摘要
发达国家和地区的发展经验表明,那些具有国际或区域竞争优势的产业大多聚集于某些特定区域并以产业集群的形式出现。产业集群这种独具生命力的组织形态在促进我国产业发展和提升区域经济等方面同样也取得了举世瞩目的成就,经过20多年的孕育与发展,我国产业集群逐渐形成了具有较强经济活力、较高就业水平、较强创新和竞争力的产业空间结构,并向更高、更新的阶段迈进。然而,不容忽视的是我国产业集群在现阶段发展过程中正面临着诸多挑战,全球化背景下我国产业集群面临着结构性转型与升级的巨大压力,集群内企业在产业集群环境中呈现明显的成长绩效差异性现象,有的集群企业表现出发展后劲不足,甚至出现了企业大规模倒闭现象,而有的集群企业却依然能够保持持续稳定地发展。产业集群的主体是企业,只有先解决好集群内微观企业的持续发展问题,才能进一步从中观层面更好地探讨产业集群的转型升级。因此,当前我国产业集群研究有必要将研究对象从产业集群层面深入到集群企业层面。
本文围绕“为什么在相同产业集群背景下,企业间会出现显著的成长绩效差异”这一现实问题,在文献回顾的基础上,以“产业集群背景下企业关键资源要素如何作用于成长绩效”作为研究的理论命题,着重探讨产业集群背景下影响企业成长绩效差异的关键资源要素有哪些,这些关键资源要素在产业集群背景下具有哪些特点,它们如何通过战略能力的中介作用影响企业成长绩效,并用我国传统产业集群内企业发展实践作为实证支撑。具体而言,本文逐层深入地探究了以下四个研究子问题:(1)探索出影响产业集群背景下企业成长绩效差异之源的关键资源要素,并具体剖析各关键资源要素与集群企业成长绩效的关系。(2)研究产业集群背景下战略能力与企业成长绩效关系。(3)研究产业集群背景下关键资源要素与战略能力关系。(4)研究产业集群背景下企业关键资源要素、战略能力与成长绩效间整体关系。
为了论述上述研究问题,本文采用理论研究与实证研究相结合、文献阅读与调查访谈相结合、质性研究与定量研究相结合的研究方法。
子研究一在对前人研究成果梳理分析的基础上,运用扎根理论研究方法,对传统产业集群内26家企业进行深度访谈。首先,探索出影响集群背景下企业成长绩效差异之源的关键资源要素。其次,具体研究关键资源要素与集群企业成长绩效的关系。本文将挖掘三大关键资源要素在产业集群背景下的变量特征,结合理论分析与扎根研究结果,确定产业集群背景下企业关键资源要素与成长绩效之间的假设关系。
子研究二在以往文献基础上,通过半结构化访谈进一步补充或验证产业集群背景下企业战略能力关键维度测量指标。接着,通过理论分析提出产业集群背景下企业战略能力的关键变量与成长绩效的关系。
子研究三依次对企业家特质、高管团队特征、网络关系与战略能力中战略制定能力、资源整合能力之间的作用关系展开分析,提出关于集群企业三大关键资源要素与战略能力之间的假设关系。
子研究四构建“关键资源—战略能力—成长绩效”的概念模型,提出一系列相关假设。通过对304家传统产业集群企业的问卷调查,运用因素分析、多元回归分析、结构方程模型等方法对所提出的概念模型进行检验与修正,深入剖析产业集群背景下企业关键资源要素通过作用于战略能力进而影响成长绩效的作用机制。
通过上述研究工作,本文得出以下主要结论:
(1)通过扎根研究探索出影响传统产业集群背景下企业成长绩效差异之源的三类关键资源要素,分别是企业家特质、高管团队特征及企业网络关系。
(2)企业家特质对集群企业成长绩效有积极的影响作用。具体而言,企业家主动性、创新性和冒险性对提高集群企业成长绩效有积极影响作用。
(3)高管团队特征对集群企业成长绩效有积极的影响作用。具体而言,高管团队理念一致性、知识异质性和行为互动性对提高集群企业成长绩效有积极影响作用。
(4)网络关系对集群企业成长绩效有积极的影响作用。具体而言,关系范围、关系强度和关系稳定性对提高集群企业成长绩效有积极影响作用。
(5)战略能力包含战略制定能力和资源整合能力两大构成要素,它们分别对集群企业成长绩效有积极影响作用。
(6)关键资源要素通过影响战略能力作用于集群企业成长绩效。具体而言,企业家特质主要通过战略制定能力影响成长绩效;高层管理团队特征分别通过影响战略制定能力和资源整合能力进而正向作用于成长绩效;网络关系主要通过促进战略制定能力和资源整合能力进而影响成长绩效。
本文以产业集群与企业成长理论、资源基础理论、战略能力观为理论基础,紧紧围绕“产业集群背景下企业关键资源要素如何影响成长绩效”这一基本研究命题,试图在以下几方面进行创新并作出相应的理论贡献:
(1)探索出产业集群背景下影响企业成长绩效差异之源的关键资源要素,并提炼出企业各关键资源要素在产业集群中的特征表现,是对资源基础理论的深化和拓展。运用扎根研究方法,通过小样本访谈调查探索出产业集群背景下影响企业成长绩效差异之源的关键资源要素,分别是企业家特质、高层管理团队特征、企业网络关系。这三类关键资源要素分别体现企业个体、群体、组织间三个层面,能够更系统地解答“产业集群背景下企业成长绩效差异”问题。
(2)界定和剖析了企业战略能力内涵、特征、构成要素及其在产业集群背景下对企业成长绩效的积极作用,丰富并深化了战略能力理论的相关研究。通过对组织能力理论的回顾和比较,本研究明晰了战略能力的内涵及构成要素。此外,本研究采用实地访谈的方式对产业集群背景下企业战略能力两大构成要素的各个测项与访谈结果进行验证和补充,确定了产业集群背景下企业战略能力的多维度构思并分析了它们在产业集群背景下的特征表现,而后通过问卷调查、实证数据统计对该构思及其与成长绩效的关系进行验证。
(3)揭示出产业集群背景下企业关键资源要素影响成长绩效的本质过程。本文紧紧围绕传统产业集群企业特点,创造性地构建了“关键资源—战略能力—集群企业成长绩效”的理论分析框架,实证得出企业关键资源通过影响战略能力进而影响成长绩效的基本结论,揭示了产业集群背景下企业关键资源影响成长绩效的基本路径和内在机制。
The experiences from developed countries and regions have shown that those with international or regional competitive advantage in industries are mostly clustered in certain specific areas and in the form of industrial cluster. The unique organizational form of industrial cluster and its vitality have made remarkable achievement in the development of Chinese industries and upgrading of regional economy. During the last two decades, Chinese industrial clusters have contributed a lot to the strong economic vitality, high employment level, improved innovation and competitiveness of the industrial structure. However, what should not be overlooked is that the development of Chinese industrial clusters is facing many challenges at this stage. With the economic globalization, Chinese industrial clusters are facing the pressure of structural transforming and upgrading. The firms in industrial cluster are rendering more and more obvious differences in growth performance. Some clustered firms demonstrate lack of development potential, and even demise, while others are still able to maintain sustainable and stable development. The main body of industrial cluster is a firm, and only to resolve the clustered firm sustainable development, we can resolve the issues about industrial clusters transformation and upgrading better. Therefore, the current study of Chinese industrial cluster is necessary to be transferred from the industrial cluster level into the clustered firm level.
This dissertation focuses on "why the clustered firms will appear different growth performance in the same industrial cluster context". Based on the literature review, this dissertation discusses the question about "how critical resources influence growth performance of clustered firms", "which are these critical resources characteristics in the industrial cluster context". And has the development practice of Chinese traditional industrial cluster as its empirical support.
Based on the industrial cluster and firm growth theory, the resource-based theory, organizational capability theory, strategic capability view, this dissertation aims to answering the basic question of "how critical resources influence growth performance of clustered firms". According to introduce the strategic capability as the intermediate variable, this dissertation tries to open the black box of the interaction mechanism to analyze in depth the significant impact of the critical resources, strategic capability on clustered firms growth performance. Particularly, this research can be break down to the following four issues. Firstly, what are the critical resource factors that influence the different growth performance between the same industrial cluster firms? Secondly, what is the relationship between a firm's strategic capability and growth performance? Thirdly, what is the relationship between the critical resource factors and firm's strategic capability? Finally, what is the whole relationship between the critical resource factors, strategic capability and clustered firms growth performance?
This dissertation explores these issues by four sub-researches with combination of theoretical study and empirical study, literature review and investigation, and as well as qualitative research and quantitative research.
Based on literature review, the first sub-research uses grounded theory method to interview 26 traditional clustered firms. Firstly, the research explores the critical resource factors which influences the clustered firm growth performance, and then analyzes the relationship between each critical resource factor and growth performance specifically. The first sub-research concludes the three critical resource factors' dimension in industrial cluster, brings forward a primary theoretical supposition relationship between the critical resources factor and growth performance.
The second sub-research supplements and confirms the firm strategic capability measurement index by the semi-structured interview, and then puts forward the supposition relationship between the strategic capability and growth performance.
The third sub-research analyzes in depth the mechanism between the three critical resource factors which including the entrepreneur trait, the top management team characteristic and firm network and strategic capability which including the strategy making capability and resource integration capability. And then gives some hypotheses between the critical resource factors of clustered firms and strategic capability.
The fourth sub-research builds a concept model of "critical resources—strategic capability—growth performance", and puts forward some hypothesizes. 304 clustered firms are investigated via questionnaires, and factor analysis, multiple regression analysis, structural equation modeling is conducted to testify and modify the concept model. The results show that the critical resource factors can promote growth performance through strategic capability.
Drawing on the above research, some conclusions can be presented as follows:
(1) According to the grounded theory research, the dissertation find out three critical resource factors which are the source of influencing the traditional clustered firms growth performance difference: the entrepreneur trait, the TMT characteristic and firm network.
(2) The entrepreneur trait has a positive effect on clustered firm growth performance. In this regard, the entrepreneur initiative, innovative and risk-taking can be beneficial to the improvement of clustered firm growth performance.
(3) The TMT characteristic has a positive effect on clustered firm growth performance. In this regard, the TMT mind consistency, knowledge Heterogeneity and behavior interactive can be positive effect to improving the clustered firm growth performance.
(4) The firm network has a positive effect on clustered firm growth performance. In this regard, the relation range, relation intensity and relation stability can be beneficial to the improvement of clustered firm growth performance.
(5) Strategic capability includes strategy making capability and resource integration capability, they have positive effect for the growth performance.
(6) The critical resource factors have a positive effect on clustered firm growth performance by the strategy capability. In this regard, the entrepreneur trait influences growth performance indirectly through the mediating role of strategy making capability. The TMT characteristic promotes growth performance through strategy making capability and resource integration capability respectively. The firm network improves growth performance through the strategy making capability and resource integration capability.
As a whole, focusing on how critical resources influence growth performance of traditional clustered firm, this dissertation conducts some innovations as follows.
(1) It's a complement of the existing research on resource-based theory for it builds up linkages among theory of critical resources, strategic capability and growth performance in the industrial clusters context. This dissertation analyses the unique characteristic of critical resources which including the entrepreneur trait, the TMT characteristic and the firm network in industrial cluster. These critical resources embodied individual, group, and organization level respectively, could answer the black box of growth performance differences between the clustered firms.
(2) It's an expansion of the research on clustered firms' strategic capability for its concept, elements and mechanism. Firstly, based on review the organizational capabilities theory, this dissertation proposed the practical and theoretical value on the strategic capability research. The constituent elements of strategic capability include the strategy making capability and resource integration capability. Secondly, this dissertation analyses the unique characteristic of strategic capability in industrial cluster.
(3) It's an in-depth analysis of the mechanism of firm critical resources on growth performance in industrial cluster. Considering the traditional industrial cluster feature and clustered firms feature, this dissertation puts forward a theoretical framework of "critical resource-strategic capability-growth performance". According to the empirical study, this dissertation reveals the path and the intrinsic mechanism which critical resources affect growth performance in industrial cluster context.
引文
[1] Abraham, S.,Dov, E. Achievement motive and entrepreneurial orientation, a structural analysis. Journal of Organizational Behavior, 1999,20(3), 375-387.
[2] Ackoff, R. L. A concept of corporate planning. New York: Wiley, 1970, 71-73.
[3] Ahuja, G. Collaboration networks, structural holes and innovation: a longitudinal study. Administrative Science Quarterly, 2000, 45(3), 425-457.
[4] Ahuja, G. Managing network resources: alliances, affiliation and other relational assets. Administrative Science Quarterly, 2007, 52(3), 476-481.
[5] Aldrich, H. E. Organizations and environments. Englewood Cliffs, NJ: Prentice-Hall, 1979, 61-63.
[6] Aldrich, H. E. , & Fiol, C. M. Fools rush in? The institutional context of industry creation. Academy of Management Review, 1994, 19(4), 645-670.
[7] Alfred, D. , Chandler, Jr. Strategy and structure: chapters in the history of the industrial enterprise. Cambridge, MA: MIT press, 1962, 240-244.
[8] Almeida, P. , Kogut, B. Localization of knowledge and the mobility of engineers in regional networks. Management Science, 1999, 45(7), 905-917.
[9] Alvarez, S. , & Busenitz, L. The entrepreneurship of resource-based theory. Journal of Management, 2001, 27(6), 755-775.
[10] Alvarez, S. A., Barney, J. B. How do entrepreneurs organize firms under conditions of uncertainty?. Journal of Management, 2005, 31(5), 776-793.
[11] Amason, A. C. Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. Academy of Management Journal, 1996, 39(1), 123-148.
[12] Amit, R. , & Schoemaker, P. Strategic assets and organizational rent. Strategic Management Journal, 1993, 14(1), 33-46.
[13] Ana, M. , Moreno, J. C. Entrepreneurial orientation and growth of SMEs: a causal model. Entrepreneurship Theory and Practice, 2008, 32(3), 507-528.
[14] Anand, B. N. , & Khanna, T. The structure of licensing contracts. Journal of Industrial Economics, 2000, 43(2), 103-135.
[15] Ancona, D. G. , Caldwell, D. F. Bridging the boundary: external activity and performance in organizational teams. Administrative Science Quarterly, 1992, 37(4), 634-665.
[16] Andersson, U. , Forsgren, M. , Holm, U. The strategic impact of external networks : Susidiary performance and competence development in the multinational corporation. Strategic Management Journal, 2002, 23(11), 979-996.
[17] Andrews, KR. The concept of corporate strategy. New York: McGraw-Hill press, 1974, 130-135.
[18] Andrews, S. , &Knoke, D. Network in and around organizations. Stamford,CT: IAI Press, 2002, 237-261.
[19] Arendt, L. A. , Priem, R. L. , Ndofor, H. A. A CEO-adviser model of strategic decision making. Journal of Management, 2005, 31(5), 680-699.
[20] Armstrong, C. E. , Shimizu, K. A review of approaches to empirical research on the resource-based view of the firm. Journal of Management, 2007, 33(6), 959-986.
[21] Arrow, K. The economic implications of learning by doing. Review of Economic Studies, 1962, 29(3), 155-173.
[22] Asheim, B. T. Industrial districts: the contributions of marshall and beyond. Oxford: Oxford University Press, 2000, 443-445.
[23] Audretsch, D. B. , &Lehmann, E. E. Does the knowledge spillover theory of entrepreneurship hold for regions?. Research Policy, 2005,34(8), 1191-1202.
[24] Auh, S. Y. , Menguc, B. Top management team diversity and innovativeness, The moderating role of interfunctional coordination. Industrial Marketing Management, 2005, 34(3), 249-261.
[25] Aveni, D. R. Hypercompetition: managing the dynamics of strategic manoeuvring. New York: Free Press, 1994, 56-58.
[26] Baba, Y. , Imai, K. Systemic innovation and cross border networks: the case of the evolution of the VCR systems. Entrepreneurship, Technological Innovation, and Economic Growth: Studies in the Schumpeterian Tradition, 1992, 141-152.
[27] Baird, I. S. , Thomas, H. Toward a contingency model of strategic risk taking. Academy of Management Review, 1985, 10(2), 230-243.
[28] Baines, T. , Kay, G. , Adesola, S. , Higson, M. Strategic positioning, an integrated decision process for manufacturers. International Journal of Operations & Production Management, 2005, 25(2), 180-201.
[29] Baker, C. , Wuest, J. , & Stern, P. Method slurring: the grounded theory/phenomenology example. Journal of Advanced Nursing, 1992, 17(11), 1355-1360.
[30] Bantel, K. A. Top team, environment, and performance effects on strategic planning formality. Group & Organization Management, 1993, 18(4), 436-445.
[31] Baptista, R. , Swann, P. Do firms in clusters innovate more?. Research policy, 1998, 27(5), 527-542.
[32] Bateman, Thomas, S. , Crant, J. M. The proactive component of organizational behavio: a measure and correlates. Journal of Organizational Behavior, 1993, 14(2), 103-118.
[33] Baum , J. R. , & Wally , S . Strategic decision speed and firm performance. Strategic Management Journal, 2003, 24( 11), 1107-1129.
[34] Bazan, L. , Schmitz, H. Social capital and export growth: an industrial community in southern brazil. Discussion Paper, University of Sussex, 1997, 361-380.
[35] Becattini , G. The marshallian industrial district as a socio-economic notion. Industrial districts and inter-firm cooperation in Italy, 1990, 37-48.
[36] Becherer, R. C. , Maurer, J. G. The proactive personality disposition and entrepreneurial behavior among small company presidents. Journal of Small Business Management, 1999, 38(1), 28-36.
[37] Bell, G. Clusters, networks, and firm innovativeness. Strategic Management Journal, 2005, 26(3), 287-295.
[38] Birley, S. The role of networks in the entrepreneurial process. Journal of Business Venturing, 1985, 1(1), 107-110.
[39] Bitar, J. , Hafsi, T. Strategizing through the capability lens: sources and outcomes of integration. Management Decision, 2007, 45(3), 403-419.
[40] Boari, C. , Odorici, V. , Zamarian, M. Clusters and rivalry: does localization really matter?. Scandinavian Journal of Management, 2003, 19(4), 467-489.
[41] Borch, O. J. , Huse, M. , Senneseth, K. Resource configuration, competitive strategies and corporate entrepreneurship: an empirical. Entrepreneurship Theory & Practice, 1999, 24(1), 51-72.
[42] Bowman, C. , Ambrosini, V. How the resource-based and the dynamic capability views of the firm inform corporate-level strategy. British Journal of Management, 2003, 14(4), 289-303.
[43] Bowman, E. H. , Helfat, C. E. Does corporate strategy matter?. Strategic Management Journal, 2001, 22(1), 1-23.
[44] Brooking, A. Intellectual capital: current issues and policy implications. Journal of Intellectual Capital, 1996, 1(3), 206-240.
[45] Bruce, R. , Barringer, Jones, F. A quantitative content analysis of the characteristics of rapid-growth firms and their founders. Journal of Business Venturing, 2005, 20(5), 663-687.
[46] Burt, R. S. Structural holes: the social structure of competition. Cambridge, MA: Harvard University Press, 1992, 176-194.
[47] Busenitz, L. W. , Lau, C. M. Growth intentions of entrepreneurs in a transitional economy: the People's Republic of China. Entrepreneurship: Theory & Practice, 2001, 26(1), 5-20.
[48] Caniels, M. C. , &Romijn, H. A. Dynamic clusters in developing countries, collective efficiency and beyond. Oxford Development Studies, 2003, 31(3), 275-291.
[49] Carbonara , N. New models of inter-firm networks within industrial districts. Entrepreneurship & Regional Development, 2002, 14(3), 229-246.
[50] Carmeli, A., Tishler, A. The relationships between intangible organizational elements and organizational performance. Strategic Management Journal, 2004, 25(13), 1257-1278.
[51] Carpenter, M. A., Geletkanycz, M. A., Sanders, W. G. Upper echelons research revisited: antecedents, elements and consequences of top management team composition. Journal of Management, 2004, 30(6), 749-778.
[52] Carpenter, M. A., Westphal, J. D. The strategic context of external network ties: examining the impact of director appointments on board involvement in strategic decision making. Academy of Management Journal, 2001, 44(4), 639-660.
[53] Carroll, A. Sociological view on why firms differ. Strategic Management Journal, 1993, 14(4) , 237-249.
[54] Casson, M. The entrepreneur: an economic theory. Britain: Rowman & Little field Pub Inc, 1982, 8-12.
[55] Castanias, R. P. , Helfat, C. E. The managerial rents model: theory and empirical analysis. Journal of Management, 2001, 27(6), 661-678.
[56] Chandler, G. N. , Hanks, S. H. Measuring the performance of emerging businesses: a validation study. Journal of Business Venturing, 1993, 8(5), 391-408.
[57] Chandler, GN. , Hanks, S. H. Founder competence, the environment, and venture performance. Entrepreneurship: Theory and Practice, 1994, 18(3), 257-271.
[58] Child, J. Strategic choice in the analysis of action, structure, organizations and environment: retrospect and prospect. Organization Studies, 1997, 18(1), 43-76.
[59] Clark, E. , Soulsby, A. Understanding top management and organizational change through demographic and processual analysis. Journal of Management Studies, 2007, 44(6), 932-954.
[60] Coase, R. H. The nature of the firm. Economica, 1937, 4(16): 386-405.
[61] Collins, C. J. , Hanges, P. J. , Locke, E. A. The relationship of achievement motivation to entrepreneurial behavior: a meta-analysis. Human Performance, 2004, 17(1), 95-117.
[62] Collis, D. , Montgomery, C. Competing on resources: strategy in the 1990s. Harvard Business Review, 1995, 73(7), 118-128.
[63] Collis , D . J . Research note : how valuable are organizational Competence. Strategic Management Journal, 1994, 15(2), 143-152.
[64] Cooper, A. C. , Gimeno-Gascon, F. J. , Woo, C. Y. Initial human and financial capital as predictors of newventure performance. Journal of Business Venturing, 1994, 9(5), 371-395.
[65] Corbin, J. , Strauss, A. Grounded theory research: procedures, canons, and evaluative criteria. Qualitative Sociology, 1990, 13(1), 3-5.
[66] Craig, S. , Fleisher, Babette, E. , Bensoussan. Strategic and competitive analysis: methods and techniques for analyzing business competition. Prentice Hall, 2003, 122-125.
[67] Crook, T. R. , Ketchen, D. J. , Combs, J. G. , Todd, S. Y. Strategic resources and performance: a meta-analysis. Strategic Management Journal, 2008, 29(11), 1141-1154.
[68] Daft, R. L. , Weick, K. E. Toward a model of organizations as interpretation systems. Academy of management review, 1984, 9(2), 284-295.
[69] Davidsson, P. Continued entrepreneurship and small firm growth. Journal ofEconomic Psychology, 1989, 10(4), 593-596.
[70] Day, G. S. Market driven strategy: processes for creating value. New York: Free Press, 1990, 124-126.
[71] Delmar, F. , Davidsson, P. , Gartner, W. B. Arriving at the high-growth firm. Journal of Business Venturing, 2003, 18(2), 189-216.
[72] Dess, G. G. , Lumpkin, G. T. , Covin, J. G. Entrepreneurial strategy making and firm performance : tests of contingency and configurational models. Strategic Management Journal, 1997, 18(9), 677-695.
[73] Deutsch, Y. The impact of board composition on firms'critical decisions: a meta-analytic review. Journal of Management, 2005, 31(3), 424-444.
[74] Dierickx, I. , Cool, K. Asset stock accumulation and sustainability of competitive advantage. Management Science, 1989, 35(12), 1504-1511.
[75] Donckels, R. , Lambrecht, J. Networks and small business growth: an explanatory model. Small Business Economics, 1995, 7(4), 273-289.
[76] Dooley, R. S. , Fryxell, G. E. Attaining decision quality and commitment from dissent: the moderating effects of loyalty and competence in strategic decision-making teams. Academy of Management Journal, 1999, 42(4), 389-402.
[77] Dornberger, U. , & Utama, I. B. Collective efficiency and enterprise performance in different stages of the cluster life cycle. International SEPT Programme, University of Leipzig, 2006.
[78] Doug Watts, H. , et al. Owner-managers clusters and local embeddedness, small firms in the Sheffield (UK) metal-working cluster. Entrepreneurship & Regional Development, 2006, 18(2), 185-205.
[79] Drucker, P. Entrepreneurship and innovation: practice and principles. New York: Harper Business press, 1985, 69-72.
[80] Dunne, P., Hughes, A. Age, size, growth and survival, UK companies in the 1980s. J. Ind. Econ, 1996, 42(2), 115-140.
[81] Dyer, J. H. , & Singh H. The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 1998, 23(4), 660-679.
[82] Eddleston, K. A. , Kellermanns, F. W. , Sarathy, R. Resource configuration in family firms: linking resources, strategic planning and technological opportunities to performance. Journal of Management Studies, 2008, 45(1), 26-50.
[83] Edelman, L. F. , Brush, C. G. , Manolova, T. Co-alignment in the resource-performance relationship, strategy as mediator. Journal of Business Venturing, 2005, 20(3), 359-383.
[84] Eisenhardt , K. M. Making fast strategic decision in high-velocity environment. Academy of Management Journal, 1989, 32(3), 543-576.
[85] Eisenhardt, K. M. , Martin, M. Dynamic capabilities: what are they?. Strategic Management Journal, 2000, 21(10/11), 1105-21.
[86] Ensley, M. D. , Pearson, A. W. An exploratory comparison of the behavioral dynamics of top management teams in family and nonfamily new ventures: cohesion, conflict, potency, and consensus. Entrepreneurship, Theory & Practice, 2005, 29(3), 267-284.
[87] Eraydin, A. , Armatli-K rolu, B. Innovation, networking and the new industrial clusters, the characteristics of networks and local innovation capabilities in the Turkish industrial clusters. Entrepreneurship & Regional Development, 2005, 17(4), 237-266.
[88] Farjoun, M. Towards an organic perspective on strategy. Strategic Management Journal, 2002, 23(7), 561-594.
[89] Feldman, M. , Francis, J. , Bercovitz, J. Creating a cluster while building a firm: entrepreneurs and the formation of industrial clusters. Regional Studies, 2005, 39(1), 129-141.
[90] Fernandez, E. , Montes, J. M. , Vazquez, C. J. Typology and strategic analysis of intangible resources: a resource-based approach. Technovation, 2000, 20(2), 81-92.
[91] Fredrickson, J. W. The comprehensiveness of strategic decision processes, Extension, observations, future directions. Academy of Management Journal, 1984, 27(3), 445-466.
[92] Fombrun, C. J. , Van Reil, C. B. M. The reputational land-scape. Corporate Reputation Review, 1997, 1(1), 5-13.
[93] Forbes, D. P. The effects of strategic decision making on entrepreneurial self-efficacy. Entrepreneurship Theory and Practice, 2005, 29(5), 599-626.
[94] Freel, M. External linkages and product innovation in small manufacturing firms. Entrepreneurship & Regional Development, 2000, 12(3), 245-266.
[95] 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.
[96] G. Hamel, C. K. Prahalad, Strategic intent. Harvard Business Review, 1989, 89(2), 63-76.
[97] Galbreath, J. Which resources matter the most to firm success? An exploratory study of resource-based theory. Technovation, 2005, 25(9), 979-987.
[98] Gartner, W. B. Some suggestions for research on entrepreneurial traits and characteristics. Entrepreneurship Theory and Practice, 1989, 14(1), 27-37.
[99] Gershon, R. A. The transnational media corporation, environmental scanning and strategy formulation. Journal of Media Economics, 2000, 13(2), 81-101.
[100]Giner, J. M. , Maria, M. J. S. Territorial systems of small firms in Spain, an analysis of productive and organizational characteristics in industrial districts. Entrepreneurship & Regional Development, 2002, 14(3), 211-228.
[101] Giuliani, E. The selective nature of knowledge networks in clusters: evidence from the wine industry. Journal of Economic Geography, 2007, 7(2), 139-168.
[102]Glaser, BG. The grounded theory perspective: conceptualisation contrasted with description. Mill Valley: Sociology Press, 2001, 103-105.
[103]Glaser, BG. , Strauss, A. The discovery of grounded theory: strategies for qualitative research. Chicago: Aldine, 1967, 16-17.
[104]Glenn, R. , Carroll. A sociological view on why firms differ. Strategic Management Journal, 1993, 14(4), 237-249.
[105]Glenn, R. , Galbreath, J. , Galvin, P. Firm factors, industry structure and performance variation: new empirical evidence to a classic debate. Journal of Business Research, 2008, 61(2), 109-117.
[106]Glick, W. H. , Miller, C. C. , Huber, G. P. Organizational change and redesign: ideas and insights for improving performance. New York: Oxford University Press, 1993, 176-214.
[107]Godfrey, P. C. , Gregersen, H. B. Where do resources come from? A model of resource generatio. Journal of High Technology Management Research, 1999, 10(1), 37-60.
[108]Gottfredson, M. , Puryear, R. , Phillips, S. Strategic sourcing - from periphery to the core. Harvard Business Review, 2005, 83(2), 132.
[109] Granovetter, M. The strength of weak ties. American Journal of Sociology, 1973, 78(6), 1360-1380.
[110]Granovetter, M. Economic action and social structure, the problem of embeddedness. American Journal of Sociology, 1985, 91(3), 481-510.
[111]Grant, R. M. The resource-based theory of competitive advantage implicationsfor strategy formulation. California Management Review, 1991, 33(3), 114-135.
[112]Grant, R. M. Toward a knowledge-based theory of the firm. Strategic Management Journal, 1996, 17(Special Issue), 109-122.
[113]Gulati, R. Alliances and networks. Strategic Management Journal, 1998, 19(4), 293-317.
[114]Gulati, R. , Nohria, N. , Zaheer, A. Strategic networks. Strategic Management Journal, 2000, 21(3), 203-215.
[115] Gulati, R. Network location and learning: the influence of network resources and firm capabilities onalliance formation. Strategic Management Journal, 1999, 20(5), 397-419.
[116]Hall, B. H. The relationship between firm size and firm growth in the US manufacturing sector. The Journal of Industrial Economics, 1987, 4(6), 583-606.
[117]Hall, R. The strategic analysis of intangible resources. Strategic Management Journal, 1992, 13(2), 135-144.
[118] Hall, Richard. A framework linking intangible resources and capabilities to sustainable competitive advantage. Strategic Management Journal, 1993, 14(11), 607-618.
[119]Hambrick D. C. Specialization of environmental scanning actives among upper level executives. Journal of Management Studies, 1981, 18(3), 299-320.
[120]Hambrick, D. C. , Mason, P. A. Upper echelons: the organization as a reflection of its topmanagers. Academy of Management Review, 1984, 9(2), 193-206.
[121]Hanlon, D. , Saunders, C. Marshaling resources to form small new ventures: toward a more holistic understanding of entrepreneurial support. Entrepreneurship, Theory & Practice, 2007, 31(4), 619-641.
[122] Hans Lofstena Peter Lindelofb. Determinants for an entrepreneurial milieu, science parks and business policy in growing firms. Technovation, 2003, 23(1), 146-147.
[123]Harrigan, K. R. From resource allocation to strategy. Administrative Science Quarterly, 2007, 52(1), 146-147.
[124] Harrison. R, Miller. S. The contribution of clinical directors to the strategic capability of the organization. British Journal of Management, 1999, 10(1), 23-39.
[125]Helfat , Peteraf. The dynamic resource-based view : capability life cycles. Strategic Management Journal, 2003, 24(12), 997-1010.
[126]Herron, L. , Robinson, R. B. A structural model of the effects of entrepreneurial characteristics on venture performance. Journal of Business Venturing, 1993, 8(3), 281-294.
[127]Hervas-Oliver, J. L. , Albors-Garrigos, J. Do clusters capabilities matter? An empirical application of the resource-based view in clusters. Entrepreneurship & Regional Development, 2007, 19(2), 113-136.
[128]Hitt, M. A., Ireland, R. D. , et al. Strategic management: competitiveness and globalization, concepts. Thomson/South-Western, 2005, 40-45.
[129]Hobday, M. , Davies, A., et al. Systems integration: a core capability of the modern corporation. Industrial and Corporate Change, 2005, 14(6), 1109-1143.
[130]Iammarino, S. , McCann, P. The structure and evolution of industrial clusters: transactions, technology and knowledge spillovers. Research Policy, 2006, 35(7), 1018-1036.
[131]Iaquinto, A. L. , Fredrickson, J. W. Top management team agreement about the strategic decision process: a test of some of its determinants and consequences. Strategic Management Journal, 1997, 18(1), 63-75.
[132]Ireland, R. D. , Hitt, M. A. , Vaidyanath, D. Alliance management as a source of competitive advantage. Journal of Management, 2002, 28(3), 413.
[133] Jackson, S. Team composition in organizations. Sage Newbury Park, CA : Group process and productivity, 1992, 138-173.
[134]Jarillo, J. C. On strategic networks. Strategic Management Journal, 1988, 9(1), 31-41.
[135]Jehn, K. A. A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 1995, 40(2), 256-282.
[136]Jehn, K. A. The impact of intragroup conflict on effectiveness: a multimethod examination of the benefits and detriments of conflict. Northwestern University, 1992.
[137]Jehn, K. A., Northcraft, G. B. , Neale, M. A. Why differences make a difference: a field study of diversity , conflict, and performance in workgroups. Administrative science quarterly, 1999, 44(4), 741-763.
[138] John, C. H. , Pouder, R. W. Technology clusters versus industry clusters: resources, networks, and regional advantages. Growth & Change, 2006, 37(2), 141-171.
[139]Johnson, J. L. , Black, G. S. The effects of relationalism and supplier replaceability on industrial distribution channel outcomes. Journal of Marketing Channels, 1996, 5(2), 25-44.
[140]Kanda, A., Deshmukh, S. G. Coordination in supply chains: an evaluation using fuzzy logic. Production Planning & Control, 2007, 18(5), 420-435.
[141]Kanfer, R. , Kanfer, F. H. Goals and self-regulation: applications of theory to work settings. Advances in Motivation and Achievement: A Research Annual, 1991, 287.
[142]Karim, S. , Mitchell, W. Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U. S. medical sector, 1978-1995. Strategic Management Journal, 2000,21(10/11), 1061-1081.
[143]Katzenbach, J. R. Making teams work at the top. Leader to Leader, 1998, 12(7), 32-38.
[144]Kauer, Waldeck, et al. Effects of top management team characteristics on strategic decision making-shifting attention to team member personalities and mediating processes. Management Decision, 2007, 45(6), 942-967.
[145]King, W. R. Creating a strategic capabilities architecture. Information Systems Management, 1995, 12(1), 67-70.
[146]Kirzner, I. Competition and entrepreneurship. Chicago: University of Chicago Press, 1973, 38-40.
[147]Knight, F. H. Risk, uncertainly and profit. Washington, DC: Beard Books, 2002, 118-121.
[148]Kogut, B. , Zander, U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 1992, 3(3), 383-97.
[149]Kor, Y. Y. Experience-based top management team competence and sustained growth. Organization Science, 2003, 14(6), 707-719.
[150]Koruna, S. Leveraging knowledge assets, combinative capabilities: theory and practice. R & D Management, 2004, 34(5), 505-516.
[151]Kumar, V. , Simon, A. Strategic capabilities which lead to management consulting success in Australia. Management Decision, 2000, 38(1/2), 24-34.
[152]Lavie, D. Alliance portfolios and firm performance: a study of value creation and appropriation in the US software industry. Strategic Management Journal, 2007, 28(12), 1187-1212.
[153]Lavie, D. Capability reconfiguration: an analysis of incumbent responses to technological change. Academy of Management Review, 2006,31(1), 153-174.
[154]Lawrence, P. R. , Lorsch, J. W. Organization and environment. Boston: Harvard Business School Press, 1986, 56-58.
[155]Lawson, C. , Lorenz, E. Collective learning, tacit knowledge and regional innovative capacity. Regional Studies, 1999, 33(4), 305-317.
[156]Lechner, C. , Dowling, M. Firm networks, external relationships as sources for the growth and competitiveness of entrepreneurial firms. Entrepreneurship and Regional Development, 2003, 15(1), 1-26.
[157]Lechner, C. , Dowling, M. , Welpe, I. Firm networks and firm development, the role of the relational mix. Journal of Business Venturing, 2006, 21(4), 514-540.
[158] Lee, D. Y. , Tsang, E. W. K. The effects of entrepreneurial personality, background and network activities on venture growth. Journal of Management Studies, 2001, 38(4), 583-602.
[159]Lenz , R. T. Strategic capability : a concept and framework for analysis. Academy of Management Review, 1980, 5(2), 225-234.
[160]Leonard-Barton, D. Core capabilities and core rigidities: a paradox in managing new product development. Strategic Management Journal, 1992, 13(Special Issue), 111-125.
[161]Lerner, M. , Almor, T. Relationships among strategic capabilities and the performance of women-owned small ventures. Journal of Small Business Management, 2002, 40(2), 109-125.
[162]Levinthal, D. , Myatt, J. Co-evolution of capabilities and industry: the evolution of mutual fund processing. Strategic Management Journal, 1994,15(S1), 45-62.
[163]Liu, Z. h. , Cai, L. , et al. Study on the relationships among entrepreneur traits, goal orientation and new venture performance. International Conference on Management Science and Engineering, 2007, 669-674.
[164]Makadok, R. Toward a synthesis of the resource-based and dynamic-capability views of rent creation. Strategic Management Journal, 2001, 22(5), 387-401.
[165]Malmberg , A. , Power , D . (How) do (firms in) clusters create knowledge?. Industry & Innovation, 2005, 12(4), 409-431.
[166]Maloni, M. J. , Benton, W. C. Supply chain partnerships, opportunities for operations research. European Journal of Operational Research, 1997, 101(3), 419-429.
[167]Marks, M. A. , Mathieu, J. E. , Zaccaro, S. J. A temporally based framework and taxonomy of team processes. Academy of Management Review, 2001, 26(3), 356-376.
[168]Martin, R. , Sunley, P. Deconstructing clusters, chaotic concept or policy panacea?. Journal of Economic Geography, 2003, 3(1), 5-35.
[169]Maskell , P . , Malmberg , A . Localised learning and industrial competitiveness. Cambridge journal of economics, 1999, 23(2), 167-185.
[170]McAllister, D. J. Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of management journal, 1995, 38(1), 24-59.
[171]McEvily, B. , &Zaheer, A. Bridging ties: a source of firm heterogeneity in competitive capabilities. Strategic Management Journal, 1999, 20(12), 1133-1156.
[172]McGahan, A. M. , Porter, M. E. How much does industry matter, really?. Strategic Management Journal, 1997, 18(S1), 15-30.
[173]McGee, J. E. , Sawyerr, O. O. Uncertainty and information search activities: a study of owner managers of small high-technology manufacturing firms. Journal of Small Business Management, 2003, 41(4), 385-401.
[174]Michalisin, M. D. , Smith, R. D. , Kline, D. M. In search of strategic assets. International Journal of Organizational Analysis, 1997, 5(4), 360-387.
[175]Michel, J. G. , Hambrick, D. C. Diversification posture and top management team characteristics. Academy of Management Journal, 1992, 35(1), 9-37.
[176] Miller , D . The correlates of entrepreneurship in three types of firms. Management science, 1983, 29(7), 770-791.
[177]Miller, D. , Kets de Vries, M. F. R. , Toulouse, J. M. Top executive locus of control and its relationship to strategy-making , structure , and environment. Academy of Management Journal, 1982, 25(2), 237-253.
[178]Mintzberg, H. The fall and rise of strategic planning. Harvard Business Review, 1994, 72(1), 107-107.
[179]Molina-Morales, F. X. , Martinez-Fernandez, M. T. Industrial districts: something more than a neighbourhood. Entrepreneurship & Regional Development, 2006, 18(6), 503-524.
[180]Moliterno, T. P., Wiersema, M. F. Firm performance, rent appropriation, and the strategic resource divestment capability. Strategic Management Journal, 2007, 28(11), 1065-1087.
[181]Montgomery, C. A. Putting leadership back into strategy. Harvard Business Review, 2008, 86(1), 1-7.
[182]Morosini, P. Industrial clusters, knowledge integration and performance. World Development, 2004, 32(2), 305-326.
[183] Mueller , P . Exploiting entrepreneurial opportunities : the impact of entrepreneurship on growth. Small Business Economics, 2007, 28(4), 355-362.
[184]Nelson, R. R. Why do firms differ, and how does it matter?. Strategic Management Journal, 1991, 12(S2), 61-74.
[185]Newbert, S. L. Empirical research on the resource-based view of the firm: an assessment and suggestions for future research. Strategic Management Journal, 2007, 28(2), 121-146.
[186]Newbert, S. L. New firm formation: a dynamic capability perspective. Journal of Small Business Management, 2005, 43(1), 55-77.
[187]Nicholas, R. , Ghobadian, A., Gallear, D. In search of the drivers of high growth in manufacturing SMEs. Technovation, 2006, 26(1), 30-41.
[188]Oba, B. , Semerci z, F. Antecedents of trust in industrial districts, an empirical analysis of inter-firm relations in a Turkish industrial district. Entrepreneurship & Regional Development, 2005, 17(3), 163-182.
[189]O'Reilly Iii, C. A. , Caldwell, D. F. , Barnett, W. P. Work group demography, social integration, and turnover. Administrative Science Quarterly, 1989, 34(1), 21-37.
[190] Pandit, N. R. The creation of theory, a recent application of the grounded theory method. The Qualitative Report, 1996, 2(4), 5-10.
[191]Papadakis, V. M. , Lioukas, S. , Chambers, D. Strategic decision-making processes, the role of management and context. Strategic Management Journal, 1998, 19(2), 115-147.
[192] Park, N. K. , Mezias, J. M. et al. A resource-based view of strategic alliances and firm value in the electronic marketplace. Journal of Management, 2004, 30(1), 7-27.
[193]Pavlou, P. A. , ESawy, O. A. Understanding the"black box"of dynamic capabilities. Under a 3rd round of review in Management Science, 2005.
[194]Penrose, E. The theory of the growth of the firm. NY: Wiley, 1959, 45-48.
[195]Peteraf, MA. The cornerstones of competitive advantage: a resource-based view. Strategic Management Journal, 1993, 14(3), 179-192.
[196]Pettigrew , S . F . Ethnography and grounded theory : a happy marriage?. Advances in Consumer Research, 2000, 27(2), 256-260.
[197]Pfeffer, J. , Salancik, GR. The external control of oranizations: a resouree dependence perspective. New York: HarPer&Row, 1978, 222.
[198]Porter, M. E. Competitive advantage. New York: Free Press, 1985, 38-43.
[199] Porter, M. E. Clusters and the new economics of competition. Harvard Business Review, 1998a, 11/12, 77-90.
[200]Pouder, R. , St. John, C. H. Hot spots and blind spots: geographical clusters of firms and innovation. Academy of Management Review, 1996, 21(4), 1192-1225.
[201]Prahalad, C. K. Developing strategic capability: an agenda for top management. Human Resource Management, 1983, 22(3), 237-254.
[202]Prahalad, C. K. , Hamel, G. The Core Competence of the Corporation. Harvard Business Review, 1990, 68(3), 79-92.
[203]Priem, R. L. , & Butler, JE. Tautology in the resource based view and the implications of externally determined resource value : further comments. Academy of Management Review, 2001, 26(1), 57-66.
[204]Priem, R. L. , Lyon, D. W. , Dess, G. G. Inherent limitations of demographic proxies in top management team heterogeneity research . Journal of Management, 1999, 25(6), 935.
[205]Pyke, F. , Sengenberger, W. Industrial districts and local economic regeneration. Geneva: International Institute for Labour Studies, 1992.
[206]Ragatz, G. L. , Handfield, R. B. , Scannell, T. V. Success factors for integrating suppliers into new product development. Journal of Product Innovation Management, 1997, 14(3), 190-202.
[207]Richard, A. , Bettis, Hitt, MA. The new competitive landscape. Strategic Management Journal, 1995, 16(Special Issue), 7-19.
[208]Rindova, V. P., Fombrun, C. J. Constructing competitive advantage: the role of firm-constituent interactions. Strategic Management Journal, 1999, 20(8), 691-710.
[209]Roelandt, T. J. A., Den Hertog, P. Cluster analysis and cluster based policy in OECD countries : various approaches , early results and policy implications. Draft synthesis report on Phase 1, Utrecht: OECD, 1998.
[210]Rothwell, A. Research in progress-is grounded theory what management needs. Journal of European Industrial Training, 1980, 4(6), 423-436.
[211]Rumelt, RP. Toward a strategic theory of the firm: in competitive strategic management. Englewood Cliffs, NJ: Prentice-Hall, 1984, 131-145.
[212]Sammarra, A. , Biggiero, L. Identity and identification in industrial districts. Journal of Management and Governance, 2001, 5(1), 61-82.
[213]Saxenian, A. Regional advantage, culture and competition in silicon valley and route 128. Cambridge, MA: Harvard University Press, 1994, 67-68.
[214]Schreyogg, G. , Kliesch-Eberl, M. How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic ManagementJournal, 2007, 28(9), 913-933.
[215]Schumpeter, J. Theory of economic development: an inquiry into profits, capital, credit, interest and the businesscycle. Cambridge, MA: Harvard University Press, 1934, 86-88.
[216]Schweiger, D. M. , Sandberg, W. R. , Ragan, J. W. Group approaches for improving strategic decision making: a comparative analysis of dialectical inquiry, devil's advocacy, and consensus. Academy of Management Journal, 1986, 29(1), 51-71.
[217]Scott, W. R. Organizations: rational, natural, and open systems. US: Pearson Prentice Hall, 1998, 52-55.
[218]Shane, S. A. Hybrid organizational arrangements and their implications for firm growth and survival: a study of new franchisors. Academy of Management Journal, 1996, 39(1), 216-234.
[219]Short, J. C. , KetchenJr, D. J. , Palmer, T. B. , Hult, G. T. M. Firm, strategic group, and industry influences on performance. Strategic Management Journal, 2007, 28(2), 147-167.
[220]Simsek, Z. , Veiga, J. F. , Lubatkin, M. H. , Dino, R. N. Modeling the multilevel determinants of top management team behavioral integration. Academy of Management Journal, 2005, 48(1), 69-84.
[221]Sirmon, D. , Hitt, M. A. Managing resources: linking unique resources, management and wealth creation in family firms. Entrepreneurship Theory and Practice, 2003, 27(4), 339-358.
[222]Sirmon, D. G. , Hitt, M. A., Ireland, R. D. Managing firm resources in dynamic environments to create value, looking inside the black box. Academy of Management Review, 2007, 32(1), 273-292.
[223]Simsek, Z. , Veiga, J. F. , Lubatkin, M. H. , Dino, R. N. Modeling the multilevel determinants of top management team behavioral integration. Academy of Management Journal, 2005, 48(1), 69-84.
[224]Slater, S. F. , Olson, E. M. , etal. The moderating influence of strategic orientation on the strategy formation capability-performance relationship. Strategic Management Journal, 2006, 27(12), 1221 -1231.
[225] Smith, B. D. Strategy-making: what works is what fits. European Business Forum, 2007, 28(1), 32-37.
[226]Speziale, H. S. , Carpenter, D. R. Qualitative research in nursing: advancing the humanistic imperative. Lippincott Williams &Wilkins, 2006, 35-52.
[227] Stalk, G. , Evans, P. Competing on capabilities, the new rules of corporate strategy. Harvard Business Review, 1992, 70(2), 57-69.
[228]Swann, G. M. , Stout, D. , Prevezer, M. Dynamics of industrial clustering: international comparisons in computing and biotechnology. Britain: Oxford University Press, 1998, 257-307.
[229]Szulanski, G. Exploring internal stickiness: impediments to the transfer of best practice within the firm. Strategic management journal, 1996,17(Winter Special Issue), 27-43.
[230]Talaulicar, T. , Grundei, J. , Werder, A. Strategic decision making in start-ups, the effect of top management team organization and processes on speed and comprehensiveness. Journal of Business Venturing, 2005, 20(4), 519-541.
[231]Tallman, S. , Jenkins, M. , Henry, N. , Pinch, S. Knowledge, clusters and competitive advantage. Academy of Management Review, 2004, 29(2), 258-271.
[232]Tampoe , M . Strategic management : process , content , and implementation. Britain: Oxford University Press. 2000, 384-390.
[233]Tan, J. , &Tan, D. Environment-strategy co-evolution and co-alignment, a staged model of Chinese soes under transition. Strategic Management Journal, 2005, 26(2), 141-157.
[234]Teece, D. J. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 2007, 28(13), 1319-1350.
[235]Teece, D. J. , Pisano, G. The dynamic capabilities of firm: an introduction. Industrial and Corporate Change, 1994, 3(3), 537-555.
[236]Teece, D. J. , Pisano, G. , Shuen, A. Dynamic capabilities and strategic management. Strategic Management Journal, 1997, 18(7), 509-533.
[237]Tomokazu, A., Fujita, M. , Kameyama, Y. Effects of regional cooperation among small and medium-sized firms on their growth in japanese industrial clusters. Review of Urban & Regional Development Studies, 2006, 18(3), 209-228.
[238]Tsai, W. , Ghoshal, S. Social capital and value creation: the role of intrafirm networks. Academy of Management Journal, 1998, 41(4), 464-476.
[239]Uzzi, B. Social structure and competition in interfirm networks: the paradox of embeddedness. Administrative Science Quarterly, 1997, 42(1), 35-67.
[240]Uzzi, B. The source and consequences of embeddedness for the economic performance of organizations: the network effect. American Sociological Review, 1996, 61(4), 674-698.
[241]Venkatraman, N. , & Grant, J. H. Construct measurement in organizational strategy research. Academy of Management Review, 1986, 11(1), 71-87.
[242]Venkatraman, N. The concept of fit in strategy research: toward verbal and statistical correspondence. Academy of Management Review, 1989, 14(3), 423-444.
[243]Verona, G. A resource-based view of product development. Academy of Management Review, 1999, 24(1), 132-142.
[244] Watson , J. Modeling the relationship between networking and firm performance. Journal of Business Venturing, 2007, 22(6), 852-874.
[245] Watts, H. D. , Wood, A. M. , Wardle, P. Owner-managers, clusters and local embeddedness, small firms in the Sheffield (UK) metal-working cluster. Entrepreneurship & Regional Development, 2006, 18(3), 185-205.
[246]Wegner, D. M. Transactive memory: a contemporary analysis of the group mind. New York: Springer-Verlag, 1987, 185-208.
[247]Weinzimmer, L. G. Top management team correlates of organizational growth in a small business context: a comparative study. Journal of Small Business Management, 1997, 35(3), 1-9.
[248]Wernerfelt, B. A resource-based view of the firm. Strategic Management Journal, 1984, 5(2), 171-180.
[249] West, G. P. Collective cognition: when entrepreneurial teams, not individuals, make decisions. Entrepreneurship Theory and Practice, 2007, 31(1), 77-102.
[250]Wholey, R. , Sanchez, M. The Effects of Regulatory Tools on Organizational Populations. Academy of Management Review, 1991, 16(4), 743-767.
[251] Williamson , O . E . Strategy research : governance and competence perspectives. Strategic Management Journal, 1999, 20(12), 1087-1108.
[252]Winter, SG. Understanding dynamic capabilities. Strategic Management Journal, 2003, 24(10), 991-996.
[253]Xavier, F. , Molina-Morales, M. Teresa Mart'inez-Fernandez. How much difference is there between industrial district firms? A net value creation approach. Research Policy, 2004, 33(3), 473-486.
[254] Yong Jin, K. , Jaeki, S. , Chulmo, K. Exploring the effect of strategic positioning on firm performance in the e-business context. International Journal of Information Management, 2008, 28(3), 203-214.
[255] Yusuf, A. Environmental uncertainty, the entrepreneurial orientation of business ventures and performance . International Journal of Commerce and Management,2002,12(3/4),83-103.
[256]Zahra,S.A.Environment,corporate entrepreneurship,and financial performance,a taxonomic approach.J.Bus.Venturing,1993,8(3),319-340.
[257]Zahra,S.A.,H.J.Sapienza,et al.Entrepreneurship and dynamic capabilities,a review,model and research agenda.Journal of Management Studies,2006,43(4),917-955.
[258]Zander,I.,Zander,U.The inside track,on the important(but neglected) role of customers in the resource-based view of strategy and firm growth.Journal of Management Studies,2005,42(8),1519-1548.
[259]Zhao,L.,Aram,J.D.Networking and growth of young technology-intensive ventures in China.Journal of Business Venturing,1995,10(5),349-370.
[260]Zott,C.Dynamic capabilities and the emergence of intraindustry differential firm performance,insights from a simulation study.Strategic Management Journal,2002,24(2),97-125.
[261]Zou,X.Y.,Li,Z.F.,et al.Research on strategic capability of enterprise and its enlightenment to large-scale contractors of China.Proceedings of 2007International Conference on Construction & Real Estate Management,2007,130-132.
[262]蔡明田,谢炜频,李国玮,许东赞.创业精神与创业绩效之关联性探讨.创业管理研究,2008(3),29-65.
[263]仓平,王素芬.基于扎根理论的大学产业集群形成机理研究:以同济大学建筑规划产业集群为例.同济大学学报(社会科学版),2008(2),121-130.
[264]陈春明.供应商选择评价指标体系研究.学习与探索,2005(3),205-209.
[265]陈海谊.温州民营企业的品牌意识.企业经济,2003(8),83-84.
[266]陈建军.企业家、企业家资源分布及其评价指标体系-结合浙江的实证分析.浙江大学学报(人文社会科学版),2003(4),57-65.
[267]陈向明.质的研究方法与社会科学研究.北京:教育科学出版社,2000,287-296.
[268]程学童,蔡华林.浙江产业集群竞争力调查.中共宁波市委党校学报,2005(6),60-65.
[269]池本郑纯.企业家的秘密.长春:辽宁人民出版社,1985,23-25.
[270]杜慕群.资源、能力、外部环境、战略与竞争优势的整合研究.管理世界,2003(10),151-154.
[271]费小冬.扎根理论研究方法论,要素、研究程序和评判标准.公共行政评论,2008(3),23-43.
[272]冯德连,龚世文.我国传统产业集群发展的思考.生产力研究,2006(5),180-182.
[273]耿帅.基于共享性资源观的集群企业竞争优势研究.博士学位论文,浙江大学,2005.
[274]何继善,戴卫明.产业集群的生态学模型及生态平衡分析.北京师范大学学报(社会科学版),2005(1),126-132.
[275]贺力.微波造大势-访广东格兰仕企业(集团)公司总经理梁庆德.中国乡镇企业,1999(5),8-11.
[276]贺小刚.企业家能力、组织能力与企业绩效.上海:上海财经大学出版社,2006,31-34.
[277]侯杰泰,温忠麟,成子娟.结构方程模型及其应用.北京:教育科学出版社,2004,14-17.
[278]胡大立,谌飞龙,吴群.区域品牌机理与构建分析.经济前沿,2005(4),29-32.
[279]黄文静,赵江明.企业家心智模式与企业集群成长的关联机理.经济论坛,2005(4),38-40.
[280]霍春辉.动态竞争优势.北京:经济管理出版社,2006,122-123.
[281]黎康.创新能力决定竞争力-世界知名企业家创新观述评.企业经济,2001(12),5-8.
[282]李大元.不确定环境下的企业持续优势:基于战略调适能力的视角.博士学位论文,浙江大学,2008.
[283]李怀祖.管理研究方法.西安:西安交通大学出版社,2004,260-261.
[284]李楠.民营企业家创新行为的特征探析.西南民族大学学报(人文社科版),2008(04),245-248.
[285]李新春.企业集群化成长的资源能力获取与创造.学术研究,2002(7),10-12.
[286]李永刚.企业品牌,区域产业品牌与地方产业集群发展.财经论丛,2005(1),22-28.
[287]李允尧.企业成长能力研究.博士学位论文,中南大学,2007.
[288]刘东.企业资源发展战略及其模式选择.现代管理科学,2003(5),34-36.
[289]刘明.护理质性研究.北京:人民卫生出版社,2008,144-146.
[290]刘世锦.我国经济结构面临的主要问题与战略性调整.经济研究参考,2000(7),45-49.
[291]刘雪峰,张志学.模拟情境中工作团队成员互动过程的初步研究及其测量.心理学报,2005(2),113-119.
[292]刘志彪,姜付秀.基于无形资源的竞争优势.管理世界,2003(2),72-78.
[293]李志刚,李兴旺.蒙牛公司快速成长模式及其影响因素研究-扎根理论研究方法的应用.管理科学,2006(3),4-9.
[294]李志刚,王迎军.继承式裂变创业的扎根理论方法研究.中国海洋大学学报(社会科学版),2007(2),73-77.
[295]林惠春.政府关系决定企业生存和发展.国际公关,2005(6),35-36.
[296]林忠,韵江.基于小企业的战略能力演化分析和规划方法构建.经济社会体制比较,2006(6),120-124.
[297]罗珉.公司战略管理理论与实务.成都:西南财经大学出版社,2003,231-235.
[298]马刚.基于战略网络视角的产业区企业竞争优势实证研究.博士学位论文,浙江大学,2006.
[299]马庆国.管理统计.北京:科学出版社,2002,261-298.
[300]马歇尔.经济学原理.北京:商务印书馆,1981,34-35.
[301]孟晓斌.国际创业背景下中小企业组织动态能力及其绩效机制研究.博士学位论文,浙江大学,2008.
[302]明茨伯格.战略历程,纵览战略管理学派.北京:机械工业出版社,2007,92-95.
[303]吕文栋,朱华晟.浙江产业集群的动力机制-基于企业家的视角.中国工业经济,2005(4),87-94.
[304]仇保兴.小企业集群研究.上海:复旦大学出版社,1999,46-48.
[305]史晋川.制度变迁与经济发展:温州模式研究.杭州:浙江大学出版社,2002,185-187.
[306]宋克勤.企业成长的特征.当代经理人,2004(8),54-55.
[307]孙海法,伍晓奕.企业高层管理团队研究的进展.管理科学学报,2003(4),84-91.
[308]台冰.发展高技术与改造传统产业关系的哲学思考.高科技与产业化,2000(4),4-7.
[309]田家欣,贾生华.网络视角下的集群企业能力构建与升级战略:理论分析与实证研究.杭州:浙江大学出版社,2008,1-2.
[310]王重鸣.心理学研究方法.北京:人民教育出版社,1990,172-176.
[311]王缉慈.创新的空间,企业集群与区域发展.北京:北京大学出版社,2001,264-265.
[312]王缉慈,谭文柱,林涛,梅丽霞.产业集群概念理解的若干误区评析.地域研究与开发,2006(2),1-6.
[313]王稼琼,绳丽惠.区域创新体系的功能与特征分析.中国软科学,1999(2), 54-56.
[314]王建.内生型产业集群中的企业家社会网络和行为研究--理论假定和应用研究.中国软科学,2006(1),122-128.
[315]汪强.从成长性分析看企业成长模型研究.现代会计,2003(2),48-51.
[316]王庆喜.企业资源与竞争优势:基于浙江民营制造业企业的理论与经验研究.博士学位论文,浙江大学,2005.
[317]王天霞,马鸣萧,张元智.论集群层面上的集体学习.科学学与科学技术管理,2003(11),34-37.
[318]王向东,丁慧平.基于产业集群视角的企业创新研究.中国流通经济,2008(11),50-53.
[319]魏江.产业集群-创新系统与技术学习.北京:科学出版社,2003,5-22.
[320]魏江.管理沟通.北京:机械工业出版社,2006,256-258.
[321]魏江,陈志辉,周江华.基于学习的企业家人力资本系统构建研究.科学学研究,2003(21),215-219.
[322]魏江,勾丽.集群企业模仿特征及模仿行为探析.科学学与科学技术管理,2008(2),143-147.
[323]魏江,勾丽.基于动态网络关系的集群企业成长研究.经济地理,2009(5),787-792.
[324]魏守华.集群竞争力的动力机制以及实证分析.中国工业经济,2002(10),27-34.
[325]邬爱其.集群企业网络化成长机制:理论分析与浙江经验.北京:中国社会科学出版社,2007,102-115.
[326]吴秉恩.组织行为学.台北:华泰书局,1993,201-204.
[327]邬柳成.广东TCL集团高速发展的调查.管理世界,1999(5),213-215.
[328]吴明隆.SPSS统计应用实务.北京:中国铁道出版社,2000,63-69.
[329]武晓辉,韩之俊.区域产业集群中企业家预,判断及其影响因素实证研究.科学学与科学技术管理,2006(10),118-124.
[330]项保华.战略管理-艺术与实务(第3版).北京:华夏出版社,2003,52-55.
[331]项保华.企业资源与能力辨析.企业管理,2003(2),80-83.
[332]徐文复,廖文芳.传统产业的新春天.管理杂志,2000(318),124-126.
[333]徐永安.略论浙江先进的市场经济区域文化-从区域文化角度解读改革开放以来浙江经济的高速增长与巨大成就.新西部:下半月,2007(9),200-203.
[334]许冠南.关系嵌入性对技术创新绩效的影响研究.博士学位论文,浙江大学,2008.
[335]颜士梅,王重鸣.并购式内创业中人力资源整合风险的控制策略:案例研 究.管理世界,2006(6),119-131.
[336]杨斌,赵长轶,揭筱纹.战略能力多维度解构研究.科学学与科学技术管理,2007(7),152-156.
[337]杨杜.企业成长论.北京:人民大学出版社,1995,14-16.
[338]杨国枢,文崇一,吴聪贤等.社会及行为科学研究法.重庆大学出版社,2006,189-193.
[339]余红剑.新创企业外部网络关系品质、内部能力与成长绩效研究.博士学位论文,浙江大学,2007.
[340]浙江省经济贸易委员会.加快向现代产业集群转型:2007年浙江省块状经济发展报告.2008,4.
[341]张必武,石金涛.国外高管团队人口特征与企业绩效关系研究新进展.外国经济与管理,2005(6),17-23.
[342]张春兴.现代心理学.上海:上海人民出版社,1994,12-13.
[343]张茉楠,李汉铃.基于资源禀赋的企业家机会识别之框架分析.管理世界,2005(7),166-167.
[344]张平,蓝海林.我国上市公司高层管理团队异质性与企业绩效的关系研究.北京:经济科学出版社,2005,37-39.
[345]张文松.企业战略能力研究概念框架.技术经济,2004(3),16-17.
[346]张学华,陈昌笋.产业集群内企业竞争优势的机理和特征研究.企业经济,2006(4),69-71.
[347]张玉利.企业成长的非对称性问题.首都经济贸易大学学报,2004(6),13-16.
[348]郑江淮.企业家禀性、内生的贸易中介及其网络化-全球化竞争中万向集团企业家职能及其变迁的研究.管理世界,2003(2),106-116.
[349]郑素丽.组织间资源对企业创新绩效的作用机制研究.博士学位论文,浙江大学,2009.
[350]周红紫,潘钇璇.我国家族企业战略制定影响因素分析.科研管理,2005(S1),92-97.
[351]朱卫平.论企业家与家族企业.管理世界,2004(7),106-113.