. "Neither market nor hierarchy: Network forms of organization." In Barry M. Staw and L. L. Cummings (eds.), Research in Organizational Behavior, 1990 12: 295-336. Greenwich, CT: JAI Press
[105] Powell, W. W. & Brantley, P. Competitive cooperation in biotechnology: Learning through networks? In N. Nitin & R. Eccles (Eds.), Networks and organizations [C]. Boston: Harvard Business School Press,1992:366-394
[106] Prahalad, C. K. & Hamel, G. The core competence of the corporation [J]. Harvard Business Review, 1990, 68(3): 79-91
[107] Ray, G., Barney, J. B. & Muhanna, W. A. Capabilities, Business Processes, And Competitive Advantage: Choosing The Dependent Variable In Empirical Tests Of The Resource-Based View [J]. Strategic Management Journal, 2004, 25(1):23-37
[108] Richard, M. Toward A Synthesis Of The Resource-Based And Dynamic-Capability Views Of Rent Creation[J].Strategic Management Journal,2001, 22(5), 15, 387
[109] Ring, P. S. & Ven, A. H. Structuring cooperative relationships between organizations [J]. Strategic Management Journal, 1992, 13(7):483-498
[110] Ring, P. S. & Ven, A. H. Developmental processes of cooperative interorganizational relationships [J]. Academy of Management Review, 1994, 19(1):90-118
[111] Roberts, E. & Hauptman, O. The Process of Technology Transfer to the New Biomedical and Pharmaceutical Firm [J]. Research Policy, 1986, 15:107-19
[112] Rumelt, R. P. Towards a strategic theory of the firm [C]. In R. B. Lamb (Ed.), Competitive strategic management: 556-570. Englewood Cliffs, NJ: Prentice-Hall 1984
[113] Saxton, T. The Effects of Partner and Relationship Characteristics on Alliance Outcomes [J]. Academy of Management Journal, 1997, 40:443-61
[114] Seabright, M.A., Levinthal, D. A. & Fichman, M. Role Of Individual Attachments In The Dissolution Of Interorganizational Relationship [3]. Academy of Management Journal, 1992, 35(1):122-160
[115] Shan,W. An empirical analysis of organizational strategies by entrepreneurial high technology firms [J]. Strategic Management Journal, 1990,11 : 129-139
[116] Sobrero, R. The trade-off between efficiency and learning in interorganizational relationships for product development [J]. Management Science. Linthicum: Apr 2001, 47(4): 493
[117] Spekman, R. E., Forbes III, T. M. & Isabella, L. A. et al. Thomas C.. Alliance management: A view from the past and a look to the future [J]. Journal of Management Studies, 1998, 35(6):747-772
[118] Steve, N, & Ioannis, M. Strategic networks: morphology, epistemology and praxis[J]. International Journal of Operations & Production Management, 1995, 15 ( 11 ), 53-61
[119] Stinchcombe, A. L. Contracts as Hierarchical Documents, in Organization Theory and Project Management [C]. Arthur L. Stinchcombe and Carol A. Heimer (eds.), Administering Uncertainty in Norwegian Offshore Oil. Oslo: Universitetsforlaget, 1985:121-71
[120] Stuart, T. E. Network Positions and Propensities to Collaborate: An Investigation of Strategic Alliance Formation in a High-technology Industry [J]. Administrative Science Quarterly, 1998, 43(3):668-698
[121] Tailan, C. Strstegic Trading In Strategic Resources: Necessary Conditions, Transaction Cost Problems ,and Choice of Exchange Structure [J]. Management Journal, 1994,15(4): 271-290
[122] Teece, Towards an Economic Theory of the Multiproduct Firm [J]. Journal of Economic Behavior and Organization, 1982.3:39-63
[123] Teece, D. J., Pisano, G. & Shuen, A. Dynamic Capabilities and Strategic Management [J]. Nature & Dynamics of Organizational Capabilities, 2000:334-362
[124] Teo, H. H., Wei, K. K. & Benbasat, I. Predicting Intention To Adopt Interorganizational Linkages: An Institutional Perspective [J]. Mis Quarterly, 2003, 27(1): 19-49
[125] Thorelli, H. B. Networks: Between Markets and Hierarchies [J]. Strategic Management Journal, 1986,7:37-51
[126] Das T. K. & Teng B.S. Resource and risk management in the strategic alliance making process [J]. Journal of Management, 1998,24(1), 21-42
[127] Das T. K. & Teng B.S. A Resource-Based Theory of Strategic Alliances [J]. Journal of Management, 2000,26(1):31-61
[128] Tsai, W. & Ghoshal, S. Social capital and value creation: The role of intrafirm networks [J]. Academy of Management Journal, 1998, 41 (4):464-476
[129] Vivas, L. S. Competitive advantage and strategy formulation: The key role of dynamic capabilities[J].Management Decision, 2005, 43(5):661-669
[130] Von, H. E. The Sources of Innovation [M]. Oxford: Oxford University Press. 1988
[131] Walker, G. & Kogut, B. Social Capital, Structural Holes and the Formation of an Industry Network [J].Organization Science: A Journal of the Institute of Management Sciences, 1997,8(2):109-125
[132] Wasserman, S. & Faust, K. Social network analysis: Methods and applications [M]. Cambridge: Cambridge University Press, 1994
[133] Wernerfelt, B. A resource based view of the firm [J]. Strategic management journal 1984, 5(2):171-180.
[134] White, H. C. Where do markets come from? [J]. American Journal of Sociology, 1981, 87:517-547
[135] Zajac, E. J. & Olsen, C. P. From Transaction Cost To Transactional Value Analysis: Implications For The Study Of lnterorganizational [J]. Strategies Journal of Management Studies, 1993, 30 (1):131-45
[136] Zollo, M. & Winter, S. G. Deliberate learning and the evolution of dynamic capabilities [J]. Organization Science, 2002, 13:339-351
[137] 安德鲁·坎贝尔,凯瑟琳·萨姆斯·卢克斯著.任通海,龙大伟译.战略协同[M].北京:机械工业出版社.2000:190-228
[138] 边燕杰,丘海雄.企业的社会资本及其功效[J].中国社会科学,2000(2):87-99
[139] 盖文启,王缉慈.论区域创新网络对我国高新技术中小企业发展的作用[J].中国软科学,1999(9):102—106
[140] 韩智勇,高玲玲.基于交易费用理论的虚拟企业动力机制及效率边界分析[J].科研管理,2004,25(1):102-108
[141] 胡军,钟永平.华人家族企业网络:性质、特征与文化基础[J].学术研究,2003(2):37-41
[142] 黄泰岩,牛飞亮.西方企业网络理论与企业家的成长[J].中国工业经济,1999(2):75-78
[143] 金秀芳.论跨文化交流中的“文化休克”现象[J].同济大学学报(社会科学版),2001 12(2):84-87
[144] 蓝海林,谢洪明,余志良.战略网络中的嵌入关系及其特征和影响分析[J].科技进步与对策,2003,20(10):11-13
[145] 李明欢.群体效应、社会资本与跨国网络--“欧华联会”的运作与功能[J].社会学研究,2002,(2)
[146] 林健,李焕荣.基于核心能力的企业战略网络研究[J].科研管理,2002,23(5):56-63
[147] 李培林.梁栋网络化:企业组织变化的新趋势——北京中关村200家高新技术企业的调查[J].社会学研究,2003(2):43-53
[148] 李小建.经济地理学中的企业网络研究[J].经济地理,2002,22(5):516-520
[149] 李新春.专业镇与企业创新网络[J].广东社会科学,2000(6):29-33
[150] 李兴华 软件企业的发展路径选择:系统锁定与超循环组织[J],科学学与科学技术管理,2004,25(4):141—144
[151] 李维安等著.网络组织:组织发展新趋势[M].北京:经济科学出版社,2003:65-71
[152] 李自如,肖小勇.战略网络与提升企业吸收力[J],情报杂志,2005,24(1):71-74
[153] 刘东.企业网络论[M].北京:中国人民大学出版社,2003:238-239
[154] 路易斯·普特曼,兰德尔·克罗茨纳,孙经纬译.企业的经济性质.上海:上海财经大学出版社,2000,145-159
[155] 罗仲伟,罗美娟.网络组织对层级组织的替代[J].中国工业经济,2001(6):23-30
[156] 马尔科姆·沃纳,帕特·乔恩特著,郝继涛译.跨文化管理[M].北京:机械工业出版社,2004:3-6
[157] 迈克尔·波特著,陈小悦译.竞争战略[M].北京:华夏出版社,1997
[158] 迈克尔·波特著,陈小悦译。竞争优势[M].北京:华夏出版社,1997.
[159] 尼古莱·福斯,克里斯第安·克努森编,李东红译.企业万能[M].大连:东北财经大学出版社,2003:156—184
[160] 祁红梅,庞世俊,王惠东.基于合作的主动知识外溢策略研究[J].科学管理研究.2004,22(4):70-74
[161] 任兵,区玉辉,彭维刚.连锁董事、区域企业间连锁董事网与区域经济发展——对上海和广东两地2001年上市公司的实证考察[J].管理世界,2004(3):112-123
[162] 莎拉·格迪斯著,詹正茂译.有效建立商业合作[M].北京:机械工业出版社,2000:8-21.
[163] 宋华.战略联盟的形成与发展机制——日本东芝公司的联盟战略剖析http://www.amteam.org/static/47409.html,2003.7.18
[164] 孙国强.网络组织的内涵、特征与构成要素[J].南开管理评论,2001,4(4):38-40
[165] 童昕,王缉慈.论全球化背景下的本地创新网络[J].中国软科学,2000(9):80-84
[166] 王凤彬,刘松博.战略联盟中的风险及其控制——一种基于资源观的分析[J].管理评论,2005,17(6):50-54
[167] 王珺,姚海琳,赵祥.社会资本结构与民营企业成长[J]_中国工业经济,2003(9):53-59.
[168] 项保华,战略管理.艺术与实务(第1版)[M].北京:华夏出版社,2001:98—102
[169] 肖鸿.试析当代社会网络研究的若干进展[J].社会学研究,1999(3):1-11
[170] 徐金发,许强,王勇.企业的网络能力剖析[J].外国经济与管理,2001,23(11):21-25
[171] 杨瑞龙,朱春燕.网络与社会资本的经济学分析框架[J].学习与探索,2002(1):60-65
[172] 杨瑞龙,冯健.企业间网络的效率边界:经济组织逻辑的重新审视[J].中国工业经济, 2003(11):5-13
[173] 杨小凯,黄有光.专业化与经济组织[M].北京:经济科学出版社,1999:4—17
[174] 詹姆斯,S·科尔曼著,邓方译.社会理论的基础[M].北京:社会科学文献出版社,1999:354-356
[175] 张伟峰,万威武.网络资本:硅谷群发展的核心能力[J].科学学研究,2002,20(6):631—634
[176] 周长城.经济社会学[M].北京:中国人民大学出版社,2003:103