组织惯例的演化机制与效能研究
|
摘要
组织惯例被认为是各种人类组织的核心特征。本文从持续性变革视角出发,将组织变革视为组织惯例不断演化的动态学习过程。在对组织变革、组织惯例、组织学习相关研究文献进行综述的基础上,进行了以下几项研究:
第一项研究为组织惯例概念构思开发。采用半结构化访谈和焦点小组访谈方式进行资料收集,共选择了19家(组)企业以高层管理者、中层管理者以及普通员工为对象进行访谈,其中包括4组焦点小组访谈。着重捕捉组织变革过程中组织成员行为模式、组织运作“游戏”规则以及员工集体共识的变化,旨在把握组织变革以及组织惯例的可能关键要素。在此基础上,采用扎根理论研究方法对访谈所获取材料进行了分析,发现组织惯例的概念构思可以由三个维度构成:交互共识、内隐规范以及行动逻辑。
第二项研究为组织惯例测量工具开发。在扎根理论分析提取概念维度及理论文献归纳基础上,通过项目筛选及初步测试,保留了24个项目用于正式预测试。预测试回收了201份问卷,经过探索性因素分析最终保留了12个项目(其中包括三个维度)用于正式调研。此外,正式调研通过111家企业完成了333份有效成组问卷(每个企业选择三名相关人员),并通过结构方程建模的方法进行验证性因素分析,验证了组织惯例三维概念构思的稳定性。最后还通过方差分析检验了组织惯例在个体和组织水平表现的差异。
第三项研究为组织惯例演化机制案例分析,通过该研究成功论证了基于多层次日常学习的惯例内在演化机制的存在,即惯例在个体、群体和组织三个水平,经过直觉、诠释、整合和制度化四个阶段的演化,使得原有的组织惯例被打破,新的组织惯例得以建立,从而推动了企业组织变革的发生和发展。同时这种演化机制也会受到外在因素的触发。组织惯例内在演化机制为组织惯例以及组织变革的研究树立了动态视角。
第四项研究为组织惯例影响因素及其效能过程研究,通过对116套有效企业问卷数据的分析,对影响组织惯例的因素及组织惯例对组织变革能力的效能过程进行了检验。主要采取了相关分析、回归分析、中介效应检验以及结构方程建模等研究方法。研究结果表明,工作的复杂性、互赖性对组织惯例有显著影响;组织的人力资源柔性以及组织的知识交换整合基于惯例的多层次学习机制对组织惯例与变革能力具有部分中介作用。
最后,本文系统概括了主要的研究结论,理论进展及其实践意义,并指出了本研究存在的不足以及有待进一步解决的问题。
Organizational routine is considered a central feature of all types of human being organizations. From the perspective of continuous change, this paper believes organizational change should be regarded as evolving learning process of organizational routines. On the basis of reviewing the research literatures of organizational change , organizational routines and organizational learning ,performs the following studies:
The first study is to develop the construct of organizational routine, which collects data by semi-structured interviews and focus group interviews, chose a total of 19 (group) enterprises' senior managers, middle managers and employees to interview, which includes 4 focus group interviews. Focus on capturing changes on patterns of behavior, organizational "game" rules, as well as the collective consensus of staff on the process of organizational change, in order to hold the key elements of organizational change and organizational routine. On this basis, and analyses the interview materials through the grounded theory approach, founds the conception of organization routine should include 3 dimensions: the interactive consensus, action logic and potential regality.
The second study is to develop measuring scales of organization routines. On the basis of literature reviews and grounded analysis results, through items selection and preliminary test, 24 items retained for the official pre-test. The pre-test retrieves 201 questionnaires, and through exploratory factor analysis retain 12 items (which includes 3 dimensions) finally to formal research. In addition, the formal research collects a group of 333 valid questionnaires in 111 companies (three person for each firm), and verifies stability of the internal structure of organizational routine which includes three-dimensional by confirmatory factor analysis. Finally, tests the differences of organizational routine in the level of organizations and individual through variance analysis.
The third study is a case study on evolution mechanism of organizational routines, which demonstrates existence of the inherent evolution mechanism of routines. That is, with evolution of the routine in individual, group and organizational level, through the four stages of intuition, interpretation, integration and institutionalization, the old routines weret broken up, and the new organizational routines can be established, the organizational change and development in the enterprise so will be to promote. At the same time, the mechanism of evolution that will be triggered by external factors. The inherent evolution mechanism of organizational routines establishes a dynamic perspective for studying organization routines and organizational change.
The fourth study is to test the impact factors and effectiveness mechanism of organizational routine, which tests the elements which impact on the organizational routines and the effectiveness process of organizational routines impact on organizational change capabilities through 116 group valid questionnaires. The main approach includes correlation analysis, regression analysis, structural equation modeling, as well as the mediated effect test. The results show that the interdependence and complexity of the tasks have a significant impact on organizational routines; and the flexibility of human resources and knowledge exchange and integration in the organization have the partial mediated effects between the relationship of organizational routines and organizational change capabilities.
Finally, this paper summarizes the main conclusions, theory advances and practical significances of all above studies, and then points out the shortcomings as well as the future research direction of organizational routines research.
第一项研究为组织惯例概念构思开发。采用半结构化访谈和焦点小组访谈方式进行资料收集,共选择了19家(组)企业以高层管理者、中层管理者以及普通员工为对象进行访谈,其中包括4组焦点小组访谈。着重捕捉组织变革过程中组织成员行为模式、组织运作“游戏”规则以及员工集体共识的变化,旨在把握组织变革以及组织惯例的可能关键要素。在此基础上,采用扎根理论研究方法对访谈所获取材料进行了分析,发现组织惯例的概念构思可以由三个维度构成:交互共识、内隐规范以及行动逻辑。
第二项研究为组织惯例测量工具开发。在扎根理论分析提取概念维度及理论文献归纳基础上,通过项目筛选及初步测试,保留了24个项目用于正式预测试。预测试回收了201份问卷,经过探索性因素分析最终保留了12个项目(其中包括三个维度)用于正式调研。此外,正式调研通过111家企业完成了333份有效成组问卷(每个企业选择三名相关人员),并通过结构方程建模的方法进行验证性因素分析,验证了组织惯例三维概念构思的稳定性。最后还通过方差分析检验了组织惯例在个体和组织水平表现的差异。
第三项研究为组织惯例演化机制案例分析,通过该研究成功论证了基于多层次日常学习的惯例内在演化机制的存在,即惯例在个体、群体和组织三个水平,经过直觉、诠释、整合和制度化四个阶段的演化,使得原有的组织惯例被打破,新的组织惯例得以建立,从而推动了企业组织变革的发生和发展。同时这种演化机制也会受到外在因素的触发。组织惯例内在演化机制为组织惯例以及组织变革的研究树立了动态视角。
第四项研究为组织惯例影响因素及其效能过程研究,通过对116套有效企业问卷数据的分析,对影响组织惯例的因素及组织惯例对组织变革能力的效能过程进行了检验。主要采取了相关分析、回归分析、中介效应检验以及结构方程建模等研究方法。研究结果表明,工作的复杂性、互赖性对组织惯例有显著影响;组织的人力资源柔性以及组织的知识交换整合基于惯例的多层次学习机制对组织惯例与变革能力具有部分中介作用。
最后,本文系统概括了主要的研究结论,理论进展及其实践意义,并指出了本研究存在的不足以及有待进一步解决的问题。
Organizational routine is considered a central feature of all types of human being organizations. From the perspective of continuous change, this paper believes organizational change should be regarded as evolving learning process of organizational routines. On the basis of reviewing the research literatures of organizational change , organizational routines and organizational learning ,performs the following studies:
The first study is to develop the construct of organizational routine, which collects data by semi-structured interviews and focus group interviews, chose a total of 19 (group) enterprises' senior managers, middle managers and employees to interview, which includes 4 focus group interviews. Focus on capturing changes on patterns of behavior, organizational "game" rules, as well as the collective consensus of staff on the process of organizational change, in order to hold the key elements of organizational change and organizational routine. On this basis, and analyses the interview materials through the grounded theory approach, founds the conception of organization routine should include 3 dimensions: the interactive consensus, action logic and potential regality.
The second study is to develop measuring scales of organization routines. On the basis of literature reviews and grounded analysis results, through items selection and preliminary test, 24 items retained for the official pre-test. The pre-test retrieves 201 questionnaires, and through exploratory factor analysis retain 12 items (which includes 3 dimensions) finally to formal research. In addition, the formal research collects a group of 333 valid questionnaires in 111 companies (three person for each firm), and verifies stability of the internal structure of organizational routine which includes three-dimensional by confirmatory factor analysis. Finally, tests the differences of organizational routine in the level of organizations and individual through variance analysis.
The third study is a case study on evolution mechanism of organizational routines, which demonstrates existence of the inherent evolution mechanism of routines. That is, with evolution of the routine in individual, group and organizational level, through the four stages of intuition, interpretation, integration and institutionalization, the old routines weret broken up, and the new organizational routines can be established, the organizational change and development in the enterprise so will be to promote. At the same time, the mechanism of evolution that will be triggered by external factors. The inherent evolution mechanism of organizational routines establishes a dynamic perspective for studying organization routines and organizational change.
The fourth study is to test the impact factors and effectiveness mechanism of organizational routine, which tests the elements which impact on the organizational routines and the effectiveness process of organizational routines impact on organizational change capabilities through 116 group valid questionnaires. The main approach includes correlation analysis, regression analysis, structural equation modeling, as well as the mediated effect test. The results show that the interdependence and complexity of the tasks have a significant impact on organizational routines; and the flexibility of human resources and knowledge exchange and integration in the organization have the partial mediated effects between the relationship of organizational routines and organizational change capabilities.
Finally, this paper summarizes the main conclusions, theory advances and practical significances of all above studies, and then points out the shortcomings as well as the future research direction of organizational routines research.
引文
[1] Adler, P. S., Goldoftas, B. & Levine, D. I. Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organization Science, 1999,10(1), 43-67
[2] Amburgey, T. L., Kelly, D. & Barnett, W. P. Resetting the clock: the dynamics of organizational change and failure. Administrative Science Quarterly, 1993, 38(1),51-73
[3] Amabile, T. M. Creativity in context: Update to the social psychology of creativity. Boulder, GO: Westview, 1996
[4] Amit,R. & Belcourt, M. Human resources management processes-a value-creating source of competitive advantage. EuropeanManagement Journal, 1999,17(2), 174-181
[5] Anand, V. M., Clark, A. & Zellmer-Bruhn, M. Team knowledge structures: matching task to information environment. Journal of Managerial Issues, 2003, 15(1), 15-31
[6] Argote, L. & Epple, D. Learning curves in manufacturing. Science, 1990, 247(4945), 920-924
[7] Argote, L., McEvily, B. & Reagans, R. Managing Knowledge in Organizations: An Integrative Framework and Review of Emerging Themes. Management Science, 2003,49(4), 571-582
[8] Arrow, K. The economic implications of learning by doing. Review of Economic Studies, 1962,29(3), 155-173
[9] Argyris, C. & Schon, D. A. Organizational Learning: A Theory of Action Perspective. Reading: Addison-Wesley, 1978
[10] Argyris, C. & Schon, D. A. Organizational Learning II: Theory, Method, and Practice. Reading: Addison-Wesley, 1996
[11] Armenakis, A. A review of research on the change typology: Measuring alpha, beta, and gamma change. Research in Organizational Change and Development, 1988,2,163-194
[12] Armenakis, A. & Bedeian, G. Organizational Change: A Review of Theory and Research in the 1990s.Journal of Management, 1999,25(3), 293-331
[13] Ashforth, B. E. & Fried, Y. The mindlessness of organisational behaviors. Human Relations, 1988,41(4), 305-329
[14] Ashmos, D. P., Duchon, D. & McDaniel, J. R. Organizational responses to complexity: the effect on organizational performance. Journal of Organizational Change Management, 2000,13(6), 577-594
[15] Awamleh, R. & Gardner, W. L. Perceptions of leader charisma and effectiveness: the effects of vision content, delivery, and organizational performance. Leadership Quarterly, 1999,10(3), 345-373
[16] Baron, R. M. & Kenny, D. A. The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology, 1986, 51(6), 1173-1182
[17] Baumgartner, H. & Homburg, C. Applications of Structural Equation Modeling in Marketing and Consumer Research: A Review. International Journal of Research in Marketing, 1996,13(2), 139-161
[18] Beck, N., Bruderl, J. & Woywode, M. Momentum or Deceleration? Theoretical and. Methodological Reflections on the Analysis of Organizational Change. Academy of Management Journal, 2008, 51(3), 413-435
[19] Becker, M. C. Organizational routines: a review of the literature. Industrial and Corporate Change, 2004,13(4), 643-678
[20] Becker, M. C. A framework for applying organizational routines in empirical research: linking antecedents, characteristics and performance outcomes of recurrent interaction patterns. Industrial and Corporate Change, 2005a, 14(4), 817-846
[21] Becker, M. C. The concept of routines: some clarifications. Cambridge Journal of Economics, 2005b, 29(2), 249-262
[22] Becker, M. C. & Knudsen, T. The role of routines in reducing pervasive uncertainty. Journal of Business Research, 2005, 58(6), 746-757
[23] Beltran-Martin, I., Roca-Puig, V., Escrig-Tena, A. & Bou-Llusar, J. C. Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance. Journal of Management, 2008,34(5), 1009-1044
[24] Betsch, T., Brinkmann, J., Fiedler, K. & Breining, K. When prior knowledge overrules new evidence: Adaptive use of decision strategies and role behavioral routines. Swiss Journal of Psychology, 1999, 58(3), 151-160
[25] Betsch, T., Haberstroh, S., Glockner, A., Haar, T. & Fiedler, K. The effects of routine strength on adaptation and information search in recurrent decision making. Organisational Behaviour and Human Decision Processes, 2001, 84(1), 23-53
[26] Betsch, T., Haberstroh, S., Molter, B. & Glockner, A. Oops, I did it again-relapse errors in routinized decision making. Organizational Behaviour and Human Decision Processes, 2004,93(1), 62-74
[27] Bettenhausen, K. L. & Murnighan, J.K. The development of an intragroup norm & the effects of interpersonal and structural changes. Administrative Science Quarterly, 1991,6(1), 20-35
[28] Bhattacharya, M., Gibson, D. E. & Doty, D. H. The effects of flexibility in employee skills, employee behaviors, and HR practices on firm performance. Journal of Management, 2005,31(4), 622-640
[29] Boisot, M. & Child, J. From fiefs to clans and network capitalism: explaining China's emerging economic order. Administrative Science Quarterly, 1996, 41, 600-628
[30] Bourdieu, P. Outline of a Theory of Practice. Cambridge University Press: Cambridge, 1992
[31] Brown, J. S. & Duguid, P. Organizational learning and communities-of-practice: toward a unified view of working, learning, and innovation. Organization Science, 1991,2(1),40-57
[32] Brown,S.L. & Eisenhardt,K. M. The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 1997,42(1), 1-34
[33] Browne, M. W. & Cudeck, R. Alternative Ways of Assessing Model Fit. in Testing Structural Equation Models, K. A. Bollen et al. eds, Newbury Park CA: SAGE Publications, 1993
[34] Burns, J. The dynamics of accounting change: Interplay between new practices, routines, institutions, power and politics. Accounting, Auditing and Accountability Journal, 2000,13,566-586
[35] Burnes, B. Complexity theories and organizational change. International Journal of Management Reviews. 2005,7(2), 73-90
[36] Burns,T. & Stalker, G.M. The Management of Innovation. Tavistock: London, 1961
[37] Campion, M. A., Medsker, G. J. & Higgs, A. C. Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 1993,46(4), 823-850
[38] Caplan, R. D., Cobb, S., French, J. R. P., Harrison, R. V. & Pinneau, S. R. Job Demands and Worker Health: Main Effects and Occupatinal Differences. Ann Arbor, Michigan: Institute for Social Research, 1980
[39] Chen, M. J. & Hambrick, D. C. Speed, stealth, and selective attack: How small firms differ form large firms in competitive behavior. Academy of Management Journal, 1995,38(2), 453-482
[40] Child, J. & Tse, D. K. China's transition and its implications for international business. Journal of International Business Studies, 2001, 32(1), 5-21
[41] Cleveland, J. N. Behaviour. In Peters, L. H., Greer, C. R. & Youngblood, S. A.(eds). The Blackwell Encyclopedic Dictionary of Human Resource Management. Blackwell: Oxford, 1998
[42] Cohen, M. D. Individual learning and organisational routine: emerging connections. Organisation Science, 1991,2(1), 135-139
[43] Cohen, M. D. & Bacdayan, P. Organizational routines are stored as procedural memory: evidence from a laboratory study. Organization Science, 1994, 5(4), 554-568
[44] Cohen, M. D., Burkhart, R., Dosi, G., Egidi, M., Marengo, L., Warglien, M. & Winter, S. Routines and other recurring action patterns of organizations: contemporary research issues. Industrial and Corporate Change, 1996, 5(3), 653-698
[45] Cohendet, P. & Llerena, P. Routines and incentives: the role of communities in the firm. Industrial and Corporate Change, 2003,12(2), 271-297
[46] Collins, C. J. & Smith, K. G. Knowledge exchange and combination: The role of human resource practices in the performance of high technology firms. Academy of Management Journal, 2006,49(3), 544-560
[47] Costello, N. Learning and routines in high-tech SMEs: Analyzing rich case study material. Journal of Economic Issues, 1996,30(2), 591-597
[48] Costello, N. Stability and Change in High-Tech Enterprises-Organisational Practices and Routines. Routledge: London, 2000
[49] Crossan, M., Lane, H. W. & White, R. E. An Organizational Learning Framework: From Intuition to Institution. Academy of Management Review, 1999,24(3), 522-537
[50] Cyert, R. M. & March, J. G. A Behavioral Theory of the Firm. Prentice-Hall: Englewood Cliffs, NJ, 963
[51] Dalton, D. R., Todor, W. D., Spendolini, M. J., Fielding, G. J. & Porter, L. W. Organization Structure and Performance: A Critical Review. Academy of Management Review, 1980,5(1), 49-64
[52] Damanpour, F. Organizational innovation: a metaanalysis of effects of determinants and moderators. Academy of Management Journal, 1991, 34(3), 555-590.
[53] David, P. A. Path dependence and the quest for historical economics: one more chorus of the ballad of QWERTY. Discussion Papers in Economic and Social History, no. 20, University of Oxford, 1997
[54] Dean, J. W. & Snell, S. A. Integrated Manufacturing and Job Design: Moderating Effects. Academy of Management Journal, 1991, 34, 776-804
[55] Dess, G. E., Ireland, R. D., Zahra, S. A., Floyd, S. W., Janney, J. J. & Lane, P. J. Emerging Issues in Corporate Entrepreneurship. Journal of Management, 2003, 29(3), 351-378
[56] Dess, G. G. & Robinson, R. B. Measuring organizational performance in the absence of pbjective measures: The case of the privately-held firm and conglomerate business unit. Strategic Management Journal, 1984, 5(3), 265-273
[57] Dirks, K., Cummings, L. & Pierce, J. Psychological ownership in organizations: Conditions under which individuals promote and resist change. Research in Organizational Change and Development, 1996,9(1), 1-23
[58] Dosi, G. & Egidi, M. Substantive and procedural uncertainty-An exploration of economic behaviours in changing environments. Journal of Evolutionary Economics, 1991,1(2), 145-168
[59] Dosi, G., Teece, D. & Winter, S. Toward a theory of corporate coherence: some preliminary remarks. G. Dosi, R. Giannetti and P. A. Toninelli (eds), Technology and Enterprise in a Historical Perspective. Clarendon Press: Oxford, 185-211,1992
[60] Dosi, G., Nelson, R. R. & Winter, S G. Introduction: the nature and dynamics of organisational capabilities. In G. Dosi, R. R. Nelson & S. G. Winter (eds), The Nature and Dynamics of Organisational Capabilities. Oxford University Press: Oxford, 1-22,2000
[61] Dowell, G. & Swaminathan, A. Racing and back-pedalling into the future: new product introduction and organisational mortality in the US bicycle industry, 1880-1918. Organisation Studies, 2000,21(2), 405-431
[62] Dunphy, D. Organizational change in corporate setting. Human Relations, 1996,49(5), 541-52
[63] Dyer, L. & Shafer, R. A. Dynamic organizations: Achieving marketplace and organizational agility with people. In R. Peterson & E. Mannix (Eds.), Understanding the dynamic organization. Mahwah, NJ: Lawrence Erlbaum, 2002
[64] Dyer, J. H. & Singh, H. The relational view: cooperative strategy and sources of inter-organizational competitive advantage. Academy of Management Review, 1998,23(4), 660-679
[65] Edmondson, A. C., Bohmer, R. & Pisano, G. P. Disrupted routines: Team learning and new technology adaptation. Administrative Science Quarterly, 2001,46(4), 685-716
[66] Edmondson, A. & Moingeon, B. From Organizational Learning to the Learning Organization. Management Learning, 1998, 29(1), 5-20
[67] Egidi, M. Organisational learning, problem solving and the division of labour. In H. A, Simon, M., Egidi, R., Marris & R., Viale (eds), Economics, Bounded Rationality and the Cognitive Revolution. Edward Elgar: Aldershot, 148-173, 1992
[68] Egidi, M. Routines, hierarchies of problems, procedural behaviour: some evidence from experiments. in K. Arrow, E. Colombatto, M. Perlman and C. Schmidt (eds), The Rational Foundations of Economic Behaviour. Macmillan: London, 303-333,1996
[69] Egidi, M. & Ricottilli, M. Co-ordination and specialisation. University of Trento, CEEL Working Paper, 1997,3-97
[70] Egidi, M. & Narduzzo, A. The emergence of path-dependent behaviors in cooperative contexts. International Journal of Industrial Organisation, 1997, 15(6), 677-709
[71] Eisenhardt, K. M. Building theories from cases study research. Academy of Management Review, 1989,14(4), 532-550
[72] Eisenhardt, K. M. & Graebner, M. E. Theory building from case studies: Opportunities and challenges Academy of Management Journal, 2007, 50(1), 25-32
[73] Eisenhardt, K. & Martin, J. A. Dynamic capabilities: What are they?. Strategic Management Journal, 2000,21(10-11), 1105 -1121
[74] Feldman, M. S. Organizational routines as a source of continuous change. Organization Science, 2000,11(6), 611-629
[75] Feldman, M. S. A performative perspective on stability and change in organizational routines. Industrial and Corporate Change, 2003,12(4), 727-752
[76] Feldman, M. S. Resources in emerging structures and processes of change. Organization Science, 2004,15(3), 295-309
[77] Feldman, M. S. & Rafaeli, A. Organizational routines as sources of connection and understandings. Journal of Management Studies, 2002,39(3), 309-332
[78] Feldman, M. S. & Pentland, B. T. Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 2003, 48(1), 94-118
[79] Fiol, C. M. & Lyles, M. A. Organizational learning. Academy of Management Review, 1985,10(4), 803-813
[80] Frenkel, S. J., Korczynski, M., Shire, K. A. & Tarn, M. On the front line: Organization of work in the information technology. Ithaca, NY: Cornell University Press, 1999
[81] Frese, M., Kring, W., Soose, A. & Zempel, J. Personal initiative at work: Differences between East and West Germany. Academy of Management Journal, 1996,39(1), 37-63
[82] Galpin, T. The human side of change: A practical guide to organization redesign. San Francisco: Jossey-Bass, 1996
[83] Garapin, A. & Hollard, A. Routines and incentives in group tasks. Journal of Evolutionary Economics, 1999,9(4), 465-486
[84] Garcia-Morales, V. J., Llorens-Montes, F.J. & Verdu-Jover, A. J. The effect of transformational leadership on organizational performance through knowledge and innovation. British Journal of Management, 2008,19(4), 299-319
[85] Gibson, C. B. & Birkinshaw, J. The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity. Academy of Management Journal, 2004, 47(2), 209-226
[86] Gersick, C. J. & Hackman, J. R. Habitual routines in task-performing groups. Organizational Behavior and Human Decision Processes, 1990,47(1), 65-97
[87] Gersick, C. J. G. Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 1991, 16(1), 10-36
[88] Gittell, J. H. Coordinating mechanisms in care provider groups: relational coordination as a mediator and input uncertainty as moderator of performance effects. Management Science, 2002,48(11),1408-1426
[89] Goodstein, J. & Boeker, W. Turbulence at the top: a new perspective on governance structure changes and strategic change. Academy of Management Journal, 1991,34(2), 306-330
[90] Giddens, A. Central Problems in Social Theory. University of California, Press: Berkeley, CA, 1979
[91] Giddens, A. The Constitution of Society. University of California Press: Berkeley,CA, 1984
[92] Giddens, A. New Rules of Sociological Method. 2nd edn. Stanford University Press: Stanford, CA, 1993.
[93] Gioia, D. & Poole, P.P. Scripts in organizational behavior. Academy of Management Review, 1984,9(3), 449-459
[94] Glaser, B.G. & Strauss, A. L. The Discovery of Grounded Theory: Strategies for Qualitative Research. Aldine de Gruyter: New York, 1967
[95] Glaser, B. Basics of Grounded Theory Analysis. Emergence vs. Forcing, Mill Valley, CA, Sociology Press, 1992
[96] Glaser, B. Doing Grounded Theory. California: Sociology Press, 1998
[97] Glaser, B.G. The grounded theory perspective: Conceptualisation contrasted with description. Mill Valley: Sociology Press, 2001
[98] Glaser, B. & Strauss. A. Time for Dying. Chicago, Aldine Publishing Company, 1968
[99] Graen G. & Uhl-Bien, M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25
years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 1995,6(2),219- 247
[100]Grant, R. The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 1991,33:114-135
[101]Grant, R. Toward a knowledge-based theory of the firm. Strategic Management Journal, 1996,17(special), 109-122
[102]Greenwood, R. & Hinings, C. R. Understanding radical organizational change: bringing together the old and the new institutionalism. Academy of Management Review, 1996,21(4), 1022-1054
[103]Greve, H. R. Performance, aspirations, and risky organizational change. Administrative Science Quarterly, 1998,43(1), 58-86
[104]Harrison, J.S. & Freeman, R.E. Stakeholders, social responsibility, and performance: empirical evidence and theoretical perspectives. Academy of Management Journal, 1999,42(5),479-85
[105]Haveman, H.A. Between a rock and a hard place: organizational change and performance under conditions of fundamental environmental transformation. Administrative Science Quarterly, 1992,37(1), 48-75
[106]Heiner, R. The origin of predictable behaviour. American Economic Review, 1983,73(4),560-595
[107]Hesketh, B. & Neal, A. Technology and performance. In D. Ilgen and E. Pulakos (Eds.),The changing nature of performance:Implications for staffing, motivation, and development. San Francisco: Jossey-Bass, 21-55,1999
[108]Hill, C, Hwang P. & Kim, W.C. An eclectic theory of the choice of international entry mode. Strategic Management Journal, 1990,11(2), 117-128
[109]Hitt, M. A., Keats, B. W. & Demarie, S. M. Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century.Academy of Management Executive, 1998,12(4), 22-42
[110]Hitt, M. A. & Ireland, R. D. The intersection of entrepreneurship and strategic management research. In D. L., Sexton and H., Landstrom (Eds.), Handbook of entrepreneurship. Oxford, UK: Blackwell, 45-63, 2000
[11 l]Hodgson, G. M. Economics and Institutions. Oxford, Polity Press, 1988
[112]Hodgson, G. M. Economics and Evolution. Cambridge, Polity Press, 1993a
[113]Hodgson, G. M. Institutional economics: surveying the "old" and the "new". Metroeconomica, 1993b, 44(1), 1-28
[114]Hoeve, A. & Nieuwenhuis, A.F.M. Learning routines in innovation processes. Journal of Worplace Learning, 2006, 18(3), 171-185
[115]Hoskisson, R.E., Eden, L., Lau, CM. & Wright, M. Strategy in emerging economies.Academy of Managemenr Journal, 2000,43(3), 249-267
[116]Hodgson, G. M. The ubiquity of habits and rules. Cambridge Journal of Economics, 1997,21(6), 663-684
[117]Hodgson, G. M. The approach of institutional economics. Journal of Economic Literature, 1998, 36(1)166-192
[118]Hodgson, G. M. Economics and Utopia-Why the Learning Economy is Not the End of History. London: Routledge, 1999a
[119]Hodgson, G. M. Evolution and Institutions-On Evolutionary Economics and the Evolution of Economics. Edward Elgar: Cheltenham, 1999b
[120]Hodgson, G. M. How Economics Forgot History: The Problem of Historical Specificity in Social Science. London: Routledge, 2001
[121]Hodgson, G. M. The mystery of the routine: the Darwinian destiny of An Evolutionary Theory of Economic Change. Revue economique, 2003, 54(2), 355-384
[122]Hodgson, G. M. The Evolution of Institutional Economics: Agency, Structure and Darwinism in American Institutionalism. London: Routledge, 2004
[123]Hodgson, G. M. & Knudsen, T. The replication of habits.mimeo, University of Hertfordshire, 2003
[124]Hodgson, G. M. & Knudsen, T. The Firm as an Interactor: Firms as Vehicles for Habits and Routines, Journal of Evolutionary Economics, 2004a, 14(3), 281-307
[125]Hodgson, G. M. & Knudsen,T. The complex evolution of a simple traffic convention: the functions and implications of habit. Journal of Economic Behavior and Organization, 2004b, 54(1), 19-47
[126]House, R.J., Spangler, W.D. & Woycke, J. Personality and charisma in the US presidency: psychological theory leadership effectiveness. Administrative Science Quarterly, 1991, 36(3), 364-396
[127]Howard-Grenville,J.A. The persistence of flexible organizational routines: the role of agency and organizational context. Organization Science, 2005, 16(6), 618-636
[128]Huber, G.P. Organizational learning. OrganizationScience, 1991,2(1), 88-115
[129]Hutchins, E. Organizing work by adaptation. Organization Science, 1991, 2(1), 14-39
[130]Inam, A. Institutions, routines, and crises: post-earthquake housing recovery in Mexico City and Los Angeles. PhD Thesis, University of Southern California, 1997
[131]Isabella, L. Evolving interpretations as a change unfolds: How managers construe key organizational events. Academy of Management Journal, 1990, 33(1), 7-41
[132]Jaffe, D., Scott, C. & Tobe, G. Rekindling commitment: How to revitalize yourself, your work, and your organization..San Francisco: Jossey-Bass, 1994
[133]James, L. R. Aggregation Bias in Estimates of Perceptual Agreement. Journal of Applied Psychology, 1982,67(2), 219-229
[134]Jaworski, B. J. & Kohli, A. K., Market orientation: antecedents and consequences. Journal of Marketing, 1993, 57(3), 53-70
[135]Jansen, J. J. P., Van Den Bosch, Frans, A. J. & Volberda, H. W. Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?.Academy of Management Journal,2005,48(6), 999-1015
[136]Jennings, D. F. & Lumpkin, J. R. Functionally modelling corporate entrepreneurship: an empirical integrative analysis. Journal of Management, 1989,15(3), 485-502
[137]Johnson, G. Strategy through a cultural lens-learning from managers, experience. Management Learning, 2000,31(4), 403-426
[138]Judson, A. Changing behavior in organizations: Minimizing resistance to change. Cambridge, MA: Basil Blackwell, 1991
[139]Karim, S. & Mitchell, W. Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medial sector, 1978-1995. Strategic Management Journal, 2000,21(10/11), 1061-1081
[140]Kieser, A. & Walgenbach, P. Organisation (4th edn), Stuttgart: Scha¨ffer-Poeschel, 2003
[141]Klein, K. J. & Kozlowski, S. W. J. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions. San Francisco, Jossey-Bass, 2000
[142]Knott, A. The organizational routines factor market paradox. Strategic Management Journal, 2003,24(10), 929-943
[143]Knott, A. M. & McKelvey, B. Nirvana efficiency: a comparative test of residual claims and routines. Journal of Economic Behaviour and Organisation, 1999, 38(4), 365-383
[144]Koestler, A. The Ghost in the Machine. Hutchinson: London, 1967
[145]Kogut, B. & Zander, U. Knowledge of the firm, combinative capabilities, and the replication of technology.Organization Science, 1992,3(3),383-397
[146]Kolbe, R. & Burnett, M. Content-Analysis Research: An Examination of Applications with Directives for Improving Research Reliability and Objectivity. Journal of Consumer Research, 1991,18(2), 243-250
[147]Kotter, J.P. Leading change: why transformation efforts fail. Harvard Business Review, 1995,2:59-67
[148]Lau, C.M., Tse, D.K. & Zhou, N. Institutional forces and organizational culture in China: effects on change schemas, firm commitment and job satisfaction. Journal of International Business Studies, 2002,33(3), 533-550
[149]Lave, J. Cognition in Practice: Mind, Mathematics, and Culture in Everyday Life. Cambridge University Press: Cambridge, 1988
[150]Lau, C. M. & Ngo, H. Y. The HR system, organizational culture, and product innovation. International Business Review, 2004,13(6), 685-703
[151]Lau, C.M. & Woodman, R.W. Understanding organizational change, a schematic perspective. Academy of Management Journal, 1995, 38(2), 537-554
[152]Lazaric, N. The role of routines, rules and habits in collective learning, Some epistemological and ontological considerations. European Journal of Economic and Social Systems, 2000,14(2), 157-171
[153]Lazaric, N. & Marengo, L. Towards a characterisation of assets and knowledge created in technological agreements, some evidence from the automobile sector. Industrial and Corporate Change, 2000,9(1), 53-86
[154]Lazaric, N., Mangolte, P.A. & Massue, M.L. Articulation and codification of know-how Organizational routines, a review of the literature in the steel industry, some evidence from blast furnace control in France. Research Policy, 2003,32(10), 1829-1847
[155]Leonard-Barton, D. Wellsprings of Knowledge-Building and Sustaining the Sources of Innovation.Harvard Business School Press, Boston, MA, 1995
[156]Leonard-Barton, D. & Deschamps, I.Managerial influence in the implementation of new technology. Management Science, 1988,34(10), 1252-1266
[157]Lepak, D.P., Takeuchi, R. & Snell, S. A., Employment flexibility and firm performance, Examining the interaction effects of employment mode, environmental dynamism, and technological intensity. Journal of Management, 2003,29(5), 681-703
[158]Levine, J. L. & Moreland, R. L. Knowledge transmission in work groups, Helping newcomers to succeed. In L. L. Thompson, J. M., Levine, and D. M., Messck (eds) Shared Cognition in Organizations, The Management of Knowledge. Mahwah, NJ, Lawrence Erlbaum, 1999
[159]Levinthal, D. & March, J. G. A model of adaptive organizational search. in J. G.March (ed.), Decisions and Organizations, Basil Blackwell, Oxford, 187-218,1981
[160]Levinthal, D.A. & March, J.G. The myopia of learning. Strategic Management Journal, 1993,14(Winter Special Issue), 95-112
[161]Lewis,K. Knowledge and Performance in Knowledge-Worker Teams, A Longitudinal Study of Transactive Memory Systems. Management Science, 2004,50(11), 1519-1533
[162]Levitt, B. & March, J.G. Organizational learning. American Review of Sociology, 1988,14,319-340
[163]Levitt, R. E., Thomson, J., Christiansen, T. R. & Kunz, J. C. Simulating project work processes and organizations, toward a micro-contingency theory of organizational design. Management Science, 1999,45(11), 1479-1495
[164]Lewicki, R. J. & Litterer, J. A. Negotiation. Irwin, Homewood, IL, 1985
[165]Lewin, K. Frontiers in group dynamics. Human Relations, 1947,1,5-41
[166]Liden, R. C. & Maslyn, J. M. Multimensionality of Leader-Member Exchange, an Empirical Assessment through Scale Development. Journal of Management, 1998,24(1),43-72
[167]Lieberman, M. B. The learning curve and pricing in the chemical processing industries. RAND Journal of Economics, 1984,15(2), 213-228
[168]Lippman, S. A. & Rumelt, R. P. Uncertain imitability, an analysis of interfirm differences under competition. Bell Journal of Economics, 1982, 13(2), 418-438
[169]Liischer, L. S. & Lewis, M. W. Organizational Change and Managerial Sensemaking, Working through Paradox. Academy of Management Journal, 2008, 51(2), 221-240
[170]Lynch, B. An empirical assessment of Perrows technology construct. Administrative Science Quarterly, 1974,19(2), 338-356
[171]Madhok, A. Cost, value and foreign market entry mode, the transaction and the firm. StrategicManagement Journal, 1997,18(1), 39-61
[172]Mangolte, P. A. La dynamique des connaissances tacites et articulees, une approche socio-cognitive.Economie Appliquee, 1997, Tome L, 105-134
[173]March, J. G. Footnotes to organizational change. Administrative Science Quarterly, 1981,26(4), 563-577
[174]March, J. G. Exploration and exploitation in organizational learning. Organization Science, 1991,2(1), 71-87
[175]March, J. G. & Olsen J. P. Rediscovering Institutions-the Organizational Basis of Politics.The Free Press, New York, 1989
[176]March, J. G. & Shapira, Z. Managerial perspectives on risk and risk-taking. Management science, 1987,33(11), 404-1418
[177]March, J.G. & Sutton, R. I. Organizational Performance as a Dependent Variable. Organization Science, 1997,8(6), 698-706
[178]March, J. G. & Simon, H. A. Organizations. John Wiley and Sons, New York, 1958.
[179]March J. G. & Sutton R. I. Organizational Performance as a Dependent Variable. Organization Science, 1997, 8(6), 698-706.
[180]Maslow, A. H. A theory of human motivation. Psychological Review, 1943, 50, 370-396
[181]Massini, S., Lewin, A. Y., Numagami, T. & Pettigrew, A. M. The evolution of organizational routines among large Western and Japanese firms. Research Policy, 2002,31(8/9), 1333-1348
[182]Matsuno, K., Mentzer, J. & Ozsomer, A. The effects of entrepreneurial proclivity and market orientation on business performance. Journal of Marketing, 2002,66(3), 18-32
[183]Maurer, T. J., Wrenn, K. A., Pierce, H. R., Tross, S. A. & Collins, W. C. Beliefs about "improvability" of career-relevant skills, Relevance to job/task analysis, competency modelling, and learning orientation. Journal of Organizational Behavior, 2003,24(1), 107-131
[184]Medsker, G. J., Lliams, L. J. & Holohan, P. J. A Review of Current Practices for Evaluating Causal Models in Organizational Behavior and Human Resources Research. Journal of Management, 1994,20(2), 439-464
[185]Meyer, A., Gaba, V. & Colwell, K. Organizing far from equilibrium, Non-Linear Change in Organizational Fields. Organization Science, 2005, 16(5), 456-473
[186]Miller, D. & Chen, M.J. Sources and consequences of competitive inertia, a study of the US airline industry. Administrative Science Quarterly, 1994, 39(1), 1-23
[187]Miles, M. B. & Huberman, A. M. Qualitative data analysis. Thousand Oaks, CA, Sage, 1994
[188]Miner, A. S. Structural evolution through idiosyncratic jobs, the potential for unplanned learning. Organization Science, 1990,1(2), 195-210
[189]Miner, A. S. Organizational evolution and the social ecology of jobs. American Sociological Review, 1991, 56(6), 772-785
[190]Miner, A. & Haunschild, P. Population level learning. Research in Organizational Behavior, 1995,17,115-166
[191]Moorman, C. & Miner A. S. The convergence of planning and execution, improvisation in new product development. Journal of Marketing, 1998a, 61(3), 1-20
[192]Moorman, C. & Miner, A. S. Organizational improvisation and organizational memory. Academy of Management Review, 1998b, 23(4), 698-723
[193]Mossholder, K., Settoon, R., Harris, S. & Armenakis, A. Measuring emotion in open-ended survey responses, an application of textual data analysis. Journal of Management, 1995,21(2), 335-355
[194]Munby, H., Versnel, J., Hutchinson, N.L., Chin, P. & Berg, D.H. Workplace learning and the metacognitive functions of routines. Journal of Workplace Learning, 2003,15(3), 94-104
[195]Murphy, J. B. The kinds of order in society. In P. Mirowski (ed.), Natural Images in Economic Thought, Markets Read in Tooth and Claw. Cambridge University Press, Cambridge, 536-582,1994
[196]Nadler, D.A. & Tushman, M.L. Beyond the charismatic leader, leadership and organizational change. California Management Review, 1990,32(2), 77-97.
[197]Naduzzo, A., Rocco, E. & Warglien, M. Talking about routines in the field. In G., Dosi, R. Nelson & S.Winter (eds), The Nature and Dynamics of Organizational Capabilities. Oxford University Press, New York, 2000
[198]Nahapiet, J. & Ghoshal, S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review, 1998, 23(2), 242-266
[199]Nee, V. Organizational dynamics of market transition, hybrid forms, property rights and mixed economy in China. Administrative Science Quarterly, 1992, 37(1), 1-27
[200]Nelson, R. R. Recent evolutionary theorizing about economic change. Journal of Economic Literature, 1995,33(1), 48-90
[201]Nelson, R. R. & Winter, S. G. An Evolutionary Theory of Economic Change Harvard University Press, Cambridge, MA, 1982
[202]Noe, R. A. Is career management related to employee development and performance?. Journal of Organizational Behavior, 1996,17(2), 119-133
[203]Nonaka, I. & Takeuchi, H. The Knowledge-Creating Company. Oxford, Oxford University Press, 1995
[204]Nooteboom, B. Logic of multi-level change of routines. Paper for the EAEPE conference. Crete, 28-30,2004
[205]Nooteboom, B., Berger, H. & Noorderhaven, N. G., Effect of trust and governance on relational risk. Academy of Management Journal, 1997, 40(2), 308-338
[206]Orlikowski, W. J. Improvising organizational transformation over time, a situated change perspective. Information Systems Research, 1996, 7(1), 63-92
[207]Orlikowski, W. J. Using technology and constituting structures, a practice lens for studying technology in organizations. Organization Science, 2000, 11(4), 404-428
[208]Orlikowski, W. J. & Hofman, J. D. An improvisational model for change management, The case of groupware technologies. Sloan Management Review, 1997, winter, 11-21
[209]Orlikowski, W. J., Yates, J., Okamura, K. & Fujimoto, M. Shaping electronic communication, the meta-structuring of technology in the context of use. Organization Science, 1995,6(4), 423-442
[210]Ortner, S. B. High Religion, A Cultural and Political History of Sherpa Buddhism. Princeton University Press, Princeton, NJ, 1984
[211]Park, S. H. & Luo, Y. Guanxi and organizational dynamics, organizational networking in Chinese firms. Strategic Management Journal, 2001, 22(5), 455-477
[212]Parker, D. F. & Decotiis, T. A. Organizational behavior and human stress. Organizational Behavior and Human Performance, 1983,32,160-177
[213]Peng, M.W. Institutional transitions and strategic choices. Academy of Management Review, 2003,28(2), 275-296
[214]Peng, M. W. & Heath, P. S. The growth of the firm in planned economies in transition, institutions, organizations, and strategic choice. Academy of Management Review, 1996,21(2), 492-528
[215]Pentland, B. T. Grammatical models of organizational processes. Organization Science, 1995,6(5), 541-556
[216]Pentland, B. T. Sequential variety in work processes. Organization Science, 2003a, 14(5), 528-540
[217]Pentland, B. T. Conceptualizing and measuring variety in organizational work processes. Management Science, 2003b, 49(7), 857-870
[218]Pentland, B. T. & Feldman, M. S. Organizational routines as a unit of analysis.Industrial and Corporate Change, 2005,14(5), 793-815
[219]Pentland, B. T. & Reuter, H. H., Organizational routines as grammars of action. Administrative Science Quarterly, 1994,39(3), 484-510
[220]Perrow, C. A framework for the comparative analysis of organizations. American Sociological Review, 1967,32(2), 194-208
[221]Pettigrew, A. M., Woodman, R. W. & Cameron, K.S. Studying organizational change and development, challenges for future research. Academy of Management Journal, 2001,44(4), 697-713
[222]Plowman, D. A., Baker, L. T., Beck, T. E, Kulkarni, M., Solansky, S. T. & Travis, D. V. Radical Change Accidentally: The Emergence and Amplification of Small Change. Academy of Management Journal, 2007,50(3), 515-543
[223]Piderit, S. K. Rethinking resistance and recognizing ambivalence, a multidimensional view of attitudes toward an organizational change. Academy of Management Review, 2000,25(4), 783-794
[224]Pisano, G. P., Bohmer R. M. J. & Edmondson A. C. Organizational differences in rates of learning, evidence from the adoption of minimally invasive cardiac surgery. Management Science, 2001,47(6), 752-768
[225]Porras, J. I. & Silvers, R. C. Organization development and transformation. Annual Reviews of Psychology, 1991,42,51-78
[226]Postrel, S. & Rumelt, R. Incentives, routines and self-command. Industrial and Corporate Change, 1992,1(3), 397-425
[227]Rajagopalan, N. & Spreitzer, G.M. toward a theory of strategic change, a multi-lens perspective and integrative framework. Academy of Management Review, 1996,22(1), 48-79
[228]Reason, J. Human Error. Cambridge University Press, Cambridge, 1990
[229]Rescher, N. Process metaphysics, An introduction to process philosophy. Albany, NY, SUNY Press, 1996
[230]Reynaud, B. The properties of routines, tools of decision making and modes of coordination. In P. P. Saviotti and B. Nooteboom (Eds) Technology and Knowledge, From the Firm to Innovation System. Edward Elgar, 2000
[231]Romanelli, E. & Tushman M. Organizational transformation as punctuated equilibrium, an empirical test. Academy of Management Journal, 1994, 37(5), 1141-1166
[232]Ruekert, R. W., Walker, O. C. & Roering, K. J. The organization of marketing Activities, a contingency theory of structure and performance. Journal of Marketing, 1985,49(winter), 13-25
[233]Sastry, M. Problems and paradoxes in a model of punctuated organizational change. Administrative Science Quarterly, 1997,42(2), 237-275
[234]Seashore, S, E. & Ephraim, Y. Factorial Analysis of Organizational Performance. Administrative Science Quarterly, 1967,12(3), 377-395
[235]Sewell, W. A theory of structure, duality, agency and transformation. American Journal of Sociology, 1992,98(1), 1-29
[236]Sherer, P. D. & Lee, K. Institutional change in large law firms, a resource dependency and institutional perspective. Academy of Management Journal, 2002,45(1), 102-119
[237]Simon, H. A. Administrative Behavior. The Free Press, New York, 1947
[238]Szilagyi, A. B. Management and Performance. California, Goodyear Publishing Company, Inc., 1981
[239]Stene, E. O. An approach to the science of administration. American Political Science Review, 1940,34,1124-1137
[240]Strauss, A. Qualitative Analysis for Social Scientists. Cambridge, Cambridge University Press, 1987
[241]Strauss, A. & Corbin, J. Basics of Qualitative Research Techniques and Procedures for Developing Grounded Theory. 1st Edition, California, Sage, 1990
[242]Strauss, A. & Corbin, J. Basics of Qualitative Research Techniques and Procedures for Developing Grounded Theory.2nd Edition, California, Sage, 1998
[243]Subramaniam, M. & Youndt, M. The influence of intellectual capital on the types of innovative capabilities. Academy of Management Journal, 2005, 48(3), 450-463
[244]Suchman, L. A. Office procedure as practical action, models of work and system design. ACM Transactions on Office Information Systems, 1983,1(4), 320-328
[245]Szulanski, G. & Jensen, R. J. Overcoming stickiness, an empirical investigation of the role of the template in the replication of organizational routines. Managerial and Decision Economics, 2004,25(6-7), 347-363
[246]Szulanski, G. & Winter, S. Getting it right the second time. Harvard Business Review, 2002, January, 62-71
[247]Teece, D. J. & Pisano, G. The dynamic capabilities of firms. Industrial and Corporate Change, 1994,3(3), 537-556
[248]Teece, D. J., Pisano,G. & Shuen, A. Dynamic capabilities and strategic management. Strategic Management Journal, 1997,18(7), 509-533
[249]Tranfield, D. & Smith, S. The strategic regeneration of manufacturing by changing routines. International Journal of Operations and Production Management, 1998,18(2), 114-129
[250]Truijen, K.J.P., Hoeve, A.& Nieuwenhuis, A.F.M. Measuring Organizational Routine change in Work Teams, Towards a theoretical framework for studying organizational routine change. Paper for the Third International Conference on Organizational Routines, Strasbourg, 25-26,2007
[251]Tsoukas, H. Complex knowledge, Studies in organizational epistemology.Oxford, Oxford University Press, 2005
[252]Tsoukas, H. & Chia, R. On organizational becoming, rethinking organizational change. Organizational Science, 2002,13(5), 567-582
[253]Tsoukas, H. & Mary J. H. Complex thinking, complex practice, the case for a narrative approach to organizational complexity. Human Relations, 2001, 54(8), 979-1013
[254]Tsui, A. S., Pearce, J. L., Porter, L. W. & Tripoli, A. M. Alternative approaches to the employee-organization relationship, Does investment in employees pay off?. Academy of Management Journal, 1997,40(5), 1089-1121
[255]Tushman, M.& O'Reilly, C. Winning through innovation. Boston, Harvard Business School Press, 1997
[256]Tyre, M. J. & Orlikowski, W. J. The episodic process of learning by using. International Journal of Technology Management, 1996,11(7/8), 790-798
[257]Van den Berg, P. T. & van der Velde, M. E. G. Relationships of functional flexibility with individual and work factors. Journal of Business and Psychology, 2005,20(1), 111-129
[258]Van den Beukel, A. L. & Molleman, E. Multifunctionality, Driving and constraining forces. Human Factors and Ergonomics in Manufacturing, 1998,8(4), 303-321
[259]Van de Ven, A. H. & Ferry, D. Measuring and Assessing Organizations. New York, Wiley Interscience, 1980
[260]Van de Ven, A. H. & Poole, M. S. Alternative Approaches for Studying Organizational Change. Organization Studies, 2005,26(9), 1377-1404
[261]Van de Ven, A. H. & Poole, M. S. Explaining development and change in organizations. Academy of Management Review, 1995,20(3), 510-540
[262]Volberda, H. W. Toward the flexible form, How to remain vital in hypercompetitive environment. Organization Science, 1996, 7(4), 359-374
[263]Walsh, J. P. & Ungson, G. R. Organizational Memory. Academy of Management Reviews, 1991,16(1), 57-91
[264]Weick, K. E. The vulnerable system, an analysis of the Tenerife air disaster. Journal of Management, 1990,16(3), 571-593
[265]Weick, K. E. & Quinn, R. E. Organizational change and development. Annual Review of Psychology, 1999, 50,361-386
[266]Wheaton, B. B., Muthen, B., Alwin, D. F. & Summer, G. F. Assessing Reliability and Stability in Panel Models. Sociological Methodology. D.Rheise. San Francisco, Jossey-Bass, 1977
[267]Whitey, M., Daft, R. L. & Cooper, W. H. Measures of Perrow's work unit technology, an empirical assessment and a new scale. Academy of Management Journal, 1983,26(1), 45-63
[268]Williams, S., Pitre, R. & Zainuba, M. Justice and organizational citizenship behavior intentions, Fair rewards versus fair treatment. Journal of Social Psychology, 2002,142(1), 3344
[269]Winter, S. G. Economic "natural selection" and the theory of the firm. Yale Economic Essays, 1964,4,225-272
[270]Winter, S. G. Survival, selection, and inheritance in evolutionary theories of organisation. In J. V. Singh (eds), Organisational Evolution-New Directions Sage, Newbury Park, CA, 269-297,1990
[271] Winter, S. G. organizing for continuous improvement, evolutionary theory meets the quality revolution. In J. Baum and J. Singh (eds), Evolutionary Dynamics of Organisations. Oxford,Oxford University Press, 90-108,1994
[272]Winter, S. G. Four Rs of profitability, rents, resources, routines, and replication. in C. Montgomery (ed.), Resource-Based and Evolutionary Theories of the Firm-Towards a Synthesis. Kluwer, Dordrecht, 147-178,1995
[273]Winter, S. G. Understanding dynamic capabilities. Strategic Management Journal, 2003,24(10),991-995
[274]Winter, S. G. & Szulanski, G. Replication as strategy. Organization Science, 2001,12(6), 730-743
[275]Wright, P. M. & Snell, S. A. Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 1998,23(4), 756-772
[276]Xu, J. P. Examine the relationship between organizational commitment and job performance, an empirical research. The Seventh Wuhan International Conference on E-Business. Vols I-III, 2853-2857,2008
[277]Yin, R. Case study research. Beverly Hills, CA, Sage, 1984
[278]Zahra, S. A. & George, G. Absorptive capacity, a review, reconceptualization and extension. Academy of Management Review, 2002,27(4), 213-240
[279]Zellmer-Bruhn, M. E. The effects of time pressure and interruptions on team external acquisition of work routines. Ph.D. dissertation, University of Wisconsin, Madison, 1999
[280]Zellmer-Bruhn,M.E.Interruptive events and team knowledge acquisition.Management Science,2003,49(4),514-528
[281]Zhou,K.Z.,Tse,D.K.and Li,J.J.Organizational changes in emerging economies:drivers and consequences.Journal of International Business Studies,2006,37(2),248-263
[282]曹实凡.只有不断改革才会有出路.中国经营报,2006年12月18日
[283]陈松林.基于社会认同的企业信用、薪酬策略与绩效关系.博士学位论文,浙江大学,2006
[284]陈墀元,杨仁寿.组织即兴、组织学习与组织惯例之内生性演化.企业管理国际学术论坛暨研讨会,2006
[285]陈向明.扎根理论的思路和方法.教育研究与实验,1994(4),58-63
[286]杜红,王重鸣.领导-成员交换理论的研究与应用展望.浙江大学学报(人文社会科学版),2002,32(6),73-79
[287]鄂瑶.中国平安:越改革越平安.嘹望东方周刊,2008年12月
[288]费小冬.扎根理论研究方法论:要素、研究程序和评判标准.公共行行政评论,2008(3),23-43
[289]高展军,李垣.组织惯例及其演进研究.科研管理,2007,28(3),142-147
[290]加里.哈默,比尔.布林.管理大未来(第一版).北京,中信出版社,2008
[291]李怀祖,管理研究方法论(第2版).西安,西安交通大学出版社,2004
[292]李淑文,郭凤霞.企业文化的创建与变革--以“联想”企业文化为例.经济研究导刊,2007(1),26-28
[293]罗伯特.殷.案例研究,设计与方法(第三版).重庆,重庆大学出版社,2004
[294]罗伯特.殷.案例研究方法的应用(第二版).重庆,重庆大学出版社,2004
[295]孙海法,刘运国,方琳,案例研究的方法论.科研管理,2004,25(2),107-112
[296]施胜文.华为如何开展人力资源管理变革.IT时代周刊,2005-7-2,56-57
[297]苏慧文.海尔管理变革,市场链与业务流程再造.南开管理评论,2001(1),42-49
[298]汪涛,徐建平.模块化的产品创新,基于价值创造网络的思考.科研管理,2005,26(5),11-18
[299]王重鸣.管理心理学.北京,人民教育出版社,2000
[300]王重鸣.劳动人事心理学.杭州,浙江教育出版社,1986
[301]王重鸣.心理学研究方法.北京,人民教育出版社,1990
[302]王重鸣.专家与新手决策知识的获取与结构分析.心理科学,1992,5(1),1-4
[303]温忠麟,侯杰泰.马什赫伯特.潜变量交互效应分析方法.心理科学进展,2003,11(5).593-599
[304]温忠麟,侯杰泰.隐变量交互效应分析方法的比较与评价.数理统计与管理,2004,23(3),37-42
[305]温忠麟,张雷,侯杰泰.有中介的调节变量和有调节的中介变量.心理学报,2006,38(3),448-452
[306]温忠麟,张雷,侯杰泰,刘红云.中介效应检验程序及其应用.心理学报,2004,36(5),614-620
[307]吴金希,于永达.浅析管理学中的案例研究方法、特点、方法设计与有效性讨论.科学学研究,2004,22(12),105-111
[308]徐建平,王重鸣.创业精神的区域文化特征,基于浙江的实证研究.科学学与科学技术管理.2008,29(12),141-145
[309]徐建平,杨亚平.基于顾客价值的核心竞争力识别.技术经济,2007,26(8),1-6
[310]杨国枢,文崇一,吴聪贤等.社会及行为科学研究法.重庆,重庆大学出版社,2006
[311]颜爱民,刘志成,刘媛.组织惯例研究述评.中南大学学报(社会科学版),2007,13(2),187-192
[312]颜士梅.并购式内创业中的人力资源整合研究.博士学位论文,渐江大学,2005
[313]杨建锋.家族企业的组织学习及其形成机制研究.博士学位论文,浙江大学,2008
[314]袁方.社会研究方法教程.北京,北京大学出版社,1999
[315]张丽华,刘松博.案例研究,从跨案例的分析到拓展现有理论的解释力--中国第二届管理案例学术研讨会综述.管理世界,2006(12),142-145
[316]张文彤.SPSS 11统计分析教程(基础篇).北京,希望电子出版社,2002
[317]张文彤.SPSS 11统计分析教程(高级篇).北京,希望电子出版社,2002
[2] Amburgey, T. L., Kelly, D. & Barnett, W. P. Resetting the clock: the dynamics of organizational change and failure. Administrative Science Quarterly, 1993, 38(1),51-73
[3] Amabile, T. M. Creativity in context: Update to the social psychology of creativity. Boulder, GO: Westview, 1996
[4] Amit,R. & Belcourt, M. Human resources management processes-a value-creating source of competitive advantage. EuropeanManagement Journal, 1999,17(2), 174-181
[5] Anand, V. M., Clark, A. & Zellmer-Bruhn, M. Team knowledge structures: matching task to information environment. Journal of Managerial Issues, 2003, 15(1), 15-31
[6] Argote, L. & Epple, D. Learning curves in manufacturing. Science, 1990, 247(4945), 920-924
[7] Argote, L., McEvily, B. & Reagans, R. Managing Knowledge in Organizations: An Integrative Framework and Review of Emerging Themes. Management Science, 2003,49(4), 571-582
[8] Arrow, K. The economic implications of learning by doing. Review of Economic Studies, 1962,29(3), 155-173
[9] Argyris, C. & Schon, D. A. Organizational Learning: A Theory of Action Perspective. Reading: Addison-Wesley, 1978
[10] Argyris, C. & Schon, D. A. Organizational Learning II: Theory, Method, and Practice. Reading: Addison-Wesley, 1996
[11] Armenakis, A. A review of research on the change typology: Measuring alpha, beta, and gamma change. Research in Organizational Change and Development, 1988,2,163-194
[12] Armenakis, A. & Bedeian, G. Organizational Change: A Review of Theory and Research in the 1990s.Journal of Management, 1999,25(3), 293-331
[13] Ashforth, B. E. & Fried, Y. The mindlessness of organisational behaviors. Human Relations, 1988,41(4), 305-329
[14] Ashmos, D. P., Duchon, D. & McDaniel, J. R. Organizational responses to complexity: the effect on organizational performance. Journal of Organizational Change Management, 2000,13(6), 577-594
[15] Awamleh, R. & Gardner, W. L. Perceptions of leader charisma and effectiveness: the effects of vision content, delivery, and organizational performance. Leadership Quarterly, 1999,10(3), 345-373
[16] Baron, R. M. & Kenny, D. A. The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology, 1986, 51(6), 1173-1182
[17] Baumgartner, H. & Homburg, C. Applications of Structural Equation Modeling in Marketing and Consumer Research: A Review. International Journal of Research in Marketing, 1996,13(2), 139-161
[18] Beck, N., Bruderl, J. & Woywode, M. Momentum or Deceleration? Theoretical and. Methodological Reflections on the Analysis of Organizational Change. Academy of Management Journal, 2008, 51(3), 413-435
[19] Becker, M. C. Organizational routines: a review of the literature. Industrial and Corporate Change, 2004,13(4), 643-678
[20] Becker, M. C. A framework for applying organizational routines in empirical research: linking antecedents, characteristics and performance outcomes of recurrent interaction patterns. Industrial and Corporate Change, 2005a, 14(4), 817-846
[21] Becker, M. C. The concept of routines: some clarifications. Cambridge Journal of Economics, 2005b, 29(2), 249-262
[22] Becker, M. C. & Knudsen, T. The role of routines in reducing pervasive uncertainty. Journal of Business Research, 2005, 58(6), 746-757
[23] Beltran-Martin, I., Roca-Puig, V., Escrig-Tena, A. & Bou-Llusar, J. C. Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance. Journal of Management, 2008,34(5), 1009-1044
[24] Betsch, T., Brinkmann, J., Fiedler, K. & Breining, K. When prior knowledge overrules new evidence: Adaptive use of decision strategies and role behavioral routines. Swiss Journal of Psychology, 1999, 58(3), 151-160
[25] Betsch, T., Haberstroh, S., Glockner, A., Haar, T. & Fiedler, K. The effects of routine strength on adaptation and information search in recurrent decision making. Organisational Behaviour and Human Decision Processes, 2001, 84(1), 23-53
[26] Betsch, T., Haberstroh, S., Molter, B. & Glockner, A. Oops, I did it again-relapse errors in routinized decision making. Organizational Behaviour and Human Decision Processes, 2004,93(1), 62-74
[27] Bettenhausen, K. L. & Murnighan, J.K. The development of an intragroup norm & the effects of interpersonal and structural changes. Administrative Science Quarterly, 1991,6(1), 20-35
[28] Bhattacharya, M., Gibson, D. E. & Doty, D. H. The effects of flexibility in employee skills, employee behaviors, and HR practices on firm performance. Journal of Management, 2005,31(4), 622-640
[29] Boisot, M. & Child, J. From fiefs to clans and network capitalism: explaining China's emerging economic order. Administrative Science Quarterly, 1996, 41, 600-628
[30] Bourdieu, P. Outline of a Theory of Practice. Cambridge University Press: Cambridge, 1992
[31] Brown, J. S. & Duguid, P. Organizational learning and communities-of-practice: toward a unified view of working, learning, and innovation. Organization Science, 1991,2(1),40-57
[32] Brown,S.L. & Eisenhardt,K. M. The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 1997,42(1), 1-34
[33] Browne, M. W. & Cudeck, R. Alternative Ways of Assessing Model Fit. in Testing Structural Equation Models, K. A. Bollen et al. eds, Newbury Park CA: SAGE Publications, 1993
[34] Burns, J. The dynamics of accounting change: Interplay between new practices, routines, institutions, power and politics. Accounting, Auditing and Accountability Journal, 2000,13,566-586
[35] Burnes, B. Complexity theories and organizational change. International Journal of Management Reviews. 2005,7(2), 73-90
[36] Burns,T. & Stalker, G.M. The Management of Innovation. Tavistock: London, 1961
[37] Campion, M. A., Medsker, G. J. & Higgs, A. C. Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 1993,46(4), 823-850
[38] Caplan, R. D., Cobb, S., French, J. R. P., Harrison, R. V. & Pinneau, S. R. Job Demands and Worker Health: Main Effects and Occupatinal Differences. Ann Arbor, Michigan: Institute for Social Research, 1980
[39] Chen, M. J. & Hambrick, D. C. Speed, stealth, and selective attack: How small firms differ form large firms in competitive behavior. Academy of Management Journal, 1995,38(2), 453-482
[40] Child, J. & Tse, D. K. China's transition and its implications for international business. Journal of International Business Studies, 2001, 32(1), 5-21
[41] Cleveland, J. N. Behaviour. In Peters, L. H., Greer, C. R. & Youngblood, S. A.(eds). The Blackwell Encyclopedic Dictionary of Human Resource Management. Blackwell: Oxford, 1998
[42] Cohen, M. D. Individual learning and organisational routine: emerging connections. Organisation Science, 1991,2(1), 135-139
[43] Cohen, M. D. & Bacdayan, P. Organizational routines are stored as procedural memory: evidence from a laboratory study. Organization Science, 1994, 5(4), 554-568
[44] Cohen, M. D., Burkhart, R., Dosi, G., Egidi, M., Marengo, L., Warglien, M. & Winter, S. Routines and other recurring action patterns of organizations: contemporary research issues. Industrial and Corporate Change, 1996, 5(3), 653-698
[45] Cohendet, P. & Llerena, P. Routines and incentives: the role of communities in the firm. Industrial and Corporate Change, 2003,12(2), 271-297
[46] Collins, C. J. & Smith, K. G. Knowledge exchange and combination: The role of human resource practices in the performance of high technology firms. Academy of Management Journal, 2006,49(3), 544-560
[47] Costello, N. Learning and routines in high-tech SMEs: Analyzing rich case study material. Journal of Economic Issues, 1996,30(2), 591-597
[48] Costello, N. Stability and Change in High-Tech Enterprises-Organisational Practices and Routines. Routledge: London, 2000
[49] Crossan, M., Lane, H. W. & White, R. E. An Organizational Learning Framework: From Intuition to Institution. Academy of Management Review, 1999,24(3), 522-537
[50] Cyert, R. M. & March, J. G. A Behavioral Theory of the Firm. Prentice-Hall: Englewood Cliffs, NJ, 963
[51] Dalton, D. R., Todor, W. D., Spendolini, M. J., Fielding, G. J. & Porter, L. W. Organization Structure and Performance: A Critical Review. Academy of Management Review, 1980,5(1), 49-64
[52] Damanpour, F. Organizational innovation: a metaanalysis of effects of determinants and moderators. Academy of Management Journal, 1991, 34(3), 555-590.
[53] David, P. A. Path dependence and the quest for historical economics: one more chorus of the ballad of QWERTY. Discussion Papers in Economic and Social History, no. 20, University of Oxford, 1997
[54] Dean, J. W. & Snell, S. A. Integrated Manufacturing and Job Design: Moderating Effects. Academy of Management Journal, 1991, 34, 776-804
[55] Dess, G. E., Ireland, R. D., Zahra, S. A., Floyd, S. W., Janney, J. J. & Lane, P. J. Emerging Issues in Corporate Entrepreneurship. Journal of Management, 2003, 29(3), 351-378
[56] Dess, G. G. & Robinson, R. B. Measuring organizational performance in the absence of pbjective measures: The case of the privately-held firm and conglomerate business unit. Strategic Management Journal, 1984, 5(3), 265-273
[57] Dirks, K., Cummings, L. & Pierce, J. Psychological ownership in organizations: Conditions under which individuals promote and resist change. Research in Organizational Change and Development, 1996,9(1), 1-23
[58] Dosi, G. & Egidi, M. Substantive and procedural uncertainty-An exploration of economic behaviours in changing environments. Journal of Evolutionary Economics, 1991,1(2), 145-168
[59] Dosi, G., Teece, D. & Winter, S. Toward a theory of corporate coherence: some preliminary remarks. G. Dosi, R. Giannetti and P. A. Toninelli (eds), Technology and Enterprise in a Historical Perspective. Clarendon Press: Oxford, 185-211,1992
[60] Dosi, G., Nelson, R. R. & Winter, S G. Introduction: the nature and dynamics of organisational capabilities. In G. Dosi, R. R. Nelson & S. G. Winter (eds), The Nature and Dynamics of Organisational Capabilities. Oxford University Press: Oxford, 1-22,2000
[61] Dowell, G. & Swaminathan, A. Racing and back-pedalling into the future: new product introduction and organisational mortality in the US bicycle industry, 1880-1918. Organisation Studies, 2000,21(2), 405-431
[62] Dunphy, D. Organizational change in corporate setting. Human Relations, 1996,49(5), 541-52
[63] Dyer, L. & Shafer, R. A. Dynamic organizations: Achieving marketplace and organizational agility with people. In R. Peterson & E. Mannix (Eds.), Understanding the dynamic organization. Mahwah, NJ: Lawrence Erlbaum, 2002
[64] Dyer, J. H. & Singh, H. The relational view: cooperative strategy and sources of inter-organizational competitive advantage. Academy of Management Review, 1998,23(4), 660-679
[65] Edmondson, A. C., Bohmer, R. & Pisano, G. P. Disrupted routines: Team learning and new technology adaptation. Administrative Science Quarterly, 2001,46(4), 685-716
[66] Edmondson, A. & Moingeon, B. From Organizational Learning to the Learning Organization. Management Learning, 1998, 29(1), 5-20
[67] Egidi, M. Organisational learning, problem solving and the division of labour. In H. A, Simon, M., Egidi, R., Marris & R., Viale (eds), Economics, Bounded Rationality and the Cognitive Revolution. Edward Elgar: Aldershot, 148-173, 1992
[68] Egidi, M. Routines, hierarchies of problems, procedural behaviour: some evidence from experiments. in K. Arrow, E. Colombatto, M. Perlman and C. Schmidt (eds), The Rational Foundations of Economic Behaviour. Macmillan: London, 303-333,1996
[69] Egidi, M. & Ricottilli, M. Co-ordination and specialisation. University of Trento, CEEL Working Paper, 1997,3-97
[70] Egidi, M. & Narduzzo, A. The emergence of path-dependent behaviors in cooperative contexts. International Journal of Industrial Organisation, 1997, 15(6), 677-709
[71] Eisenhardt, K. M. Building theories from cases study research. Academy of Management Review, 1989,14(4), 532-550
[72] Eisenhardt, K. M. & Graebner, M. E. Theory building from case studies: Opportunities and challenges Academy of Management Journal, 2007, 50(1), 25-32
[73] Eisenhardt, K. & Martin, J. A. Dynamic capabilities: What are they?. Strategic Management Journal, 2000,21(10-11), 1105 -1121
[74] Feldman, M. S. Organizational routines as a source of continuous change. Organization Science, 2000,11(6), 611-629
[75] Feldman, M. S. A performative perspective on stability and change in organizational routines. Industrial and Corporate Change, 2003,12(4), 727-752
[76] Feldman, M. S. Resources in emerging structures and processes of change. Organization Science, 2004,15(3), 295-309
[77] Feldman, M. S. & Rafaeli, A. Organizational routines as sources of connection and understandings. Journal of Management Studies, 2002,39(3), 309-332
[78] Feldman, M. S. & Pentland, B. T. Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 2003, 48(1), 94-118
[79] Fiol, C. M. & Lyles, M. A. Organizational learning. Academy of Management Review, 1985,10(4), 803-813
[80] Frenkel, S. J., Korczynski, M., Shire, K. A. & Tarn, M. On the front line: Organization of work in the information technology. Ithaca, NY: Cornell University Press, 1999
[81] Frese, M., Kring, W., Soose, A. & Zempel, J. Personal initiative at work: Differences between East and West Germany. Academy of Management Journal, 1996,39(1), 37-63
[82] Galpin, T. The human side of change: A practical guide to organization redesign. San Francisco: Jossey-Bass, 1996
[83] Garapin, A. & Hollard, A. Routines and incentives in group tasks. Journal of Evolutionary Economics, 1999,9(4), 465-486
[84] Garcia-Morales, V. J., Llorens-Montes, F.J. & Verdu-Jover, A. J. The effect of transformational leadership on organizational performance through knowledge and innovation. British Journal of Management, 2008,19(4), 299-319
[85] Gibson, C. B. & Birkinshaw, J. The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity. Academy of Management Journal, 2004, 47(2), 209-226
[86] Gersick, C. J. & Hackman, J. R. Habitual routines in task-performing groups. Organizational Behavior and Human Decision Processes, 1990,47(1), 65-97
[87] Gersick, C. J. G. Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 1991, 16(1), 10-36
[88] Gittell, J. H. Coordinating mechanisms in care provider groups: relational coordination as a mediator and input uncertainty as moderator of performance effects. Management Science, 2002,48(11),1408-1426
[89] Goodstein, J. & Boeker, W. Turbulence at the top: a new perspective on governance structure changes and strategic change. Academy of Management Journal, 1991,34(2), 306-330
[90] Giddens, A. Central Problems in Social Theory. University of California, Press: Berkeley, CA, 1979
[91] Giddens, A. The Constitution of Society. University of California Press: Berkeley,CA, 1984
[92] Giddens, A. New Rules of Sociological Method. 2nd edn. Stanford University Press: Stanford, CA, 1993.
[93] Gioia, D. & Poole, P.P. Scripts in organizational behavior. Academy of Management Review, 1984,9(3), 449-459
[94] Glaser, B.G. & Strauss, A. L. The Discovery of Grounded Theory: Strategies for Qualitative Research. Aldine de Gruyter: New York, 1967
[95] Glaser, B. Basics of Grounded Theory Analysis. Emergence vs. Forcing, Mill Valley, CA, Sociology Press, 1992
[96] Glaser, B. Doing Grounded Theory. California: Sociology Press, 1998
[97] Glaser, B.G. The grounded theory perspective: Conceptualisation contrasted with description. Mill Valley: Sociology Press, 2001
[98] Glaser, B. & Strauss. A. Time for Dying. Chicago, Aldine Publishing Company, 1968
[99] Graen G. & Uhl-Bien, M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25
years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 1995,6(2),219- 247
[100]Grant, R. The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 1991,33:114-135
[101]Grant, R. Toward a knowledge-based theory of the firm. Strategic Management Journal, 1996,17(special), 109-122
[102]Greenwood, R. & Hinings, C. R. Understanding radical organizational change: bringing together the old and the new institutionalism. Academy of Management Review, 1996,21(4), 1022-1054
[103]Greve, H. R. Performance, aspirations, and risky organizational change. Administrative Science Quarterly, 1998,43(1), 58-86
[104]Harrison, J.S. & Freeman, R.E. Stakeholders, social responsibility, and performance: empirical evidence and theoretical perspectives. Academy of Management Journal, 1999,42(5),479-85
[105]Haveman, H.A. Between a rock and a hard place: organizational change and performance under conditions of fundamental environmental transformation. Administrative Science Quarterly, 1992,37(1), 48-75
[106]Heiner, R. The origin of predictable behaviour. American Economic Review, 1983,73(4),560-595
[107]Hesketh, B. & Neal, A. Technology and performance. In D. Ilgen and E. Pulakos (Eds.),The changing nature of performance:Implications for staffing, motivation, and development. San Francisco: Jossey-Bass, 21-55,1999
[108]Hill, C, Hwang P. & Kim, W.C. An eclectic theory of the choice of international entry mode. Strategic Management Journal, 1990,11(2), 117-128
[109]Hitt, M. A., Keats, B. W. & Demarie, S. M. Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century.Academy of Management Executive, 1998,12(4), 22-42
[110]Hitt, M. A. & Ireland, R. D. The intersection of entrepreneurship and strategic management research. In D. L., Sexton and H., Landstrom (Eds.), Handbook of entrepreneurship. Oxford, UK: Blackwell, 45-63, 2000
[11 l]Hodgson, G. M. Economics and Institutions. Oxford, Polity Press, 1988
[112]Hodgson, G. M. Economics and Evolution. Cambridge, Polity Press, 1993a
[113]Hodgson, G. M. Institutional economics: surveying the "old" and the "new". Metroeconomica, 1993b, 44(1), 1-28
[114]Hoeve, A. & Nieuwenhuis, A.F.M. Learning routines in innovation processes. Journal of Worplace Learning, 2006, 18(3), 171-185
[115]Hoskisson, R.E., Eden, L., Lau, CM. & Wright, M. Strategy in emerging economies.Academy of Managemenr Journal, 2000,43(3), 249-267
[116]Hodgson, G. M. The ubiquity of habits and rules. Cambridge Journal of Economics, 1997,21(6), 663-684
[117]Hodgson, G. M. The approach of institutional economics. Journal of Economic Literature, 1998, 36(1)166-192
[118]Hodgson, G. M. Economics and Utopia-Why the Learning Economy is Not the End of History. London: Routledge, 1999a
[119]Hodgson, G. M. Evolution and Institutions-On Evolutionary Economics and the Evolution of Economics. Edward Elgar: Cheltenham, 1999b
[120]Hodgson, G. M. How Economics Forgot History: The Problem of Historical Specificity in Social Science. London: Routledge, 2001
[121]Hodgson, G. M. The mystery of the routine: the Darwinian destiny of An Evolutionary Theory of Economic Change. Revue economique, 2003, 54(2), 355-384
[122]Hodgson, G. M. The Evolution of Institutional Economics: Agency, Structure and Darwinism in American Institutionalism. London: Routledge, 2004
[123]Hodgson, G. M. & Knudsen, T. The replication of habits.mimeo, University of Hertfordshire, 2003
[124]Hodgson, G. M. & Knudsen, T. The Firm as an Interactor: Firms as Vehicles for Habits and Routines, Journal of Evolutionary Economics, 2004a, 14(3), 281-307
[125]Hodgson, G. M. & Knudsen,T. The complex evolution of a simple traffic convention: the functions and implications of habit. Journal of Economic Behavior and Organization, 2004b, 54(1), 19-47
[126]House, R.J., Spangler, W.D. & Woycke, J. Personality and charisma in the US presidency: psychological theory leadership effectiveness. Administrative Science Quarterly, 1991, 36(3), 364-396
[127]Howard-Grenville,J.A. The persistence of flexible organizational routines: the role of agency and organizational context. Organization Science, 2005, 16(6), 618-636
[128]Huber, G.P. Organizational learning. OrganizationScience, 1991,2(1), 88-115
[129]Hutchins, E. Organizing work by adaptation. Organization Science, 1991, 2(1), 14-39
[130]Inam, A. Institutions, routines, and crises: post-earthquake housing recovery in Mexico City and Los Angeles. PhD Thesis, University of Southern California, 1997
[131]Isabella, L. Evolving interpretations as a change unfolds: How managers construe key organizational events. Academy of Management Journal, 1990, 33(1), 7-41
[132]Jaffe, D., Scott, C. & Tobe, G. Rekindling commitment: How to revitalize yourself, your work, and your organization..San Francisco: Jossey-Bass, 1994
[133]James, L. R. Aggregation Bias in Estimates of Perceptual Agreement. Journal of Applied Psychology, 1982,67(2), 219-229
[134]Jaworski, B. J. & Kohli, A. K., Market orientation: antecedents and consequences. Journal of Marketing, 1993, 57(3), 53-70
[135]Jansen, J. J. P., Van Den Bosch, Frans, A. J. & Volberda, H. W. Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?.Academy of Management Journal,2005,48(6), 999-1015
[136]Jennings, D. F. & Lumpkin, J. R. Functionally modelling corporate entrepreneurship: an empirical integrative analysis. Journal of Management, 1989,15(3), 485-502
[137]Johnson, G. Strategy through a cultural lens-learning from managers, experience. Management Learning, 2000,31(4), 403-426
[138]Judson, A. Changing behavior in organizations: Minimizing resistance to change. Cambridge, MA: Basil Blackwell, 1991
[139]Karim, S. & Mitchell, W. Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medial sector, 1978-1995. Strategic Management Journal, 2000,21(10/11), 1061-1081
[140]Kieser, A. & Walgenbach, P. Organisation (4th edn), Stuttgart: Scha¨ffer-Poeschel, 2003
[141]Klein, K. J. & Kozlowski, S. W. J. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions. San Francisco, Jossey-Bass, 2000
[142]Knott, A. The organizational routines factor market paradox. Strategic Management Journal, 2003,24(10), 929-943
[143]Knott, A. M. & McKelvey, B. Nirvana efficiency: a comparative test of residual claims and routines. Journal of Economic Behaviour and Organisation, 1999, 38(4), 365-383
[144]Koestler, A. The Ghost in the Machine. Hutchinson: London, 1967
[145]Kogut, B. & Zander, U. Knowledge of the firm, combinative capabilities, and the replication of technology.Organization Science, 1992,3(3),383-397
[146]Kolbe, R. & Burnett, M. Content-Analysis Research: An Examination of Applications with Directives for Improving Research Reliability and Objectivity. Journal of Consumer Research, 1991,18(2), 243-250
[147]Kotter, J.P. Leading change: why transformation efforts fail. Harvard Business Review, 1995,2:59-67
[148]Lau, C.M., Tse, D.K. & Zhou, N. Institutional forces and organizational culture in China: effects on change schemas, firm commitment and job satisfaction. Journal of International Business Studies, 2002,33(3), 533-550
[149]Lave, J. Cognition in Practice: Mind, Mathematics, and Culture in Everyday Life. Cambridge University Press: Cambridge, 1988
[150]Lau, C. M. & Ngo, H. Y. The HR system, organizational culture, and product innovation. International Business Review, 2004,13(6), 685-703
[151]Lau, C.M. & Woodman, R.W. Understanding organizational change, a schematic perspective. Academy of Management Journal, 1995, 38(2), 537-554
[152]Lazaric, N. The role of routines, rules and habits in collective learning, Some epistemological and ontological considerations. European Journal of Economic and Social Systems, 2000,14(2), 157-171
[153]Lazaric, N. & Marengo, L. Towards a characterisation of assets and knowledge created in technological agreements, some evidence from the automobile sector. Industrial and Corporate Change, 2000,9(1), 53-86
[154]Lazaric, N., Mangolte, P.A. & Massue, M.L. Articulation and codification of know-how Organizational routines, a review of the literature in the steel industry, some evidence from blast furnace control in France. Research Policy, 2003,32(10), 1829-1847
[155]Leonard-Barton, D. Wellsprings of Knowledge-Building and Sustaining the Sources of Innovation.Harvard Business School Press, Boston, MA, 1995
[156]Leonard-Barton, D. & Deschamps, I.Managerial influence in the implementation of new technology. Management Science, 1988,34(10), 1252-1266
[157]Lepak, D.P., Takeuchi, R. & Snell, S. A., Employment flexibility and firm performance, Examining the interaction effects of employment mode, environmental dynamism, and technological intensity. Journal of Management, 2003,29(5), 681-703
[158]Levine, J. L. & Moreland, R. L. Knowledge transmission in work groups, Helping newcomers to succeed. In L. L. Thompson, J. M., Levine, and D. M., Messck (eds) Shared Cognition in Organizations, The Management of Knowledge. Mahwah, NJ, Lawrence Erlbaum, 1999
[159]Levinthal, D. & March, J. G. A model of adaptive organizational search. in J. G.March (ed.), Decisions and Organizations, Basil Blackwell, Oxford, 187-218,1981
[160]Levinthal, D.A. & March, J.G. The myopia of learning. Strategic Management Journal, 1993,14(Winter Special Issue), 95-112
[161]Lewis,K. Knowledge and Performance in Knowledge-Worker Teams, A Longitudinal Study of Transactive Memory Systems. Management Science, 2004,50(11), 1519-1533
[162]Levitt, B. & March, J.G. Organizational learning. American Review of Sociology, 1988,14,319-340
[163]Levitt, R. E., Thomson, J., Christiansen, T. R. & Kunz, J. C. Simulating project work processes and organizations, toward a micro-contingency theory of organizational design. Management Science, 1999,45(11), 1479-1495
[164]Lewicki, R. J. & Litterer, J. A. Negotiation. Irwin, Homewood, IL, 1985
[165]Lewin, K. Frontiers in group dynamics. Human Relations, 1947,1,5-41
[166]Liden, R. C. & Maslyn, J. M. Multimensionality of Leader-Member Exchange, an Empirical Assessment through Scale Development. Journal of Management, 1998,24(1),43-72
[167]Lieberman, M. B. The learning curve and pricing in the chemical processing industries. RAND Journal of Economics, 1984,15(2), 213-228
[168]Lippman, S. A. & Rumelt, R. P. Uncertain imitability, an analysis of interfirm differences under competition. Bell Journal of Economics, 1982, 13(2), 418-438
[169]Liischer, L. S. & Lewis, M. W. Organizational Change and Managerial Sensemaking, Working through Paradox. Academy of Management Journal, 2008, 51(2), 221-240
[170]Lynch, B. An empirical assessment of Perrows technology construct. Administrative Science Quarterly, 1974,19(2), 338-356
[171]Madhok, A. Cost, value and foreign market entry mode, the transaction and the firm. StrategicManagement Journal, 1997,18(1), 39-61
[172]Mangolte, P. A. La dynamique des connaissances tacites et articulees, une approche socio-cognitive.Economie Appliquee, 1997, Tome L, 105-134
[173]March, J. G. Footnotes to organizational change. Administrative Science Quarterly, 1981,26(4), 563-577
[174]March, J. G. Exploration and exploitation in organizational learning. Organization Science, 1991,2(1), 71-87
[175]March, J. G. & Olsen J. P. Rediscovering Institutions-the Organizational Basis of Politics.The Free Press, New York, 1989
[176]March, J. G. & Shapira, Z. Managerial perspectives on risk and risk-taking. Management science, 1987,33(11), 404-1418
[177]March, J.G. & Sutton, R. I. Organizational Performance as a Dependent Variable. Organization Science, 1997,8(6), 698-706
[178]March, J. G. & Simon, H. A. Organizations. John Wiley and Sons, New York, 1958.
[179]March J. G. & Sutton R. I. Organizational Performance as a Dependent Variable. Organization Science, 1997, 8(6), 698-706.
[180]Maslow, A. H. A theory of human motivation. Psychological Review, 1943, 50, 370-396
[181]Massini, S., Lewin, A. Y., Numagami, T. & Pettigrew, A. M. The evolution of organizational routines among large Western and Japanese firms. Research Policy, 2002,31(8/9), 1333-1348
[182]Matsuno, K., Mentzer, J. & Ozsomer, A. The effects of entrepreneurial proclivity and market orientation on business performance. Journal of Marketing, 2002,66(3), 18-32
[183]Maurer, T. J., Wrenn, K. A., Pierce, H. R., Tross, S. A. & Collins, W. C. Beliefs about "improvability" of career-relevant skills, Relevance to job/task analysis, competency modelling, and learning orientation. Journal of Organizational Behavior, 2003,24(1), 107-131
[184]Medsker, G. J., Lliams, L. J. & Holohan, P. J. A Review of Current Practices for Evaluating Causal Models in Organizational Behavior and Human Resources Research. Journal of Management, 1994,20(2), 439-464
[185]Meyer, A., Gaba, V. & Colwell, K. Organizing far from equilibrium, Non-Linear Change in Organizational Fields. Organization Science, 2005, 16(5), 456-473
[186]Miller, D. & Chen, M.J. Sources and consequences of competitive inertia, a study of the US airline industry. Administrative Science Quarterly, 1994, 39(1), 1-23
[187]Miles, M. B. & Huberman, A. M. Qualitative data analysis. Thousand Oaks, CA, Sage, 1994
[188]Miner, A. S. Structural evolution through idiosyncratic jobs, the potential for unplanned learning. Organization Science, 1990,1(2), 195-210
[189]Miner, A. S. Organizational evolution and the social ecology of jobs. American Sociological Review, 1991, 56(6), 772-785
[190]Miner, A. & Haunschild, P. Population level learning. Research in Organizational Behavior, 1995,17,115-166
[191]Moorman, C. & Miner A. S. The convergence of planning and execution, improvisation in new product development. Journal of Marketing, 1998a, 61(3), 1-20
[192]Moorman, C. & Miner, A. S. Organizational improvisation and organizational memory. Academy of Management Review, 1998b, 23(4), 698-723
[193]Mossholder, K., Settoon, R., Harris, S. & Armenakis, A. Measuring emotion in open-ended survey responses, an application of textual data analysis. Journal of Management, 1995,21(2), 335-355
[194]Munby, H., Versnel, J., Hutchinson, N.L., Chin, P. & Berg, D.H. Workplace learning and the metacognitive functions of routines. Journal of Workplace Learning, 2003,15(3), 94-104
[195]Murphy, J. B. The kinds of order in society. In P. Mirowski (ed.), Natural Images in Economic Thought, Markets Read in Tooth and Claw. Cambridge University Press, Cambridge, 536-582,1994
[196]Nadler, D.A. & Tushman, M.L. Beyond the charismatic leader, leadership and organizational change. California Management Review, 1990,32(2), 77-97.
[197]Naduzzo, A., Rocco, E. & Warglien, M. Talking about routines in the field. In G., Dosi, R. Nelson & S.Winter (eds), The Nature and Dynamics of Organizational Capabilities. Oxford University Press, New York, 2000
[198]Nahapiet, J. & Ghoshal, S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review, 1998, 23(2), 242-266
[199]Nee, V. Organizational dynamics of market transition, hybrid forms, property rights and mixed economy in China. Administrative Science Quarterly, 1992, 37(1), 1-27
[200]Nelson, R. R. Recent evolutionary theorizing about economic change. Journal of Economic Literature, 1995,33(1), 48-90
[201]Nelson, R. R. & Winter, S. G. An Evolutionary Theory of Economic Change Harvard University Press, Cambridge, MA, 1982
[202]Noe, R. A. Is career management related to employee development and performance?. Journal of Organizational Behavior, 1996,17(2), 119-133
[203]Nonaka, I. & Takeuchi, H. The Knowledge-Creating Company. Oxford, Oxford University Press, 1995
[204]Nooteboom, B. Logic of multi-level change of routines. Paper for the EAEPE conference. Crete, 28-30,2004
[205]Nooteboom, B., Berger, H. & Noorderhaven, N. G., Effect of trust and governance on relational risk. Academy of Management Journal, 1997, 40(2), 308-338
[206]Orlikowski, W. J. Improvising organizational transformation over time, a situated change perspective. Information Systems Research, 1996, 7(1), 63-92
[207]Orlikowski, W. J. Using technology and constituting structures, a practice lens for studying technology in organizations. Organization Science, 2000, 11(4), 404-428
[208]Orlikowski, W. J. & Hofman, J. D. An improvisational model for change management, The case of groupware technologies. Sloan Management Review, 1997, winter, 11-21
[209]Orlikowski, W. J., Yates, J., Okamura, K. & Fujimoto, M. Shaping electronic communication, the meta-structuring of technology in the context of use. Organization Science, 1995,6(4), 423-442
[210]Ortner, S. B. High Religion, A Cultural and Political History of Sherpa Buddhism. Princeton University Press, Princeton, NJ, 1984
[211]Park, S. H. & Luo, Y. Guanxi and organizational dynamics, organizational networking in Chinese firms. Strategic Management Journal, 2001, 22(5), 455-477
[212]Parker, D. F. & Decotiis, T. A. Organizational behavior and human stress. Organizational Behavior and Human Performance, 1983,32,160-177
[213]Peng, M.W. Institutional transitions and strategic choices. Academy of Management Review, 2003,28(2), 275-296
[214]Peng, M. W. & Heath, P. S. The growth of the firm in planned economies in transition, institutions, organizations, and strategic choice. Academy of Management Review, 1996,21(2), 492-528
[215]Pentland, B. T. Grammatical models of organizational processes. Organization Science, 1995,6(5), 541-556
[216]Pentland, B. T. Sequential variety in work processes. Organization Science, 2003a, 14(5), 528-540
[217]Pentland, B. T. Conceptualizing and measuring variety in organizational work processes. Management Science, 2003b, 49(7), 857-870
[218]Pentland, B. T. & Feldman, M. S. Organizational routines as a unit of analysis.Industrial and Corporate Change, 2005,14(5), 793-815
[219]Pentland, B. T. & Reuter, H. H., Organizational routines as grammars of action. Administrative Science Quarterly, 1994,39(3), 484-510
[220]Perrow, C. A framework for the comparative analysis of organizations. American Sociological Review, 1967,32(2), 194-208
[221]Pettigrew, A. M., Woodman, R. W. & Cameron, K.S. Studying organizational change and development, challenges for future research. Academy of Management Journal, 2001,44(4), 697-713
[222]Plowman, D. A., Baker, L. T., Beck, T. E, Kulkarni, M., Solansky, S. T. & Travis, D. V. Radical Change Accidentally: The Emergence and Amplification of Small Change. Academy of Management Journal, 2007,50(3), 515-543
[223]Piderit, S. K. Rethinking resistance and recognizing ambivalence, a multidimensional view of attitudes toward an organizational change. Academy of Management Review, 2000,25(4), 783-794
[224]Pisano, G. P., Bohmer R. M. J. & Edmondson A. C. Organizational differences in rates of learning, evidence from the adoption of minimally invasive cardiac surgery. Management Science, 2001,47(6), 752-768
[225]Porras, J. I. & Silvers, R. C. Organization development and transformation. Annual Reviews of Psychology, 1991,42,51-78
[226]Postrel, S. & Rumelt, R. Incentives, routines and self-command. Industrial and Corporate Change, 1992,1(3), 397-425
[227]Rajagopalan, N. & Spreitzer, G.M. toward a theory of strategic change, a multi-lens perspective and integrative framework. Academy of Management Review, 1996,22(1), 48-79
[228]Reason, J. Human Error. Cambridge University Press, Cambridge, 1990
[229]Rescher, N. Process metaphysics, An introduction to process philosophy. Albany, NY, SUNY Press, 1996
[230]Reynaud, B. The properties of routines, tools of decision making and modes of coordination. In P. P. Saviotti and B. Nooteboom (Eds) Technology and Knowledge, From the Firm to Innovation System. Edward Elgar, 2000
[231]Romanelli, E. & Tushman M. Organizational transformation as punctuated equilibrium, an empirical test. Academy of Management Journal, 1994, 37(5), 1141-1166
[232]Ruekert, R. W., Walker, O. C. & Roering, K. J. The organization of marketing Activities, a contingency theory of structure and performance. Journal of Marketing, 1985,49(winter), 13-25
[233]Sastry, M. Problems and paradoxes in a model of punctuated organizational change. Administrative Science Quarterly, 1997,42(2), 237-275
[234]Seashore, S, E. & Ephraim, Y. Factorial Analysis of Organizational Performance. Administrative Science Quarterly, 1967,12(3), 377-395
[235]Sewell, W. A theory of structure, duality, agency and transformation. American Journal of Sociology, 1992,98(1), 1-29
[236]Sherer, P. D. & Lee, K. Institutional change in large law firms, a resource dependency and institutional perspective. Academy of Management Journal, 2002,45(1), 102-119
[237]Simon, H. A. Administrative Behavior. The Free Press, New York, 1947
[238]Szilagyi, A. B. Management and Performance. California, Goodyear Publishing Company, Inc., 1981
[239]Stene, E. O. An approach to the science of administration. American Political Science Review, 1940,34,1124-1137
[240]Strauss, A. Qualitative Analysis for Social Scientists. Cambridge, Cambridge University Press, 1987
[241]Strauss, A. & Corbin, J. Basics of Qualitative Research Techniques and Procedures for Developing Grounded Theory. 1st Edition, California, Sage, 1990
[242]Strauss, A. & Corbin, J. Basics of Qualitative Research Techniques and Procedures for Developing Grounded Theory.2nd Edition, California, Sage, 1998
[243]Subramaniam, M. & Youndt, M. The influence of intellectual capital on the types of innovative capabilities. Academy of Management Journal, 2005, 48(3), 450-463
[244]Suchman, L. A. Office procedure as practical action, models of work and system design. ACM Transactions on Office Information Systems, 1983,1(4), 320-328
[245]Szulanski, G. & Jensen, R. J. Overcoming stickiness, an empirical investigation of the role of the template in the replication of organizational routines. Managerial and Decision Economics, 2004,25(6-7), 347-363
[246]Szulanski, G. & Winter, S. Getting it right the second time. Harvard Business Review, 2002, January, 62-71
[247]Teece, D. J. & Pisano, G. The dynamic capabilities of firms. Industrial and Corporate Change, 1994,3(3), 537-556
[248]Teece, D. J., Pisano,G. & Shuen, A. Dynamic capabilities and strategic management. Strategic Management Journal, 1997,18(7), 509-533
[249]Tranfield, D. & Smith, S. The strategic regeneration of manufacturing by changing routines. International Journal of Operations and Production Management, 1998,18(2), 114-129
[250]Truijen, K.J.P., Hoeve, A.& Nieuwenhuis, A.F.M. Measuring Organizational Routine change in Work Teams, Towards a theoretical framework for studying organizational routine change. Paper for the Third International Conference on Organizational Routines, Strasbourg, 25-26,2007
[251]Tsoukas, H. Complex knowledge, Studies in organizational epistemology.Oxford, Oxford University Press, 2005
[252]Tsoukas, H. & Chia, R. On organizational becoming, rethinking organizational change. Organizational Science, 2002,13(5), 567-582
[253]Tsoukas, H. & Mary J. H. Complex thinking, complex practice, the case for a narrative approach to organizational complexity. Human Relations, 2001, 54(8), 979-1013
[254]Tsui, A. S., Pearce, J. L., Porter, L. W. & Tripoli, A. M. Alternative approaches to the employee-organization relationship, Does investment in employees pay off?. Academy of Management Journal, 1997,40(5), 1089-1121
[255]Tushman, M.& O'Reilly, C. Winning through innovation. Boston, Harvard Business School Press, 1997
[256]Tyre, M. J. & Orlikowski, W. J. The episodic process of learning by using. International Journal of Technology Management, 1996,11(7/8), 790-798
[257]Van den Berg, P. T. & van der Velde, M. E. G. Relationships of functional flexibility with individual and work factors. Journal of Business and Psychology, 2005,20(1), 111-129
[258]Van den Beukel, A. L. & Molleman, E. Multifunctionality, Driving and constraining forces. Human Factors and Ergonomics in Manufacturing, 1998,8(4), 303-321
[259]Van de Ven, A. H. & Ferry, D. Measuring and Assessing Organizations. New York, Wiley Interscience, 1980
[260]Van de Ven, A. H. & Poole, M. S. Alternative Approaches for Studying Organizational Change. Organization Studies, 2005,26(9), 1377-1404
[261]Van de Ven, A. H. & Poole, M. S. Explaining development and change in organizations. Academy of Management Review, 1995,20(3), 510-540
[262]Volberda, H. W. Toward the flexible form, How to remain vital in hypercompetitive environment. Organization Science, 1996, 7(4), 359-374
[263]Walsh, J. P. & Ungson, G. R. Organizational Memory. Academy of Management Reviews, 1991,16(1), 57-91
[264]Weick, K. E. The vulnerable system, an analysis of the Tenerife air disaster. Journal of Management, 1990,16(3), 571-593
[265]Weick, K. E. & Quinn, R. E. Organizational change and development. Annual Review of Psychology, 1999, 50,361-386
[266]Wheaton, B. B., Muthen, B., Alwin, D. F. & Summer, G. F. Assessing Reliability and Stability in Panel Models. Sociological Methodology. D.Rheise. San Francisco, Jossey-Bass, 1977
[267]Whitey, M., Daft, R. L. & Cooper, W. H. Measures of Perrow's work unit technology, an empirical assessment and a new scale. Academy of Management Journal, 1983,26(1), 45-63
[268]Williams, S., Pitre, R. & Zainuba, M. Justice and organizational citizenship behavior intentions, Fair rewards versus fair treatment. Journal of Social Psychology, 2002,142(1), 3344
[269]Winter, S. G. Economic "natural selection" and the theory of the firm. Yale Economic Essays, 1964,4,225-272
[270]Winter, S. G. Survival, selection, and inheritance in evolutionary theories of organisation. In J. V. Singh (eds), Organisational Evolution-New Directions Sage, Newbury Park, CA, 269-297,1990
[271] Winter, S. G. organizing for continuous improvement, evolutionary theory meets the quality revolution. In J. Baum and J. Singh (eds), Evolutionary Dynamics of Organisations. Oxford,Oxford University Press, 90-108,1994
[272]Winter, S. G. Four Rs of profitability, rents, resources, routines, and replication. in C. Montgomery (ed.), Resource-Based and Evolutionary Theories of the Firm-Towards a Synthesis. Kluwer, Dordrecht, 147-178,1995
[273]Winter, S. G. Understanding dynamic capabilities. Strategic Management Journal, 2003,24(10),991-995
[274]Winter, S. G. & Szulanski, G. Replication as strategy. Organization Science, 2001,12(6), 730-743
[275]Wright, P. M. & Snell, S. A. Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 1998,23(4), 756-772
[276]Xu, J. P. Examine the relationship between organizational commitment and job performance, an empirical research. The Seventh Wuhan International Conference on E-Business. Vols I-III, 2853-2857,2008
[277]Yin, R. Case study research. Beverly Hills, CA, Sage, 1984
[278]Zahra, S. A. & George, G. Absorptive capacity, a review, reconceptualization and extension. Academy of Management Review, 2002,27(4), 213-240
[279]Zellmer-Bruhn, M. E. The effects of time pressure and interruptions on team external acquisition of work routines. Ph.D. dissertation, University of Wisconsin, Madison, 1999
[280]Zellmer-Bruhn,M.E.Interruptive events and team knowledge acquisition.Management Science,2003,49(4),514-528
[281]Zhou,K.Z.,Tse,D.K.and Li,J.J.Organizational changes in emerging economies:drivers and consequences.Journal of International Business Studies,2006,37(2),248-263
[282]曹实凡.只有不断改革才会有出路.中国经营报,2006年12月18日
[283]陈松林.基于社会认同的企业信用、薪酬策略与绩效关系.博士学位论文,浙江大学,2006
[284]陈墀元,杨仁寿.组织即兴、组织学习与组织惯例之内生性演化.企业管理国际学术论坛暨研讨会,2006
[285]陈向明.扎根理论的思路和方法.教育研究与实验,1994(4),58-63
[286]杜红,王重鸣.领导-成员交换理论的研究与应用展望.浙江大学学报(人文社会科学版),2002,32(6),73-79
[287]鄂瑶.中国平安:越改革越平安.嘹望东方周刊,2008年12月
[288]费小冬.扎根理论研究方法论:要素、研究程序和评判标准.公共行行政评论,2008(3),23-43
[289]高展军,李垣.组织惯例及其演进研究.科研管理,2007,28(3),142-147
[290]加里.哈默,比尔.布林.管理大未来(第一版).北京,中信出版社,2008
[291]李怀祖,管理研究方法论(第2版).西安,西安交通大学出版社,2004
[292]李淑文,郭凤霞.企业文化的创建与变革--以“联想”企业文化为例.经济研究导刊,2007(1),26-28
[293]罗伯特.殷.案例研究,设计与方法(第三版).重庆,重庆大学出版社,2004
[294]罗伯特.殷.案例研究方法的应用(第二版).重庆,重庆大学出版社,2004
[295]孙海法,刘运国,方琳,案例研究的方法论.科研管理,2004,25(2),107-112
[296]施胜文.华为如何开展人力资源管理变革.IT时代周刊,2005-7-2,56-57
[297]苏慧文.海尔管理变革,市场链与业务流程再造.南开管理评论,2001(1),42-49
[298]汪涛,徐建平.模块化的产品创新,基于价值创造网络的思考.科研管理,2005,26(5),11-18
[299]王重鸣.管理心理学.北京,人民教育出版社,2000
[300]王重鸣.劳动人事心理学.杭州,浙江教育出版社,1986
[301]王重鸣.心理学研究方法.北京,人民教育出版社,1990
[302]王重鸣.专家与新手决策知识的获取与结构分析.心理科学,1992,5(1),1-4
[303]温忠麟,侯杰泰.马什赫伯特.潜变量交互效应分析方法.心理科学进展,2003,11(5).593-599
[304]温忠麟,侯杰泰.隐变量交互效应分析方法的比较与评价.数理统计与管理,2004,23(3),37-42
[305]温忠麟,张雷,侯杰泰.有中介的调节变量和有调节的中介变量.心理学报,2006,38(3),448-452
[306]温忠麟,张雷,侯杰泰,刘红云.中介效应检验程序及其应用.心理学报,2004,36(5),614-620
[307]吴金希,于永达.浅析管理学中的案例研究方法、特点、方法设计与有效性讨论.科学学研究,2004,22(12),105-111
[308]徐建平,王重鸣.创业精神的区域文化特征,基于浙江的实证研究.科学学与科学技术管理.2008,29(12),141-145
[309]徐建平,杨亚平.基于顾客价值的核心竞争力识别.技术经济,2007,26(8),1-6
[310]杨国枢,文崇一,吴聪贤等.社会及行为科学研究法.重庆,重庆大学出版社,2006
[311]颜爱民,刘志成,刘媛.组织惯例研究述评.中南大学学报(社会科学版),2007,13(2),187-192
[312]颜士梅.并购式内创业中的人力资源整合研究.博士学位论文,渐江大学,2005
[313]杨建锋.家族企业的组织学习及其形成机制研究.博士学位论文,浙江大学,2008
[314]袁方.社会研究方法教程.北京,北京大学出版社,1999
[315]张丽华,刘松博.案例研究,从跨案例的分析到拓展现有理论的解释力--中国第二届管理案例学术研讨会综述.管理世界,2006(12),142-145
[316]张文彤.SPSS 11统计分析教程(基础篇).北京,希望电子出版社,2002
[317]张文彤.SPSS 11统计分析教程(高级篇).北京,希望电子出版社,2002