摘要
破坏性创新是一种适合于发展中国家实际情况的创新方法,已成为一种重要的自主创新模式和实现企业跨越式发展的重要途径。低端破坏和逆向创新的逻辑,对大量正在为原材料成本高涨、廉价劳动力资源衰减而陷入困境的中国企业来说,是一种能激发巨大想象力的商业逻辑。
开放式创新为创新管理提供了一种全新的思维模式,企业应该打破传统封闭的组织疆界,广泛的向外界获取创新的源泉。开放式创新至关重要的目标是获取在组织间流动的外部知识,通过对外部知识的利用获得封闭式创新不可能获得的成功。
面对开放创新下丰富的外部知识源,发展中国家企业该如何充分利用开放式创新带来的“机会窗口”,以实现“破坏性的创新与增长”?这是一个具有重要现实意义的课题。遗憾的是,现有的理论并未对此进行系统性的分析与探讨,不能为企业实践给出具有指导意义的管理对策与建议。本文以破坏性创新为研究对象,从组织间知识网络关系角度切入,围绕开放式创新下,企业“如何管理外部知识网络以促进企业的破坏性创新”为核心问题展开研究。
为了阐释这个核心问题,本文采用理论研究与实证研究相结合、文献阅读与调查访问相结合、定性研究与定量研究相结合的方法。本文在以下方面进行了分层次的、逐步深入的、创新性的研究：
第一,从“嵌入性”视角分析企业“自我中心型”的外部知识网络,探讨企业通过“结构性”和“关系性”的嵌入组织外部知识网络的机制,即通过嵌入知识网络的交易制度安排,来聚集、整合外部网络的知识资源。
第二,经过理论预设、案例选择、数据收集与数据分析,对四家企业进行了探索性案例研究,初步探寻外部知识网络嵌入性对破坏性创新绩效的影响机制,提出企业外部知识网络嵌入性并不能直接提升破坏性创新绩效,而是通过企业自身的吸收能力起作用的观点。
第三,结合现有研究展开理论探讨,分别构建外部知识网络“结构嵌入性”对企业破坏性创新绩效影响机制的概念模型和外部知识网络“关系嵌入性”对企业破坏性创新绩效影响机制的概念模型。通过对251家企业的问卷调研,运用探索性因子分析和验证性因子分析、构建并验证相关测度量表,采用结构方程建模的方法对两个概念模型进行拟合、检验与修正,深入剖析外部知识网络嵌入性通过吸收能力,进而正向作用于破坏性创新绩效的影响机制。
第四,为了探寻企业怎样获得“破坏性创新”的“持续成功”,基于实证研究结果,我们将外部知识网络嵌入性对破坏性创新绩效与维持性创新绩效不同的影响机制进行对比研究。探讨企业为了获得持续创新的成功,在从破坏性创新向维持性创新转变的过程中,在外部知识网络的管理与控制上、在吸收能力不同维度的培养上,应该做怎样相应的改变与调整。
通过上述研究工作,本文得出如下主要结论：
(1)外部知识网络嵌入性通过吸收能力,促进企业破坏性创新绩效。具体而言,是通过两条途径起作用的。路径一：外部知识网络中心性—→识别获取能力—→破坏性创新绩效。路径二：外部知识网络关系质量—→识别获取能力—→破坏性创新绩效。因此,在企业的吸收能力中,对破坏性创新起作用的是识别获取能力。企业若想获得高绩效的破坏性创新,必须特别注重对外部知识、信息的识别获取能力的培养。在外部知识网络的管控方面,企业应特别注重主动构建自我中心型的外部知识网络,在网络结构上主动占据中心地位,并维持一个高关系质量的外部知识网络,这将有利于培育企业的识别获取能力,进而促进破坏性创新绩效。
(2)对比研究的结果发现,虽然外部知识网络也是通过吸收能力对维持性创新起作用,但其具体的路径与破坏性创新完全不同。在企业的吸收能力中,对维持性创新起作用的是消化吸收能力与应用开发能力,而企业的识别获取能力对维持性创新没有直接作用。此外,外部知识网络嵌入性中除网络位差外的所有维度都可以对维持性创新形成促进作用,只是,这些都是通过消化吸收能力、应用开发能力的中介机制起作用的。外部知识网络规模、联结强度对企业的消化吸收能力、应用开发能力都有直接的促进作用。因此,从动态管控的角度分析,当企业获得初步破坏性创新成功后需要向维持性创新转变以获得持续的成功。相应的,在外部知识网络的管控上,应当从初期聚焦于网络中心性和关系质量向网络规模、联结强度均衡发展。在吸收能力的培育上,也应当从最初重点放在识别获取能力转向消化吸收能力、应用开发能力并重。
(3)本文定量论证了吸收能力是一个多维度动态能力的观点,即吸收能力是一个从识别获取能力—→消化吸收能力—→应用开发能力的动态过程,消化吸收能力在识别获取能力与应用开发能力之间起部分中介效应。
本文的理论和实证研究成果丰富并完善了开放式创新理论、破坏性创新理论、知识网络理论和吸收能力理论。在知识资源全球化的开放式创新下,本研究为发展中国家企业如何构建与管理外部知识网络,更加有效的吸收有价值的知识,发挥后发优势,实现破坏性创新的持续发展提供了全新的、切实可行的视角与思路。
Disruptive innovation is a suitable innovative approach for developing countries, which is an important mode of indigenous innovation and an important way for enterprises to achieve rapid development. The logic of low-end disruptors and reverse innovation is provoking great imagination for the Chinese enterprises which are facing the rising of raw material costs and the weakening of cheap labor resources.
Open innovation provides a new mode of thinking for innovation management, which appeals enterprises to break the traditional boundaries of a closed organization and to absorb external sources of innovation. The vital goal of open innovation is to obtain the external knowledge which flows between organizations and make most use of this knowledge to win the tremendous success which won' t happen to "closed innovation".
It is an issue of practical significance to research how enterprises in developing countries take full advantage of "windows of opportunity" to achieve disruptive innovation and sustainable growth, considering the richness of external knowledge sources under open innovation. Unfortunately, the existing theory has not conducted a systematic analysis and discussion, and cannot give helpful management strategies and suggestions to guide business practice. This paper takes the perspective of inter-organization knowledge networks in open innovation and explores how the enterprises manage their external knowledge network to facilitate disruptive innovation.
To illustrate the core issue, this dissertation conducts innovative research by combination of theoretical study and empirical study, literature review and investigation, as well as qualitative research and quantitative research.
Firstly, base on literature review, this dissertation take the perspective of "embeddedness" of enterprise to explore the "self-centered" external knowledge network mechanism and discuss how enterprises can recognize, assimilate and integrate external knowledge by structural embedded and relational embedded in the external knowledge network.
Secondly, base on literature review, the dissertation brings forward a primary theoretical supposition, and then conducts four explorative case studies of Chinese firms to conclude with an initial theoretical framework of influence mechanism of external knowledge network embeddedness on the performance of disruptive innovation.
Thirdly, based on the above research, this study proposes two conceptual models of mechanism which illustrate how external knowledge network impacts innovation performance from two perspectives, "structural embeddedness" and "relationship embeddedness".251 Chinese companies are investigated via questionnaires, and Explorative Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) are conducted to establish and verify the measures, and Structural Equation Modeling (SEM) is applied to testify and modify the concept model. The result shows that the embeddedness of external knowledge networks can promote disruptive innovation performance through absorptive capacity.
Fourthly, to explore how enterprise could gain sustainable success by disruptive innovation, the dissertation conduct a comparative study to discover how the embeddedness of external knowledge networks influence disruptive innovation performance and sustainable innovation performance differently. By doing so, we may give managerial suggestions to promote sustainable innovations after the initial success of disruptive innovation.
Drawing on the above research, some conclusions can be presented as follows: (1) The embeddedness of the external knowledge networks promotes disruptive innovation performance through enterprises absorptive capacity, in detail, in two ways. Path 1:the centrality of external knowledge network→recognition& acquisition capability→disruptive innovation performance. Path 2:the relational quality of external knowledge networking→recognition& acquisition capability→disruptive innovation performance. Embeddedness of external knowledge network influences disruptive innovation performance indirectly through the mediating role of the ability of recognizing and obtaining knowledge. Therefore, it is the ability to recognize and obtain the knowledge of enterprises that actually affects the disruptive innovation. To achieve high performance in disruptive innovation, the enterprise should pay particular attention to foster the ability to recognize and obtain external knowledge and information. In terms of the control of the external knowledge networks, the enterprises should pay particular attention to occupy the central position in the structure of the external knowledge networks and maintain a high quality relationship in the external knowledge networks.
(2) The comparison results of the study shows that the mechanism of embeddedness of external knowledge networks influencing disruptive innovation performance and sustainable innovation performance are different. Centrality and relation quality of external knowledge network influences disruptive innovation performance indirectly through the mediating role of recognition& acquisition capability. By contrast, not only centrality and relation quality but also network sizes and connection frequency of external knowledge network will all influences sustainalbe innovation performance indirectly through the mediating role of assimilation & transformation capacity and application & development capability. In a practical and sustainable view, after the success of initial disruptive innovation companies should turn for sustainable innovation to achieve greater success. Accordingly they should adjust their management focus both on embeddedness of external knowledge network and absorptive capabilities.
(3) This paper quantitatively demonstrates that the absorptive capacity is a dynamic capability with three dimensions. It is a dynamic process including:a) the recognition & acquisition capability; b) assimilation & transformation capacity; c) application & development capability. The assimilation & transformation capacity play a partial mediating role in recognition& acquisition capability and application & development capability.
The theoretical and empirical research results of this paper enrich and improve the theory of open innovation, disruptive innovation, knowledge network theory and the theory of absorptive capacity. With globalization of knowledge resources and the openness of innovation, this paper provides new and practical perspectives on how to build and manage external knowledge networks to foster absorptive capabilities and to achieve disruptive innovation success for the enterprises in developing countries.
引文
[1]Abernathy, W. J.,& Clark, K. B. Innovation:Mapping the winds of creative destruction, Research Policy,1985(14):3-22.
[2]Abernathy, W. J.,& Utterback, J. M. Patterns of industrial innovation, in Readings in the Management of Innovation,2nd ed., Tushman, M. L.,& Moore, W. (Eds), Ballinger,1988,25-36.
[3]Abetti, P. A. Critical Success Factors for Radical Technological Innovation:A Five Case Study, Creativity and Innovation Management,2000,9(4):208-221.
[4]Adams, M.E., Day, G.S.,& Dougherty, D. Enhancing new product development performance:an organizational learning perspective. Journal of Product Innovation Management,1998,15(5):403-422.
[5]Adams, R., Bessant, J.,& Phelps, R. Innovation management measurement:A review, International Journal of Management Reviews,2006,8(1):21-47.
[6]Adner, R. When are Technologies Disruptive? A Demand-Based View of the Emergence of Competition, Strategic Management Journal,2002,23:667-688.
[7]Adner, R., Helfat. C.E. Corporate effects and dynamic managerial capabilities. Strategic Management Journal.2003.241011-1025.
[8]Afuah, A. How much do your co-opetitors'capabilities matter in the face of technological change?. Strategic management Journal,2000,21(3):397-404.
[9]Ahuja, G. The duality of collaboration:Inducements and opportunities in the formation of interfirm linkages. Strategic Management Journal.2000.21(3) 317-343.
[10]Ahuja, G. Collaboration Networks, Structural Holes and Innovation:A Longitudinal Study. Administrative Science Quarterly,2000,45:425-455.
[11]Ahuja.G.,& Lampert,C.M. Entrepreneurship in the Large Corporation:A Longitudinal Study of How Established Firms Create Breakthrough Inventions, Strategic Management Journal 2001,22:521-543.
[12]Ali, A. Pioneering Versus Incremental Innovation:Reviwe and Research Proposition, Journal of Product Innovation Management,1994(11):46-56.
[13]Anand, B.N.,& Khanna, T. Do firms learn to create value? The case of alliances. Strategic management Journal,2000,21(3):295-315.
[14]Anderson, P.,& Tushman, M. Technological discontinuities and dominant designs: A cyclical model of technological change, Administrative Sci. Quarterly,1990, 35(6):604-633.
[15]Andersson, U.,& Forsgren, M.,& Holm, U. The strategic impact of external networks:subsidiary performance and competence development in the multinational corporation. Strategic Management Journal,2002,23:979-996.
[16]Arbuckle, J. L. AMOS 7.0 user's guide. AMOS, Development Corporation. USA: Spring House PA.2006.
[17]Argote, L.,& Ingram, P. Knowledge transfer:a basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes,2000,82(1): 150-169.
[18]Argote, L., B. McEvily, R. Reagans. Managing Knowledge in Organizations:An Integrative Framework and Review of Emerging Themes. Management Science. 2003.49(4)571-582.
[19]Argote.L,&Epple,D.Learning Curves in Manufacturing,Science,1990,247: 920-924.
[20]Arthur, W. B. Competing Technologies, Increasing Returns, and Lock-In by Historical Events, Economic Journal,1989,99(394):116-131.
[21]Arthur, W. B. Path-dependent processes and the emergence of macro-structure European Journal of Operational Research,1987,30(3):294-303.
[22]Baker, W. E.,& Sinkula, J. M. Market Orientation and the New Product Paradox, Journal of Product Innovation Management,2005,22(6):483-502.
[23]Baker, W.E.,& Sinkula, J.M. The Synergistic Efect of Market Orientation and Learning Orientation on Organizational Peformance. Journal of the Academy of Marketing Science,1999,32(4):411-427.
[24]Barden, J.Q. Disentangling the influences of leaders relational embeddedness on interorganizational exchange. Academy of Management Journal,2007,50 (6): 1440-1461.
[25]Barney, J.B. Firm resource and sustained competitive advantage. Journal of Management,1991,17(1):99-120.
[26]Barney, J.B. The resource-based view of the firm:ten years after 1991. Journal of Management.2001,27:625-641.
[27]Baum, J., Calabrese, T.,,& Silverman, B. Don't go it alone:Alliance networks and startups'performance in Canadian biotechnology,1991-97. Strategic Management Journal,2000.21:267-295.
[28]Baum, J.,& Oliver, C. Institutional embeddedness and the dynamic of organizational populations. American Sociological Review,1992,57:540-559.
[29]Beckmann, M. J. Economic models of knowledge networks, in networks in action. Springer-Verlag Berlin Herdelberg New York Tokyo,1995:159-174.
[30]Benner, M. J.,& Tushman, M. L. Exploitation, Exploration, and Process Management:The Productivity Dilemma Revisited, Academy of Management Review,2003,28(2):238-56.
[31]Berthon, P., Hulbert, J. M.,& Pitt, L. F. To server or create? Strategic orientations toward customers and innovation, California Management Review,1999,42(?): 37-59.
[32]Bessant, J.,& Francis, D. Using learning networks to help improve manufacturing competitiveness. Technovation,1999(19):373-381.
[33]Bettis, R.A.,& Prahalad,.C.K. The dominant logic:Retrospective and extension. Strategic Management Journal.1995.165-14.
[34]Kim,W.C.,& Mauborgne, R. Blue Ocean Strategy; How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston:Harvard Business School Press,2005.
[35]Boer, M., Bosch, F. A. J. and Volberda, H. W. Management Organizational Knowledge Integration in the Emerging Multimedia Complex. Journal of Management Studies.1999,36 (3):379-398.
[36]Bower, J.,& Christensen, C. Disruptive Technologies:Catching the Wave Harvard Business Review,1995(95):43-53.
[37]Brown, S.L.,& Eisenhardt, K. M. Product Development:Past Research, Present Findings, and Future Directions. The Academy of Management Review,1995, 20(2):343-378.
[38]Burt, R.S. Structural holes:The social structure of competition. Cambridge, MA. Harvard University Press,1992.
[39]Calantone, R.J., Cavusgil, S.T.,& Zhao, Y. Learning Orientation, Firm Innovation Capability, and Firm Performance.Industrial Marketing Management,2002,31: 515-524.
[40]Calantone.R.J.,& Benedetto.C.A., Organizational, technical and marketing antecedents for successful new product development. R,&D Management,1993, 23(4):337-351.
[41]Calori, R., G.,& Johnson, P. S. CEOs'cognitive maps and the scope of the organization. Strategic Management Journal.1994,15 437-457.
[42]Capaldo, A. Network structure and innovation:The leveraging of dual network as a distinctive relational capability. Strategic Management Journal,2007,28: 585-608.
[43]Carney, M. The competitiveness of networked production:The role of trust and asset specificity. Journal of Management Studies,1998,35 (4):457-479.
[44]Carson, S.J., Madhok, A.,& Varman, R., et al. Information processing moderators of the effectiveness of trust-based governance in interfirm R,&D collaboration. Organization Science,2003,14:45-56.
[45]Chaminade, C.,& Roberts, H., Social Capital as a Mechanism:Connecting knowledge within and across firms. Learning and Capabilities:Proceedings of Third European Conference on Organizational Knowledge. Athens, Greece, 2002.
[46]Chandler, A. D, Strategy and structure, New York:Doubleday,1962.
[47]Chandy, R. K.,& Tellis, G. J. Organizing for radical product innovation:the overlooked role of willingness to cannibalize, Journal of Marketing Research, 1998,35(4):47.4-487.
[48]Chandy, R. K.,& Tellis, G. J. The Incumbent's Curse? Incumbency, Size and Radical Product Innovation, Journal of Marketing,2000,64(3):1-17.
[49]Charitou, C.,& Markides,C. Responses to Disruptive Strategic Innovation, Sloan Management review,2003 (Win):55-62.
[50]Chen, C.,& Chang, L. Dynamics of business network embeddedness. The journal of American Academy of Business,2004,9:237-241.
[51]Chesbrough, H. Open innovation:the new imperative for creating and profiting from technology. Boston, MA:Harvard Business School Press,2003.
[52]Christensen C.M.,& Rosenbloom R., Explaining the Attacker's Advantage: Technological Paradigms, Organization Dynamics, and the Value Network, Research Policy,1995,24:233-257.
[53]Christensen C.M., Anthony S.D.,& Roth E.A., Seeing What's Next:Using the Theories of Innovation to Predict Industry Change, Boston:Harvard Business School Press,2004.
[54]Christensen C.M., Exploring the Limits of the Technology S-Curve, Part Ⅰ: Component Technologies, Production and Operations Management,1992, 1:25-36.
[55]Christensen C.M.,& Overdorf M., Meeting the Challenge of Disruptive Change, Harvard Business Review,2000,78(Mar/Apr):66-76.
[56]Christensen, C.M..& Bower, J. Customer Power, Strategic Investments and the Failure of Leading Firms, St rategicM anagementJo urnal,1996,17(3):197-218.
[57]Christensen, C.M., The Innovator's Dilemma:When New Technologies Cause Firms to Fail, New York:Harper Collins Publishers,1997.
[58]Christensen, C. M.,, Overdorf, M. Meeting the challenge of disruptive change, Boston:Harvard Business School Press.2000.
[59]Christensen.C.M, Stuart L.H.,& Thomas C., the Great leap:driving innovation from the base of the pyramid, Sloan Management Review,2002(Aut):51-56.
[60]Chung, S., Singh, H.,& Lee, K. Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal,2000, 21:1-22.
[61]Coase, R. H. The Nature of the firm. Economica,1937,4(4):386-405.
[62]Cockburn, I.M.,&Henderson R.M.. Absorptive capacity, coauthoring bahaviour, and the organization of research in drug discovery. Journal of Industrial Economics.1998.46 157-182.
[63]Cohen, M.A., Fisher, M.,& Jaikuman, R. International manufacturing and distribution network:a normative model framework. Ferdows, K. Managing International Manufacturing. Amsterdam:Elsevier,1989.
[64]Cohen, W. Empirical Studies of Innovative Activity, in Handbook of the Economics of innovation and Technological Change, Paul Stoneman, ed. Cambridge, MA:Blackwell,1995,182-264.
[65]Cohen, W.M.,& Levinthal, D.A. Absorptive Capacity:A New Perspective on Learning and Innovation. Administrative Science Quarterly,1990,35(1): 128-152.
[66]Cohen, W.M., D. Levinthal. Innovation and learning:The two faces of R.,&D. The Economic Journal.1989.99569-596.
[67]Cohen, W.M., D. Levinthal. Fortune favors the prepared firm. Management Science.1994.40(2)227-251.
[68]Cohen, W.M., D.A. Levinthal. Fortune favors the prepared firm-reply. Management Science.1997.43(10) 1463-1468.
[69]Cohen. W. M.,,& Levinthal,D. A.Absorptive capacity:A new perspective on learning and innovatio. Administra2 tive Science Quarterly,1990, (35):128-152.
[70]Coleman, J. Foundations of Social Theory. University of Chicago Press, Chicago. Cross, R., J.N. Cummings.2004. Tie and network correlates of individual performance in knowledge intensive network. Academy of Management Journal. 1990.47(6)928-937.
[71]Coleman, J.S. Social capital in the creation of human capital. American Journal of Sociology,1988,94:95-120.
[72]Conner, K.R.,& Prahalad, C.K. A resource-based theory of the firm:Knowledge versus opportunism. Organization Science,1996(7):477-501.
[73]Cooper, R.G.,& Kleinschmidt.E.J. New product performance:keys to success, profitability,& cycle time reduction. Journal of Marketing Management,1995, 24:315-337.
[74]Cooper, R.G.. Overhauling the new product process. Industrial marketing management,1996,25:465-482.
[75]Covin.J,& Miles.M, Corporate Entrepreneurship and The Pursuit of Competitive Advantage, Entrepreneurship Theory and Practice,1999,23(3):47-63.
[76]Crossan M.M.,& Berdrow.I. Organizational learning and strategic renewal Strategic Management Journal.2003,24 (11):1087-1105.
[77]Crossan M.M., Lane H.W.,& White R.E. An organizational learning framework: from intuition to institution(J).Academy of Management Review,1999,24(3):522-537.
[78]Cummings, J. N. Work groups, structural diversity, and knowledge sharing in a global organization. Management Science,2004,50(3):352-364.
[79]Cummings, L.L.,& Bromiley, P. The organizational trust inventory (OTI): development and validation. Kramer, R.M,& Tyler, T.R. Trust in Organizations. Thousand Oaks, CA:Sage,1996:302-330.
[80]Dacin, T.M., Ventresca, M.J.,& Beal, B. D. The embeddedness of organizations: dialogue and direction. Journal of Management,1999,25(3):317-356.
[81]Daghfous, A. Absorptive capacity and the implementation of knowledge-intensive best practices.S.A.M. Advanced Management Journal. 2004.69(2)21-27.
[82]Dahlin, K. B.,& Behrens, D. M. When is an invention really radical? Defining and measuring technological radicalness, Research Policy,2005,34(8): 717-737.
[83]Danneels, E. The dynamics of product innovation and firm competences Strategic Management Journal,2002,23:1095-1121.
[84]Das, T.K.,& Teng, B.S. Between trust and control:developing confidence in partner cooperation in alliances. Academy of Management Review,1998,23: 491-512.
[85]Day, D. Raising radicals:different processes for championing innovative corporate ventures, Organization Science 1994, (5):148-172.
[86]Deborah,D.,& Hardy,C. sustained product innovation in large mature organizations:overcoming innovation to organization problems, Academy of Management Journal,1996,39(5):1120-1153.
[87]DeTienne, D. R.,& Koberg, C. S. The Impact of Environmental and Organizational Factors on Discontinuous Innovation Within High-Technology Industries, IEEE Transaction on Engineering Management,2002,49(4): 352-364.
[88]Dewar.R.D,& Dutton, J.E.The Adoption of Radical and Incremental Innovations: An Experimental Analysis, Management Science,1986,32 (Nov):.1422-1433.
[89]Dhanaraj, C., Lyles, M.A.,& Steensma, H.K. et al. Managing tacit and explicit knowledge transfer in IJVs:the role of relational embeddedness and the impact on performance. Journal of International Business Studies,2004,35:428-442.
[90]Diana, D. Raising Radicals:Different Process for Championing Innovative Corporate Ventures, Organization Science,1994,5(2):149-172.
[91]Dhanaraj, C., M. Lyles, K. Steensma, L. Tihanyi. The dynamics of relational embeddedness:Tacit and explicit learning in international joint ventures. Journal of International Business Studies.2004.35(5) 428-443.
[92]Dijksterhuis, M.S., Van den Bosch,F.A.J.,&Volberda.H.W. Where do new organizational forms come from? Management logics as a source of coevolution. Organization Science.1999.10569-582.
[93]Dixon, N.M. The Organizational Learning Cycle:How We Can Learn Collectively. New York:McGraw-Hill,1994.
[94]Dosi,G.Technological Paradigms and Technological Trajectories, Research Policy,1982,11(3):147-162.
[95]Doz, Y. The evolution of cooperation in strategic alliances:Initial conditions or learning processes? Strategic Management Journal, Summer Special Issue, 1996,17:55-83.
[96]Dussauge, P., Garrete, B,& Mitchell, W. Learning from competing partners: Outcomes and durations of scale and link alliance in European, North America and Asia. Strategic Management Journal,2000,21(1):99-126.
[97]Dyer, J.H.,& Nobeoka, K. Creating and managing a high performance knowledge-sharing network:The Toyota case. Strategic management Journal, 2000,21:345-367.
[98]Dyer, J.H.,& Singh, H. Relational capabilities of firms. Working paper, Wharton School, University of Pennsylvania,1997.
[99]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.
[100]Dyer, J.H. Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry. Strategic Management Journal,1996,17: 271-292.
[101]Easterby-Smith, M., Lyles,M.A.,&Tsang,E. Inter-organizational knowledge transfer:current themes and future prospects. Journal of Management Studies. 2008.45(4) 661-674.
[102]Echols, A.,& Tsai, W. Niche and performance:the moderating role of network embeddedness. Strategic Management Journal,2005,26:219-238.
[103]Eisenhardt, K. M., Building Theory From Case Study, Academy of Management Review,1989, vol.14, no.4:532-550.
[104]Eisenhardt, K.M.,& Martin,J.A. Dynamic capabilities:What are they? Strategic Management Journal,2000,21:1105-1121.
[105]Eriksson, K.,&Chetty,S. The Effect of Experience and Absorptive Capacity on Foreign Market Knowledge. International Business Review,2003 (12):673-695.
[106]Escribano A., Fosfuri A.,&Tribo,J.A. Managing external knowledge flows:The moderating role of absorptive capacity. Research Policy,2009,38(1):96-105.
[107]Exposito-Langa,M.,Molina-Morales,F.X.,&. Capo-Vicedo,J. New Product Development and Absorptive Capacity in Industrial Districts:A Multidimensional Approach.Regional Studies,2010,44(1):98-122.
[108]Feinberg, S.E.,& Gupta,A.K. Knowledge spillovers and the assignment of R.,&D responsibilities to foreign subsidiaries. Strategic Management Journal. 2004.25823-845.
[109]Figueroa E.,& Conceicao, P. Rethinking the innovation process in large organizations:a case study of 3M, Journal of Engineering and Technology Management,2000,17(1):93-109.
[110]Fiol, C.M.,& Lyles, M.A. Organizational learning. Academy of Management Review,1985(4):803-813.
[111]Fosfuri A.,Tribo. J.A. Exploring the antecedents of potential absorptive capacity and its impact on innovation performance.Omega,2008,36(2):173-187.
[112]Foss, N..& Mahnke,V. Knowledge management:What can organizational economics contribute? M. Easterby-Smith. M. Lyles, eds. Handbook of Organizational Learning and Knowledge Management. Blackwell Publisher, 2003.78-103.
[113]Foss, N.J. Knowledge and organization in the theory of the multinational enterprise. Journal of Management and Governanace.2006.103-20.
[114]Foss, N.J., Laursen, K.& Pedersen,T.2006. Organizing to gain from interaction with consumers:The role of organizational practices for absorptive and innovative capacity. Working Paper. Geroski, P., S. Machin, J. Van Reenen. 1993. The profitability of innovating firms. The RAND Journal of Economics. 24(2)198-211.
[115]Foss, N.J.,&Pedersen, T. Organizing knowledge processes in the multinational corporation:An introduction. Journal of International Business Studies.2004. 35 340-349.
[116]Foster, R. N. Innovation:The Attacker's Advandge, New York:Summit Books, 1986.
[117]Francis, R., Bessant, J.,& Hobday, M. Managing radical organisational transformation, Management Decision,2003,41(1):18-31.
[118]Frans A. J., Raymond V.W.,& Henk, W. Absorptive capacity: Antecedents,Models and Outcomes. Erim Report Series Research in Management,2003, (4):785-796.
[119]Freeman, C.,& Soete, L. The economic of industrial innovation. MIT Press,1997.
[120]Freeman, L.C. Centrality is social networks:I. Conceptual clarification.Social Networks,1979(1):215-239.
[121]Garcia, R.,& Calantone, R. A critical look at technological innovation typology and innovativeness terminology:a literature review, The Journal of Product Innovation Management 2002,19 (2):110-132.
[122]Garud, R.,& Nayyar, P. R. Transformative Capacity:Continual Structuring by Intertemporal Technology Transfer. StrategicManagement Journal,1994,15 (5):365-386.
[123]Garud, R.,&Nayyar, P.R. Transformative capacity:Continual structuring by intertemporal knowledge transfer. Strategic Management Journal.1994.15 365-385.
[124]Gatignon H.,& Xuereb, J.-M. Strategic Orientation of the Firm and New Product Performance, Journal of Marketing Research,1997,34(2):77-90.
[125]Gilbert,C.The Disruption Opportunity, Sloan Management Review,2003,44(4):27-32.
[126]Gilbert,C.,& Bower,J.L. Disruptive Change:When Trying Harder is Part of the Problem, Harvard Business Review,2002,5:94-101.
[127]Gilbert,C. Can Competing Frames Co-exist? The Paradox of Threatened Response, Harvard Business School Working Paper,2002.
[128]Gilsing, V.,& Nooteboom, B. Exploration and exploitation in innovation systems:The case of pharmaceutical biotechnology, Research Policy,2006, 35(1):1-23.
[129]Glynn, M.A. Innovative genius:A framework for relating individual and organisational intelligences to innovation. Academy of Management Review, 1996,21(4):1081-1111.
[130]Govindarajan, V.,& Kopalle, P. K. Disruptiveness of innovations:measurement and an assessment of reliability and validity, Strategic Management Journal, 2006,27(2):189-199.
[131]Granovertter, M. S. The strength of weak ties. American Journal of Sociology, 1973,78(6):1360-1380.
[132]Granovetter, M. Economic action and social structure:The problem of embeddedness. American Journal of Sociology,1985,91(3):481-510.
[133]Granovetter, M. Problems of Explanation in Economic Sociology. Nohria, N.,& Eccles, R. Networks and Organizations:Structure, Form and Action Boston, MA:Harvard Business School Press,1992.25-56.
[134]Grant, R. M. Prospering in Dynamically Competitive Environments: Organizational Capability as Knowledge Integration. Organization Science, 1996,7 (4):375-388.
[135]Grant, R. M. Toward a knowledge-based theory of the firm. Strategic Management Journal,1996,17:109-122.
[136]Grant, R.M.,& Baden-Fuller, C. A knowledge-based theory of inter-firm collaboration. Academy of Management Best Paper Proceedings,1995: 17-21.
[137]Grant, R.M. Toward a Knowledge-based Theory of the Firm. Strategic Management Journal,1996.
[138]Gulati, R.,& Gargiulo, M. Where do interorganizational networks come from? American Journal of Sociology,1999,104(5):1439-1493.
[139]Gulati, R.,& Sytch, M. Dependence Asymmetry and Joint Dependence in Interorganizational Relationships:Effects of Embeddedness on a Manufacturer's Performance in Procurement Relationships.Administrative Science Quarterly,2007,52:32-69.
[140]Gulati, R.,& Westphal, J. The dark side of embeddedness:An examination of the influence of direct and indirect board interlocks and CEO/board relationships on interfirm alliances. Working paper, J. L. Kellogg Graduate School of Management, Northwestern University,1997.
[141]Gulati, R. Alliances and networks. Strategic Management Journal,1998,19(4): 293-317.
[142]Gulati, R. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliance. The Academy of Management Journal,1995b, 38(1):85-112.
[143]Gulati, R. Network Location and Learning:The Influence of Network Resources and Firm Capabilities on. Alliance Formation, Strategic Management Journal,1999,20:397-420.
[144]Gulati, R. Social structure and alliance formation pattern:a longitudinal analysis. Administrative Science Quarterly,1995,40:619-652.
[145]Gulati, R.,& Singh, H. The architecture of cooperation:Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly,1998.43:781-814.
[146]Gulati, R., Nohria, N.,& Zaheer, A. Guest editors'introduction to the special issue:Strategic networks. Strategic Management Journal,2000a,21 (3): 199-201.
[147]Gulati, R., Nohria, N.,& Zaheer, A. Strategic Networks. Strategic Management Journal,2000b,21(3):203-215.
[148]Gupta, A. K.& Wilemon, D. "Accelerating the Development of Technology-Based New Products," California Management Review,1990.32(2), 24-44.
[149]Gupta, A.K.,& Govindarajan,V. Knowledge flows within the multinational corporation. Strategic Management Journal.2000.21473-496.
[150]Hakansson, H.,& Waluszewski, A. Path dependence:restricting or facilitating technical development?, Journal of Business Research,2002,55(8):561-570.
[151]Hagan B.O.,& Green. M. B. Tacit knowledge transfer via interlocking directorates:A comparison of Canana and The united states. Geografiska Annaler,2002, (1):49—63.
[152]Hagedoorn, J.,& Duysters, G. Learning in dynamic inter-firm networks:the efficacy of multiple contacts. Organization Studies,2002,23 (4):525-548.
[153]Hagedoorn, J. Understanding the cross-level embeddedness of interfirm partnership formation. Academy of Management Review,2006,31(3):670-680.
[154]Hakonsson, H. Industrial technological development:a network approach. London,1987.
[155]Halimen, A.,& Tornroos, J. The role of embeddedness in the evolution of business networks. Scandinavian Journal of Management,1998,14:187-205.
[156]Hang C.C., Neo K.B.,& Chai K.H. Discontinuous Technological Innovations:A Review of Its Categorization, ICMIT2006 proceedings,2:253-257.
[157]Hansen, M.T. The search-transfer problem:The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 1999,44(1):82-112.
[158]Heeley,M.B. Appropriating rents from external knowledge:The impact of absorptive capacity on firm sales growth and research productivity. Frontiers of Entrepreneurship Research.Babson Park,MA:Babson College,1997.
[159]Heide, J.B.,& Miner, A.S. The shadow of the future:Effects of anticipated interaction and frequency of contacts on buyer-seller cooperation. Academy of Management Journal,1992,35:265-291.
[160]Helleloid, D.,& Simonin, B.L. Organizational Learning and a Firm's Core Competence. Hamel G.,& Heene A. Competence Based Competition. New York:Wiley,1994:213-239.
[161]Herrmann, A., Tomczak T.,& Befurt, R. Determinants of radical product innovations, European Journal of Innovation Management,2006,9(1):20-43.
[162]Hill, C. W. L.,& Rothaermel, F. T. The Performance of Incumbent Firms in the Face of Radical Technological Innovation, Academy of Management Review, 2003,28(2):257-274.
[163]Huber, G. P. Organizational learning:the contributing process and the literatures. Organization Science,1991(1):88-115.
[164]Huygens, M., Baden-Fuller, C.,Van den Bosch, F.A.J.,Volberda H.W..2001. Co-evolution of firm capabilities and industry competition:Investigating the music industry,1877-1997. Organization Studies.22971-1011.
[165]Inkpen, A.C. Learning and Knowledge Acquisition through International Strategic Alliances. The Academy of Management Executive,1998,12 (4):69-80.
[166]Jansen, J.J.P., Van den Bosch, F.A.J.,& Volberda. H.W. Managing potential and realized absorptivecapacity:How do organizational antecedents matter? Academy of Management Journal.2005.48999-1015.
[167]Junkunc, M. T. Managing radical innovation:The importance of specialized knowledge in the biotech revolution, Journal of Business Venturing,2007,22(3): 388-411.
[168]Kale, P., Singh, H.,& Perlmutter, H. Learning and protection of proprietary assets in strategic alliances:building relational capital. Strategic management Journal,2000,21(3):217-237.
[169]Kanter, R.M. Collaborative advantage. Harvard Business Review,1994,72(4): 96-108.
[170]Kanter, R.M. When a thousand flowers bloom:structural, collective, and social conditions for innovation in organization. Entrepreneurship:the social science view. Delhi:Oxford University Press,2000:167-210.
[171]Kaplan, S. Discontinuous innovation and the growth paradox, Strategy Leadership,1999,27(2):16-21.
[172]Katila, R.,& Ahuja, G. Something old, something new:A longitudinal study of search behavior and new product introductions. Academy of Management Journal,2002.45:1183-1194.
[173]Katila, R.,,& Chen, E. Never too early, never too late:Effects of search timing on product innovation. Academy of Management Best Paper Proceedings, OMT: 2006.01-06.
[174]Katila, R.,,& Mang, P. Exploiting technological opportunities:The timing of collaborations. Research Policy,2003.32:317-332.
[175]Katila, R.,,& Shane, S. When does lack of resources make new firms innovative? Academy of Management Journal,2005.48:814-829.
[176]Kelley, M.R.,& Brooks, H. External learning opportunities and the diffusion of process innovations to small firms. Technological Forecasting and Social Change,1991,39:103-125.
[177]Khurana, A.,&Rosenthal, S.R..Integrating the Fuzzy Front End of New Product Development, in:Sloan Management Review,2 (1997), S.103-120.
[178]Khurana, A.,&Rosenthal S.R..Towards Holistic "Front Ends" in New Product Development, in:Journal of Product Innovation Management,15(1998). 1, S.57-75.
[179]Kim, L. Crisis and Organizational Learning:Capability Building in catching-up at Hyundai Motor. Organization Science,1998.
[180]Kim,L. Crisis Construction and Organizational Learning Capability Building In Catching-up at HyundaiMotor.Organization Science,1998,9 (4):506-521.
[181]Kim,L. The many faces of absorptive capacity:Spillovers of copper interconnect technology for semiconductor technology. Working paper.2004.
[182]Kobayashi,K. Knowledge network and market structure:an analytical perspective. Communication, Economics, and Human Knowledge,1995.
[183]Kogut, B.,& Zander, U. Knowledge of the Firm, Integration Capabilities, and the Replication of Technology. Organization Science,1992,3 (3):383-397.
[184]Kogut, B.,& Zander, U. What Firms Do? Coordination, Identity, and Learning. Organization Science,1996,7 (5):502-518.
[185]Kogut, B. and Zander, U. Knowledge of Firm, Integration Capabilities, and the Replication of Technology. OrganizationScience,1992,(3).
[186]Kogut, B. The network as knowledge:generative rules and the emergence of structure. Strategic management Journal,2000,21(3):405-425.
[187]Kogut, B. The stability of joint ventures:Reciprocity and competitive rivalry Journal of Industrial Economics,1989,38:183-198.
[188]Koka, B.R., Madhavan, R.,& Prescott, J.E. The evolution of interfirm networks: environmental effects on patterns of network change. Academy of Management Review,2006,31(3):721-737.
[189]Koza, M. P.,& Lewin,A.Y. The coevolution of network alliances:A longitudinal analysis of an international professional service network. Organization Science.1999.10(5) 638-653.
[190]Krackhardt, D. The Strength of Strong Ties:the Importance of Philos in Organizations. Nohria, N.,& Eccles R. Networks and Organizations: Structure, Form and Action. Boston, MA:Harvard University Press,1992.
[191]Kumar, N. The power of trust in manufacuturer-retailer relationships. Harvard Business Review,1996, November-December:92-106.
[192]Lane, P. J.,& Lubatkin, M. Relative absorptive capacity and interorganizational learning. Strategic Management Journal,1998, (19):461-477.
[193]Lane, P.J., Koka, B.R.,& Pathak, S. The reification of absorptive capacity:A critical review and rejuvenation of the construct. Academy of Management Review.2006.31(4) 833-863.
[194]Lane, P.J., Salk, J.E.,& Lyles, M.A. Absorptive capacity, learning, and performance in international joint ventures. Strategic Management Journal, 2001,22:1139-1161.
[195]Larson, A. Network dyads in entrepreneurial settings:A study of the governance of exchange relationships. Administrative Science Quarterly,1992,37:76-104.
[196]Larsson, R. The Handshake Between Invisible and Visible Hands. International Studies of Management,& Organization,1993,23(1):87-106.
[197]Laursen, K.,& Salter, A. Open for innovation:the role of openness in explaining innovation performance among U. K. manufacturing firms. Strategic Management Journal,2006,27 (2):131-150.
[198]Lavie, D.,& Rosencopf, L. Balancing exploration and exploitation in alliance formation. Academy of Management Journal,2006,49 (4):797-818.
[199]Lavie, D. Alliance portfolios and firm performance:A study of value creation and appropriation in the U.S. software industry. Strategic Management Journal, 2007,28:1187-1212.
[200]Lavie, D. The competitive advantage of interconnected firms:an extension of the resource-based view. Academy of Management Review,2006,31(3): 638-658.
[201]Hamel G. Leading the Revolution, Boston:Harvard Business School Press, 2000.
[202]Lenox, M.,&King, A. Prospects for developing absorptive capacity through internal information provision. Strategic Management Journal.2004.25 331-345.
[203]Leonard-Barton, D. Core capabilities and core rigidities:a paradox in managing new product development. Strategic Management Journal, Summer Special Issue 1992,13:111-125.
[204]Levin, D.Z.,& Cross, R. The strength of weak ties you can trust:the mediating role of trust in effective knowledge transfer. Management Science,2004, 50(11):1477-1490.
[205]Levinthal, D.A.,& Fichman, M. Dynamics of interorganizational attachments: Auditor-client relationships. Administrative Science Quarterly,1988, 33:345-369.
[206]Levinthal, D.A.,& Macrh, J.G. The myopia of learning. Strategic Management Journal,1993,14:95-112.
[207]Levitt, B.,&March,J.G. Organizational learning. Annual Review of Sociology. 1988.14 319-340.
[208]Lewin, A. Y.,& Volberda, H. W. Prolegomena on coevolution:a framework for research on strategy and new organization forms, Organization Science,1999, 10(5):519-534.
[209]Lewin, A.Y., Long C.P.,& Carroll,T.N. The coevolution of new organizational forms. Organization Science.1999.10535-550.
[210]Lin, N., Ensel, W.M.,& Vaughn, J.C. Social Resources and Strength of Ties: Structural Factors in Occupational Status Attainment. American Sociological Review,1981,46 (4):393-405.
[211]Lundvall, B. National systems of Innovation:towards a theory of innovation and interactive learning. Aalborg University, London,1992.
[212]Lyles, M.A.,& Salk, J.E. Knowledge acquisition from foreign parents in international joint ventures. Journal of International Business Studies,1996, 27(5):877-904.
[213]Lyles, M.A.,& Salk, J.E. Knowledge acquisition from foreign parents in international joint ventures:an empirical examination in the Hungarian context. Journal of International Business Studies,2007,38(1):3-18.
[214]Lyles, M.A., C.R. Schwenk. Top management, strategy and organizational knowledge structures. Journal of Management Studies.1992.29 155-174.
[215]Malhotra, A., Gosain, S.,&ElSawy,O.A. Absorptive capacity configurations in supply chains:Gearing for partner-enabled market knowledge creation. MIS Quarterly.2005.29145-187.
[216]Mansfield, E. Technological Change and Market Structure:An Empirical Study. The American Economic Review,1983,73:205-210.
[217]March J.G. Exploration and exploitation in organizational learning Organization Science,1991,2 (1):71-87.
[218]Matusik, S.F..& Heeley, M.B. Absorptive capacity in the software industry: Identifying dimensions that affect knowledge and knowledge creation activities. Journal of Management.2005.31549-572.
[219]McDermott, C. M. Managing radical product development in large manufacturing firms:a longitudinal study, Journal of Operations Management, 1999,17(6):631-644.
[220]McEvily, B.,& Marcus, A. Embedded ties and the acquisition of competitive capabilities. Strategic Management Journal,2005,26:1033-1055.
[221]McEvily, B.,& Zaheer, A. Bridging ties:A source of firm heterogeneity in competitive capabilities. Strategic Management Journal,1999,20:1133-1156.
[222]McEvily, B.,& Chakravarthy. S.K., The persistence of knowledge-based advantage:an empirical test for product performance and technological knowledge. Strategic Management Journal.2002.23(4) 285-305.
[223]McGrath, R.G. Exploratory learning, innovative capacity, and managerial oversight. Academy of Management Journal,2001,44(1):118-131.
[224]McGuire, P.,& Granovetter, M. Shifting boundaries and social construction in the early electricity industry. Ventresca, M. and Porac, J. Constructing Industries and Markets. New York:Elsevier-Pergamon Press,2005.
[225]Mentzas, G.,& Apostolou, D.,& Young, R.,& Abecher, A. Knowledge networking:Aholistic solution for leveraging corporate knowledge. Journal of Knowledge management,2001,5(1):94-107.
[226]Michalski, T. Radical innovation through corporate entrepreneurship from a competence-based strategic management perspective, Session C-1,2003.
[227]Minbaeva,D., Pedersen, T. Bjorkman, I. Fey, C.F.,&Park H.J.MNC knowledge transfer, subsidiary absorptive capacity, and HRM. Journal of International Business Studies.2003.34586-599.
[228]Mintzberg H. The fall and rise of strategic planning, Harvard Business Review, 1994,72(1):107-114.
[229]Mitchell, W.,& Singh, K. Survival of Businesses Using Collaborative Relationships to Commercialize Complex Goods. Strategic Management Journal,1996,17 (3):169-195.
[230]Mom, T.J.M, Van den Bosch, F.A.J.,&Volberd H.W. a. Investigating Manager's Exploration and Exploitation Activities:The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows, Journal of Management Studies.2007.44(6):910-931.
[231]Mowery, D.C.,& Oxley, J.E. Strategic alliances and interfirm knowledge and interfirm knowledge transfer. Strategy Management Journal,1996,17:77-91.
[232]Mowery, D.C.& Oxley, J.E. Inward Technology Transfer and Competitiveness: The Role of National Innovation Systems. Cambridge Journal of Economics, 1995,19:67-93.
[233]Nahapiet, J.,& Ghoshal, S. Social Capital, Intellectual Capital, and the Organizational Advantage. Academy of Management Review,1998,23(2): 242-266.
[234]Nee, V.,& Ingram, P. Embeddedness and beyond:institutions, exchange, and social structure. Brinton, M. C.,& Nee, V. The new institutionalism in sociology. New York:Russell Sage Foundation,1994:19-45.
[235]Nelson, R.R.,&Winter, S.G. An evolutionary theory of economic change. Mass: Harvard University Press, Cambridge.1982.
[236]Newbert, S.L. Empirical research on the resource-based view of the firm:An assessment and suggestions for future research. Strategic Management Journal,2007,28:121-146.
[237]Nicholls-Nixon, C. Absorptive capacity and technological sourcing: Implications for the responsiveness of established firms. Unpublished doctoral dissertation. Purdue University.1993.
[238]Nijssen, E. J., Hillebrand, B.,& Vermeulen, P. A. M. Unraveling willingness to cannibalize:a closer look at the barrier to radical innovation, Technovation, 2005,25(12):1400-1409.
[239]Nonaka I. The Knowledge-creating Company. New York:Oxford University Press,1995.
[240]Nonaka,I.A dynamic theory of organizational knowledge creation.Organization Science,1994(5):14-37.
[241]Nooteboom, B. Learning and Innovation in Organizations and Economies Oxford:Oxford University Press,2000.
[242]Nooteboom, B., Berger, H.,& Noorderhaven, N.G. Effects of trust and governance on relational risk. Academy of Management Journal,1997,40: 308-338.
[243]Noyons, E.C.M.,&Van R. Advanced mapping of science and technology. Scientometrics.1998b.4161-67.
[244]O'Connor, C. G. Market learning and radical innovation:a cross case comparison of eight radical innovation projects. Journal of Product Innovation Management 1998; 15(2):151-66.
[245]OECD, The nature of innovation and the evolution of the productive system: technology and productivity-the challenge for economic policy. Paris:OECD, 1991.p.303-14.
[246]OECD. International Symposium Measuring Reporting Intellectual Capital: Experiences, Issues, and Prospects. Paris:OECD,1999
[247]OECD.OIso Manual (5th Edition).2005
[248]Oliver, C. Sustainable competitive advantage:Combining institutional and resource-based views. Strategic Management Journal,1997.18:697-714.
[249]Olofsson, D. Radical product innovations:A multidimensional model for identifying radical product innovations, IDP,2003.
[250]Parkhe, A., Wasserman, S.,& Ralston, D. A. New frontiers in network theory development. Academy of Management Review,2006,31 (3):560-568.
[251]Pavitt, K. What We Know About the Strategic Management of Technology California Management Review,1990,32(3):17-26.
[252]Pennings, J.M. and Harianto, F. Technological Networking and Innovation Implementation. Organization Science,1992,(3).
[253]Pennings, J.M.,& Harianto, F.. The diffusion of technological innovation in the commercial banking industry. Strategic Management Journal.1992.1329-46.
[254]Penrose, E.T., The theory of the growth of the firm. Oxford University Press: Oxford,1959.
[255]Peteraf, M. The cornerstones of competitive advantage:a resource-based view Strategic Management Journal,1993,14:179-191.
[256]Pisano, G.P. Knowledge, integration, and the locus of learning-an empirical-analysis of processdevelopment.1994.
[257]Polanyi, K. The Great Transformation:The Political and Economic Origins of Our Time. Boston, MA:Beacon Press,1944.
[258]Polanyi, M. Personal Knowledge. Chicago:University of Chicago Press,1962.
[259]Porter, M. E. What Is Strategy?. Harvard Business Review,1996, (6):62-78.
[260]Powell, W. Neither market nor hierarchy:network forms of organization Research in Organizational Behavior.1990, (12):295-336.
[261]Powell, W., Koput, K.,,& Smith-Doerr, L. Interorganizational collaboration and the locus of innovation:Networks of learning in biotechnology. Administrative Science Quarterly,1996.41:116-145.
[262]Powell, W., Learning from collaboration:knowledge and networks in the biotechnology and pharmaceutical industries. California Management Review, 1998,40(3):228-240.
[263]Prahalad, C.K.,& Hamel, G. The core competence of the corporation. Harvard Business Review,1990, May-June:79-91.
[264]Prahalad, C.K.,& Bettis R.A. The dominant logic. A new linkage between diversity and performance. Strategic Management Journal.1986.7485-501.
[265]Reagans, R.,& McEvily, B. Network structure and knowledge transfer-the effects of cohesion and range. Administrative Science Quarterly,2003,48: 240-267.
[266]Redding, S. Path Dependence, Endogenous Innovation, and Growth International Economic Review, November 2002,43(4):1215-1248.
[267]Reinertsen, D.G. (1999):Taking the Fuzziness out of the Fuzzy Front End, in: Research Technology Management, November-December 1999, S.25-31.
[268]Rice, M. P., Leifer, R.,& O'Connor, G. Commercializing discontinuous innovations:Bridging the gap from discontinuous innovation project to operations, IEEE Transaction on Engineering Management,2002,49(4): 330-340.
[269]Ring, P.S.,& Van de Ven, A. Structuring cooperative relationships between organizations.Strategic Management Journal,1992,13:483-498.
[270]Rosenkopf, L.,& Almeida,P. Overcoming local search through alliances and mobility. Management Science.2003.49751-766.
[271]Rothwell R. Towards the Fifth-generation Innovation Process. International Marketing Review,1994,11(1):7-31.
[272]Rowley, T., Behrens, D.,& Krackhardt, D. Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries. Strategic Management Journal,2000,21:369-386.
[273]Salomo, S., Gemunden, H. G.,& Leifer, R. Call for Papers Special Issue: Organizational Competencies Supporting Radical Innovation, Journal of Engineering and Technology Management,2004,21(3):3-4.
[274]Samli, A. C.,& Weber J. A. E. A theory of successful product breakthrough management:learning from success, Journal of Product,& Brand Management, 2000,9(1):35-55.
[275]Sanchez, R. Preparing for an uncertain future:Managing organizations for strategic flexibility. International Studies of Management,& Organization,1997,27 (2):71-94.
[276]Schildt, H.A., Maula, M.V.J.,& Keil, T. Explorative and Exploitative Learning from External Corporate Ventures. Entrepreneurship Theory and Practice, 2005,29 (4):493-515.
[277]Schumpeter, J.A. Capitalism, socialism, and democracy. New York:Oxford University Press,1942.
[278]Scott, C.,& Brown, J.S. Bridging epistemologies:the generative dance between organizational knowledge and organizational knowing. Organization Science, 1999,10(4):381-400.
[279]Scott, W.R. Organizations-Rational, natural and Open Systems.2nd ed. Prentice Hall, Englewood Cliffs, NJ.1987.
[280]Seufert, A., Von Krogh, G.,& Bach, A. Towards knowledge networking. Journal of Knowledge Management,1999,3 (3):180-190.
[281]Shan, W., Walker, G.,& Kogut, B. Interfirm Cooperation and Startup Innovation in the Biotechnology Industry. Strategic Management Journal,1994,15(5): 387-394.
[282]Shenkar, O.,& Li.J. Knowledge search in international cooperative ventures. Organization Science.1999.10(2) 134-143.
[283]Shook, C. L., Ketchen, Jr., D. J., Hultand G. T. M.,& Kacmar, K. M. An assessment of the use of structural equation modeling in strategic management research, Strategic Management Journal,2004,25:397-404.
[284]Sidhu, J., Commandeur, H.,& Volberda. H.W. The Multifaceted Nature of Exploration and Exploitation:Value of Supply, Demand, and Spatial Search for Innovation. Organization Science,2007.181-19.
[285]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.
[286]Sobrero, M,& Roberts, E.B. The Trade-off between efficiency and learning in interorganizational relationships for product development. Management Science, 2001, (47):493-511.
[287]Song, X. M.,& Montoya-Weiss, M. M. Critical development activities for really new versus incremental products. Journal of Product Innovation Management 1998,15(2):124-35.
[288]Song, X. M.,& Parry, M. E. Challenges of managing the development of breakthrough products in Japan, Journal of Operations Management,1999, 17(6):665-688.
[289]Song, X.M., Van der Bij, H.,& Weggeman, M. Factors for improving the level of knowledge generation in new product development. R,&D Management, 2006,36(2):173-187.
[290]Spender, J.C,& Grant, R.M. Knowledge and the firm:Overview. Strategic Management Journal,1996,17:5-9.
[291]Starbuck, W.H. Learning by knowledge-intensive firms. Journal of Management Studies.1992.29 713-740.
[292]Stiglitz, J.E. Learning to learn, localized learning and technological progress. P. Dasgupta,P.1987.
[293]Stock, G.N.,& Greis, N.P. W.A. Fischer. Absorptive capacity and new product development. The Journal of High Technology Management Research.2001.12 77-91.
[294]Stringer, R. How to manage radical innovation, California Management Review, 2000,40(4):70-88.
[295]Stuart, T.E.,& Podolny, J.M. Local search and the evolution of technological capabilities. Strategic Management Journal,1996,17:21-38.
[296]Stuart, T.E. Network positions and propensities to collaborate:An investigation of strategic alliance formation in a high-technology industry. Administrative Science Quarterly.1998.43 668-698.
[297]Szulanski, G. Exploring Internal Stickiness:Impediments to the Transfer of Best Practice Within the Firm. Strategic Management Journal, Special Issue: Knowledge and the Firm:1996,17,27-43.
[298]Teece,D. J&Pisano, G.,A. Shuen. Dynamic capabilities and strategic management. Strategic Management Journal,1997, (18):509-533.
[299]Teece, D.J. Book reviews:International Technology Transfer:Concepts, Measures, and Comparisons. Journal of Economic Literature,1987,25(1): 160-161.
[300]Thorelli, H. B. Networks:Between Markets and Hierarchies. Strategic Management Journal,1986,17(1):37-51.
[301]Tidd, J., Bessant, J.,& Pavitt, K.L.R. Managing Innovation:Integrating Technological, Market and Organisational Change (2nd edition). Wiley: Chichester,2000.
[302]Todorova, G.,& Durisin, B. Absorptive capacity:valuing a reconceptualization. Academy of Management Review.2007.32(3):774-786.
[303]Trevor, W. Cooperation by design:Structure and cooperation in interorganizational networks. Journal of Business Research,2005,58.
[304]Tsai, W. Knowledge Transfer in Intraorganizational Networks:Effects of Network Position and Absorptive Capacity on Business Unit Innovation and Performance. Academy of Management,2001,44(5):996-1004.
[305]Tsai, W. Social structure of "Coopetition" within a multiunit organization: Coordination, competition, and intraorganizational knowledge sharing. Organization Science,2002,13(2):179-190.
[306]Tsang, E.W.K. A preliminary typology of learning in international strategic alliances. Journal of World Business,1999,34:211-229.
[307]Tushman, M.,& Anderson, P. Technological discontinuities and organization environments Administrative Science Quarterly,1986,31(3):439-465.
[308]Tushman, M. L.,& O'Reilly, C. A., The ambidextrous organizations:managing evolutionary and revolutionary change, California Management Review,1996, 38(4):8-30.
[309]Tushman, M.L.,& O'Reilly, C.A. Winning through innovation:A practical guide to leading organizational change and renewal. Boston:Harvard Business School Publishing,1997.
[310]Urban, G.L.,& Von Hippel, E. Lead user analysis for development of new industrial products. Management Science,1988,34(5):569-582.
[311]Utterback, J. Mastering the Dynamics of Innovation, Boston, MA:Harvard Business School Press,1994.
[312]Uzzi, B. Embeddedness in the making of financial capital:How social relations and networks benefit firms seeking financing. American Sociological Review. 1999.64481-505.
[313]Uzzi, B. Social structure and competition in interfirm networks:the paradox of embeddedness. Administrative Science Quarterly,1997,42:35-67.
[314]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.
[315]Uzzi,B, Lancaster. R. The role of relationships in interfirm knowledge transfer and learning:The case of coporate debt markets. Management Science,2003(49):383-399.
[316]Van de Ven, A.H.,& Polley, D. Learning while innovating. Organization Science,1992,3(1):92-116.
[317]Van den Bosch, A.J., Volberda, H.W. and Michiel de Boer. Coevolution of Firm Absorptive Capacity and Knowledge Environment:Organizational Forms and Combinative Capabilities. Organization Science,1999, (5).
[318]Van den Bosch, F.A.J., H.W. Volberda, M. De Boer. Coevolution of firm absorptive capacity and knowledge environment:Organizational forms and combinative capabilities. Organization Science.1999.10551-568.
[319]Van den Bosch, F.A.J.,Van Wijk, R.,&Volberda,H.W. Absorptive capacity: Antecedents, models and outcomes. M. Easterby-Smith, M.A. Lyles, eds. The Blackwell Handbook of Organizational Learning and Knowledge Management. Blackwell, Malden,2003.278-301.
[320]Van den Bosch, F.A.J.,&Van Wijk,R. Creation of managerial capabilities through managerial knowledge integration:A competence-based perspective. R. Sanchez, eds. Knowledge Management and Organizational Competence. Oxford University Press, Oxford,2001.159-176.
[321]Van Wijk, R., Van den Bosch, F.A.J.& Volberda,H.W.. Knowledge and networks. M. Easterby-Smith, M.A. Lyles, eds. The Blackwell Handbook of Organizational Learning and Knowledge Management. Blackwell, Malden, 2003.428-453.
[322]Veryzer, R. Discontinuous innovation and the new product development process, Product Innovation Management,1998,15(4):304-321.
[323]Volberda, H.W.,& Lewin,A.Y. Co-evolutionary dynamics within and between firms:From evolution to co-evolution. Journal of Management Studies.2003. 40 2111-2136.
[324]Volberda, H. W., Foss N. J,& Lyles, M. A.et al. Absorbing the Concept of Absorptive Capacity:How To Realize Its Potential in the Organization Field. SMG Working Paper No.10,2009.
[325]Von Hippel, E. The sources of innovation. New York:Oxford University Press,1988.
[326]Von Hippel, E.& Katz, R. Shifting innovation to users via toolkits[J]. Management Science,2002,48 (7):821-833.
[327]Von Hippel, E. "Sticky Information" and the locus of Problem Solving: Implication for Innovation [J]. Management Science,1994,40(4):429-439.
[328]Von Hippel,E.Democratizing Innovation[M]. Cambridge, MA:MIT Press,2005
[329]Wasserman, S.,& Faust, K. Social network analysis:Methods and applications. Cambridge:Cambridge University Press,1994.
[330]Weiss, A.,& Heide, J. B. The nature of organizational search in high technology markets. Journal of Marketing Research,1993,30:220-233.
[331]Wellman, B.,& Wortley, S, Different Strokes from Different Folks:Community Ties and Social Support. The American Journal of Sociology,1990,96(3): 558-588.
[332]Wernerfelt, B. The resource-based view of the firm:ten years after. Strategic Management Journal,1995,16(3):171-174.
[333]Williams, C. Transfer in context:Replication and adaptation in knowledge transfer relationships. Strategic Management Journal,2007,28:867-889.
[334]Williamson, O.E. Comparative Economic Organization:The Analysis of Discrete Structural Alternatives. Administrative Science Quarterly.1991, 36:269-296.
[335]Williamson, O.E. The Economic Institutions of Capitalism. New York:Free Press,1985.中文版,北京：商务印书馆,2002.
[336]Williamson, O.E. The Economics of Organization:The Transaction Cost Approach. The American Journal of Sociology,1981,87(3):548-577.
[337]Williamson, O.E. The Lens of Contract:Private Ordering. American Economic Review,2002,92:438-443.
[338]Williamson, O.E. The Mechanisms of Governance. Oxford University Press,1996.中文版,北京：中国社会科学出版社,2001.
[339]Winter,S. The salisficing principle in capability learning. Strategic Management Journal 2000,21:981-996.
[340]Wolff, M. F. Accelerate radical innovation-now!, Research Technology Management,2004, September-October:2-6.
[341]Yin, R. Case study research:Design and methods (3rd edition). Thousands Oaks:Sage Publications,2003.
[342]Yu-Shan C., Ming-Ji J.L.,&Ching-Hsun C. The positive effects of relationship learning and absorptive capacity on innovation performance and competitive advantage in industrial markets.Industrial Marketing Management,2009,38(2): 152-158.
[343]Zaheer, A.,& Bell, G. G. Benefiting from network position:firm capabilities, structural holes, and performance, Strategic Management Journal,2005,26(9): 809-825.
[344]Zaheer, A., McEvily, B.,& Perrone, V. Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organizational Science,1998,9(2):141-159.
[345]Zahra, S.A.&George,G.Absorptive Capacity:A review, Reconceptualization and Extension. Academy of Management Review,2002,27 (2):185-203.
[346]Zukin, S.,& DiMaggio, P. Introduction.? Structures of capital.The social organization of the economy, Cambridge:Cambridge University Press,1990.
[347]埃里克·冯·希普尔.创新的源泉——追循创新公司的足迹.北京：知识产权出版社,2005.
[348]蔡宁,潘松挺.网络关系强度与企业技术创新模式的耦合性及其协同演化——以海正药业技术创新网络为例.中国工业经济,2008,241(4)：137-144.
[349]陈劲,陈钰芬.开放创新体系与企业技术创新资源配置.科研管理,2006,27(3)：1-8.
[350]陈劲,龚焱,雍灏.技术创新信息源新探：领先用户研究.中国软科学,2001,1：86-88.
[351]陈劲,吴晓波.赛德(RCID)论创新——浙大学人对中国技术创新管理理论的探索.杭州：浙江大学出版社,2004.
[352]陈力,鲁若愚.企业知识整合研究.科研管理,2003(3)：32-38.
[353]陈晓荣,丁瑨,韩丽川.知识网络连接机制对知识扩散的影响.中国管理科学,2007,15(10)：166-169.
[354]陈衍泰.企业利用外部知识能力与企业绩效的关系研究.博士学位论文,复旦大学.2007.
[355]陈钰芬.开放式创新的机理与动态模式研究.博士学位论文,浙江大学.2007.
[356]成伟,王安正.基于产业集群知识网络的研究.经济理论研究,2006,8：119-121.
[357]崔志,于渤,崔崑.企业知识吸收能力影响因素的实证研究.哈尔滨工业大学学报(社会科学版),2008.10(1)：127-132.
[358]崔志,于渤,郝生宾.企业知识吸收能力对竞争优势影响的实证研究.：工业技术经济,2007.26(11)：29-34.
[359]丁树全.制造企业外部知识源搜索策略影响因素研究.硕士学位论文,浙江大学.2007.
[360]付玉秀,张洪石.突破性创新：概念界定与比较.数量经济技术经济研究,2004(3)：73-83.
[361]高巍,倪文斌.学习型组织知识整合研究.哈尔滨工业大学学报(社会科学版),2005,7(3)：86-91.
[362]高勇,钱省三,应力.知识管理的内涵及实施.华东经济管理,2001(3)：63-64.
[363]高展军,李垣.企业吸收能力研究阐述.科学管理研究,2005.23(6)：66-69.
[364]郭劲光.网络嵌入：嵌入差异与嵌入绩效.经济评论,2006(6)：24-30.
[365]郭政.后发企业破坏性创新的机理与路径研究.博士学位论文,上海交通大学.2007.
[366]侯吉刚,刘益,李西壵.基于企业网络结构属性的知识管理研究.科学管理研究,2008,26(1)：74-77.
[367]候杰泰,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.
[368]黄本新.关于企业吸收能力的国外研究文献述评.：科技进步与对策,2007.24(8)：214-216.
[369]纪慧生,卢凤君.企业知识网络研究综述.现代商业,2007(21)：130-133.
[370]简兆权,吴隆增,黄静.吸收能力、知识整合对组织创新和组织绩效的影响研究.科研管理,2008,29(1)：80-86.
[371]姜劲,徐学军.技术创新的路径依赖与路径创造研究.科研管理,2006(27)： 36-41.
[372]蒋春燕.中国新兴企业自主创新陷阱的突破路径.中国工业经济,2006(217)：73-80.
[373]蒋恩尧,侯东.基于MIS平台的企业知识网络的组建.商业研究.2002(17)：36-37.
[374]蒋军锋,党兴华和薛伟贤.技术创新网络结构演变模型：基于网络嵌入性视角的分析.系统工程,2007,25(2)：11-17.
[375]克莱顿·M·克里斯坦森,迈克尔·E·雷纳.困境与出路：企业如何制定破坏性增长战略,北京：中信出版社,2004.
[376]克莱顿·M·克里斯坦森.创新与总经理,北京：中国人民大学出版社,2005.
[377]克利斯·弗里曼,罗克·苏特.工业创新经济学.北京：北京大学出版社,2004.
[378]康长杰,陈劲.排斥性创新：一种适合发展中国家的创新方法.浙江：管理工程学报,2006,20(2)：113-118.
[379]李丹,俞竹超,梵治平.知识网络的构建过程分析.北京：科学学研究,2002,20(6)：620-623.
[380]李怀祖.管理研究方法论.西安：西安交通大学出版社,2004.
[381]李焕荣,林建.企业战略网络管理模式.北京：经济管理出版社,2007.
[382]李继宏.强弱之外——关系概念的再思考.社会学研究,2003(3)：42-50.
[383]李建明.案例分析方法在管理学研究中的应用.上海经济研究,2004(2)：76-79.
[384]李玲,党兴华,贾卫峰.网络嵌入性对知识有效获取的影响研究.科学学与科学技术管理,2008.(12)：97-100.
[385]李培林,梁栋.网络化：企业组织变化的趋势——北京中关村200家高新技术业的调查.社会学研究,2003(2)：43-53.
[386]李姝兰.知识网络与哈耶克的知识观.农业图书情报学刊,2005,1：87-88.
[387]李维安,邱昭良.网络组织的学习特性辨析.科研管理,2007,28(6)：175-181.
[388]李维安等.网络组织：组织发展新趋势.北京：经济科学出版社,2003.
[389]李勇,史占中,屠梅曾.知识网络与企业动态能力.情报科学,2006,24(3)：434-437.
[390]李正卫,潘文安.基于动态能力的发展中国家企业追赶战略：模型构建与实证检验.科学学与科学技术管理,2005(4)：100-104.
[391]李正卫.技术动态性、组织学习与技术追赶：基于技术生命周期的分析.科技进步与对策,2005(7)：8-11.
[392]刘常勇,谢洪明.企业知识吸收能力的主要影响因素.科学学研究,2003,21(3)：7-10.
[393]刘璐,杨惠馨.中国企业吸收能力影响因素与作用的探索性研究.产业经济评论,2008.7(2)：68-91.
[394]刘雪峰.网络嵌入性与差异化战略及企业绩效关系研究.博士学位论文,浙江大学,2007.
[395]柳卸林.不连续创新的第四代研究开发——兼论跨越发展.中国工业经济,2000(9)：53-58.
[396]马德辉,包昌火.论企业知识网络能力的培养.情报理论与实践,2008.31(1)：56.
[397]马庆国.管理统计：数据获取、统计原理、SPSS工具与应用研究.北京：科学出版社,2002.
[398]马汀·奇达夫,蔡文彬.社会网络与组织.王凤彬和朱超威等译.北京：中国人民大学出版社,2007.
[399]马小勇,官建成.企业知识管理与知识管理能力审计.科研管理,2001,22(4).
[400]茅宁莹.企业知识吸收能力的分析框架与发展方向探析.现代管理科学,2005,9：45-47.
[401]慕继丰,冯宗宪,陈方丽.知识管理和知识管理网络.科技与管理,2001,2：32-36.
[402]芮明杰,任红波,李鑫.基于惯例变异的战略变革过程研究.管理学报,2005(6),654-659.
[403]申光龙.知识管理时代的知识信息网络.南开管理评论,1999,1：35-40.
[404]沈立新,陈燕,崔春雷,刘树勇.基于知识网络的虚拟物流企业运行机制.科技管理研究,2005,5：110-112.
[405]生万栋.高新技术企业创新网络研究.硕士论文,中国海洋大学,2006.
[406]舒刚.企业知识管理新热点：知识网络.科技创业月刊,2008,9：14-15.
[407]司春林.企业创新空间与技术管理.北京：清华大学出版社,2005.
[408]宋建元.成熟型大企业开展破坏性创新的机理与途径研究.博士学位论文,浙江大学.2005.
[409]孙海法,刘运国,方琳.案例研究的方法论.科研管理,2004(2)：107-112.
[410]孙建华.企业内外部知识网络管理体系研究.工业技术经济,2007,26(3)：117-119.
[411]孙圣兰,夏恩君,王剑飞.突破性技术创新：一个新的研究视角.科技管理研究,2006(2)：117-119.
[412]王春贞.”影响企业知识吸收能力因素分析.”合作经济与科技,2007.324(7)：18-19.
[413]王金红.案例研究法及其相关学术规范.同济大学学报(社会科学版),2007, 12(3)：87-96.
[414]王菁娜,韩德昌.基于知识吸收能力视角的学习型战略联盟成因探析.科学管理研究,2007.25(1).69-72.
[415]王炯.全球制造网络中网络嵌入性对企业绩效的影响研究.硕士学位论文,浙江大学.2006.
[416]王雎.吸收能力的研究现状与重新定位.外国经济与管理,2008.29(7)：1-8.
[417]王雎,罗珉.基于关系性吸收能力的合作创新研究.科研管理,2008.29(1)：14-20.
[418]王立生.社会资本、吸收能力对知识获取和创新绩效的影响研究.博士学位论文.浙江大学.2007.
[419]王庆喜,宝贡敏.企业资源理论述评.南京社会科学,2004(9)：9-11.
[420]王树平.基于知识管理的企业技术创新能力研究.硕士毕业论文,山东大学.2006.
[421]王婉珍.网络嵌入性与产业集群竞争力.哈尔滨商业大学学报,2008,6：69-73.
[422]王张乐.动态经营环境下企业网络对吸收能力的影响机制研究.硕士学位论文,浙江大学.2007.
[423]韦影.企业社会资本对技术创新绩效的影响：基于吸收能力的视角.博士学位论文,浙江大学.2005.
[424]温忠麟,侯杰泰,马什赫伯特.结构方程模型检验：拟合指数与卡方准则.心理学报,2004(2)：186-194.
[425]温忠麟,侯杰泰,张雷.调节效应与中介效应的比较和应用.心理学报,2005(2)：268-274.
[426]温忠麟,侯杰泰,马什赫伯特.结构方程模型检验：拟合指数与卡方准则.心理学报,2004,36(2)：186-194.
[427]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(5)：614-620.
[428]吴伯翔,阎海峰.”吸收能力：概念框架及其在研究中的应用.”华东理工大学学报(社会科学版),2005.(3)：54-59.
[429]吴金希,于永达.浅议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)增刊：105-111.
[430]吴明隆.SPSS统计应用实务：问卷分析与应用统计.北京：科学出版社,2003.
[431]吴晓波,郭雯,刘清华.知识管理模型研究述评.研究与发展管理,2002,14(6)：52-58.
[432]吴晓波,郭雯,苗文斌.技术系统演化中的忘却学习研究.科学学研究, 2004(22)：307-311.
[433]吴晓波,彭新敏,丁树全.我国企业外部知识源搜索策略的影响因素.科学学研究,2008,26(2)：364-372.
[434]吴晓波,韦影.制药企业技术创新战略网络中的关系性嵌入.科学学研究,2005,23(4)：561-565.
[435]席运江.组织知识的网络表示模型机分析方法.博士学位论文,大连理工大学.2006.
[436]夏保华.技术间断、技术创新陷阱与战略技术创新.科学学研究,2001(4)：81-86.
[437]项保华,张建东.案例研究方法和战略管理研究.自然辩证法通讯,2005(5)：62-66.
[438]肖冬平,顾新,彭雪红.基于嵌入视角下知识网络中的知识流动研究.情报杂志,2009,28(8)：117-125.
[439]肖玲诺,周浩.基于知识网络的我国高技术企业国际竞争力研究.求是学刊,2008,35(4)：66-70.
[440]徐河军,高建,周晓妮.不连续创新的概念和起源.科学学与科学技术管理,2003(7)：53-56.
[441]许冠南.关系嵌入性对技术创新绩效的影响研究——基于探索性学习的中介机制.博士学位论文,浙江大学.2008.
[442]许庆瑞.研究、发展与技术创新管理.北京：高等教育出版社,2000.
[443]许小虎,项保华.企业网络理论发展脉络与研究内容综述.科研管理,2006,27(1)：114-121.
[444]薛红志,张玉利.主导企业适应突破性创新的组织方法选择研究.科学管理研究,2006(8)：6-9.
[445]薛红志.突破性创新、既有企业组织障碍与二次创业机制研究.外国经济与管理,2006(7)：23-30.
[446]余光胜.企业知识理论导向下的知识管理研究新进展.研究与发展管理,2005,17(3)：70-76.
[447]余光胜.以知识为基础的企业理论的产生及其演进过程.上海管理科学,2005(2)：26-29.
[448]詹勇飞,和金生.基于知识整合的知识网络研究.研究与发展管理,2009,21(3)： 28-32.
[449]张保胜.知识源学习与创新之间的递进关系分析.工业技术经济,2007,26(11)：138-140.
[450]张方华.企业社会资本与技术创新绩效：概念模型与实证分析.研究与发 展管理,2006,18(3)：47-53.
[451]张钢.现代企业理论与组织创新研究.科研管理,2001,22(1)：37-44.
[452]张洪石,陈劲,付玉秀.突破性创新：跨越式发展之基.自然辩证法通讯,2005(1)：69-78.
[453]张洪石,陈劲.突破性创新的组织模式研究.科学学研究,2005(4)：566-571.
[454]张洪石.突破性创新动因与组织模式研究.博士学位论文,浙江大学.2005.
[455]张军.基于企业生命周期的破坏性创新研究.博士学位论文,山东大学.2007.
[456]张丽妮.基于Know-net的知识管理研究.现代情报,2004,5：201-203.
[457]张延锋,李垣.能力、资源与核心能力形成分析.科研管理,2002(4.)：1-5.
[458]张玉利,李乾文.双元型组织研究评介.外国经济与管理,2006(1)：1-8.
[459]赵晶,周江华,张帆.基于集群知识网络的技术学习路径研究.科技进步与对策,2009,26(3)：59-63.
[460]赵明剑,司春林,佟石等.企业内部价值网络与技术创新.科技导报,2003(10)：15-20.
[461]赵明剑,司春林.基于突破性技术创新的技术跨越机会窗口研究.科学学与科学技术管理,2004(5)：54-59.
[462]赵明剑.突破性技术创新与技术跨越.博士学位论文,复旦大学.2004.
[463]赵晓庆,许庆瑞.知识网络与企业竞争能力.自然辨证法通讯,2002,24(3)：46-50.
[464]赵晓庆.我国企业技术能力提高的外部知识源研究.科学学研究,2004,22(4)：399-404.
[465]周江华.基于知识平台的企业技术能力增长机理研究.硕士毕业论文,浙江大学.2004.
[466]周玉泉,李垣.组织学习、能力与创新方式选择关系研究.科学学研究,2005,23(4)：526-531.
[467]周治翰.动态能力与基于知识网络的企业能力发展,博士学位论文,南京大学.2003.