见微知著?失败学习、机会识别与新产品开发绩效
|
摘要
既有研究忽视失败情境的学习价值,较少探索失败学习行为如何影响新产品开发绩效。整合经验学习理论和组织双元理论,本文检验个体和组织两个层次的失败学习行为对新产品开发绩效的影响,重点检验利用式和探索式两类机会识别在此过程中的中介作用。结果揭示失败学习行为向新产品开发绩效转化有三条路径,一是两个层次的失败学习行为均会对新产品开发绩效存在直接影响;二是两个层次的失败学习行为顺次通过利用式机会识别和探索式机会识别,对新产品开发绩效产生间接影响,其中利用式机会识别、探索式机会识别在失败学习行为与新产品开发绩效的关系中扮演了链式中介的角色;三是组织层次的失败学习行为通过探索式机会识别的部分中介间接影响新产品开发绩效。此外,研究发现个体层面的失败学习行为对探索式机会识别的影响不显著,利用式机会识别对新产品开发绩效的影响不显著。本文揭示了从失败中学习的价值部分取决于是否能从失败中发现更多新的机会。见微知著,从失败中发现"小"机会,再从"小"机会的开发过程中发现"大"机会,是提高新产品开发绩效的重要路径。从失败中直接发现"大"机会并不取决于个体对失败的反省,而是取决于组织对失败的集体性反思。最后讨论了研究结果的理论价值和对新产品开发管理的实践启发。
Entrepreneurship is viewed as a trial and error process, and most entrepreneurial projects fail eventually. Failure is not always a negative thing since failures lays the seeds of subsequent success. The path from failure to success largely depends on whether entrepreneurs and entrepreneurial firms can learn from failure or not. However, prior studies under-estimate the value of Failure-based Learning Behaviors(FLBs), seldom explored as the determinants of New Product Development(NPD) performance from the behavior perspective. Thus, it is still unknown whether and how FLBs influence NPD performance. To address these research gaps, combining experiential learning theory and organizational ambidexterity theory, this study uses a sample of 177 high-technology new ventures and builds a conceptual model to explore the relationship between both FLBs at the individual level and organizational level and NPD performance, as well as the mediating role of two types of opportunity identification, namely, exploitative opportunity identification and exploratory opportunity identification.Using structural equation model and path analysis, the results show that: ⑴ Both FLBs at the individual level and organizational level have positive effects on NPD performance; ⑵Opportunity identification plays a role of partial mediation in the relationship between FLBs and NPD performance; ⑶Exploitative opportunity identification has positive effect on exploratory opportunity identification, and has indirect influences on NPD performance through the mediating effect of explorative opportunity identification; ⑷The FLB at the individual level has no effect on explorative opportunity identification; ⑸There is no effect between exploitative opportunity identification and NPD performance. The results reveal that both FLBs at the individual level and organizational level have positive effects on NPD performance through three paths. The first one is the direct path, and the second is indirect path through the chain mediating effect of exploitative opportunity identification and exploratory opportunity identification, and the third is the FLB at the organizational level has indirect effect on NPD performance through the mediating effect of explorative opportunity identification, which indicates that the key to turn failure into success depends on whether the entrepreneurs and entrepreneurial ventures can effectively learn from failure, especially whether they can identify "small opportunities" from failure as well as discovery "big opportunities" from the process of exploring "small opportunities". The empirical results should also alert entrepreneurial ventures to use exploitative opportunity identification and exploratory opportunity identification in a balanced manner when developing new products and especially during the process of learning from past failures in order to improve the NPD performance.
Entrepreneurship is viewed as a trial and error process, and most entrepreneurial projects fail eventually. Failure is not always a negative thing since failures lays the seeds of subsequent success. The path from failure to success largely depends on whether entrepreneurs and entrepreneurial firms can learn from failure or not. However, prior studies under-estimate the value of Failure-based Learning Behaviors(FLBs), seldom explored as the determinants of New Product Development(NPD) performance from the behavior perspective. Thus, it is still unknown whether and how FLBs influence NPD performance. To address these research gaps, combining experiential learning theory and organizational ambidexterity theory, this study uses a sample of 177 high-technology new ventures and builds a conceptual model to explore the relationship between both FLBs at the individual level and organizational level and NPD performance, as well as the mediating role of two types of opportunity identification, namely, exploitative opportunity identification and exploratory opportunity identification.Using structural equation model and path analysis, the results show that: ⑴ Both FLBs at the individual level and organizational level have positive effects on NPD performance; ⑵Opportunity identification plays a role of partial mediation in the relationship between FLBs and NPD performance; ⑶Exploitative opportunity identification has positive effect on exploratory opportunity identification, and has indirect influences on NPD performance through the mediating effect of explorative opportunity identification; ⑷The FLB at the individual level has no effect on explorative opportunity identification; ⑸There is no effect between exploitative opportunity identification and NPD performance. The results reveal that both FLBs at the individual level and organizational level have positive effects on NPD performance through three paths. The first one is the direct path, and the second is indirect path through the chain mediating effect of exploitative opportunity identification and exploratory opportunity identification, and the third is the FLB at the organizational level has indirect effect on NPD performance through the mediating effect of explorative opportunity identification, which indicates that the key to turn failure into success depends on whether the entrepreneurs and entrepreneurial ventures can effectively learn from failure, especially whether they can identify "small opportunities" from failure as well as discovery "big opportunities" from the process of exploring "small opportunities". The empirical results should also alert entrepreneurial ventures to use exploitative opportunity identification and exploratory opportunity identification in a balanced manner when developing new products and especially during the process of learning from past failures in order to improve the NPD performance.
引文
[1]Brown SL,Eisenhardt KM.Product development:Past research,present findings,and future directions[J].Academy of Management Review,1995,20(2):343-378.
[2]Stevens GA,Burley J.Piloting the rocket of radical innovation[J].Research Technology Management,2003,46(2),16-25.
[3]Politis D,Gabrielsson J.Entrepreneurs'attitudes towards failure:An experiential learning approach[J].International Journal of Entrepreneurial Behavior&Research,2009,15(4):364-383.
[4]Ucbasaran D,Shepherd DA,Lockett A,et al.Life after business failure:The process and consequences of business failure for entrepreneurs[J].Journal of Management,2013,39(1):163-202.
[5]Shepherd DA,Wiklund J,Haynie M.Moving forward:Balancing the financial and emotional costs of business failure[J].Journal of Business Venturing,2009,24(2):134-148.
[6]GreenS G,Welsh MA,Dehler GE.Advocacy,performance,and threshold influences on decisions to terminate new product development[J].Academy of Management Journal,2003,46(4):419-434.
[7]Corbett AC.Experiential learning within the process of opportunity identification and exploitation[J].Entrepreneurship Theory&Practice,2005,29(4):473-491.
[8]Carmeli A.Social capital,psychological safety and learning behaviours from failure in organisations[J].Long Range Planning,2007,40(1):30-44.
[9]Chiesa V,Frattini F.Commercializing technological innovation:Learning from failures in high-tech markets[J].Journal of Product Innovation Management,2011,28(4):437-454.
[10]Kim N,Im S,Slater SF.Impact of knowledge type and strategic orientation on new product creativity and advantage in high-technology firms[J].Journal of Product Innovation Management,2013,30(1):136-153.
[11]Kleinschmidt EJ,De Brentani U,Salomo S.Performance of global new product development programs:A resource-based View[J].Journal of Product Innovation Management,2007,24(5):419-441.
[12]王莉,方澜,王方华,等.网络环境下客户参与对产品开发绩效的影响研究--以我国软件企业为例[J].管理工程学报,2008,21(4):95-101.
[13]Rothaermel FT,Deeds DL.Exploration and exploitation alliances in biotechnology:A system of new product development[J].Strategic Management Journal,2004,25(3):201-221.
[14]Gupta A.Is failure so bad?[J].Mid-American Journal of Business,2005,20(1):3-4.
[15]Cope J.Entrepreneurial learning from failure:An interpretative phenomenological analysis[J].Journal of Business Venturing,2011,26(6):604-623.
[16]Wang CL,Chugh H.Entrepreneurial learning:Past research and future challenges[J].International Journal of Management Reviews,2014,16(1):24-61.
[17]于晓宇,蔡莉.失败学习行为,战略决策与创业企业创新绩效[J].管理科学学报,2013,16(12):37-56.
[18]Minniti M,Bygrave W.A dynamic model of entrepreneurial learning[J].Entrepreneurship Theory&Practice,2001,25(3):5-16.
[19]林嵩.创业失败综述:研究传统、前沿议题与未来机会[J].科学学与科学技术管理,2016,37(8):58-67.
[20]蔡莉,汤淑琴,马艳丽,等.创业学习、创业能力与新企业绩效的关系研究[J].科学学研究,2014,32(8):1189-1197.
[21]于晓宇,胡芝甜,陈依,等.从失败中发现商机:心理安全与建言行为的角色[J].管理评论.2016,28(7):154-165.
[22]Bates T.Analysis of young,small firms that have closed:Delineating successful from unsuccessful closures[J].Journal of Business Venturing,2005,20(3):343-358.
[23]Ucbasaran D,Westhead P,Wright M.The extent and nature of opportunity identification by experienced entrepreneurs[J].Journal of Business Venturing,2009,24(2):99-115.
[24]Katila R,Ahuja G.Something old,something new:A longitudinal study of search behavior and new product introduction[J].Academy of Management Journal,2002,45(6):1183-1194.
[25]March JG.Exploration and exploitation in organizational learning[J].Organization Science,1991,2(1):69-81.
[26]Gedajlovic E,Cao Q,Zhang H.Corporate shareholdings and organizational ambidexterity in high-tech SMEs:Evidence from a transitional economy[J].Journal of Business Venturing,2012,27(6):652-665.
[27]于晓宇,陶向明.创业失败经验与新产品开发绩效的倒U形关系:创业导向的多重中介作用[J].管理科学,2015,28(05):1-14.
[28]Kolb DA.Experiential learning:Experience as the source of learning and development[M].Englewood Cliffs,NJ:Prentice Hall,1984.
[29]Alavi M,Leidner DE.Review knowledge management and knowledge management systems:Conceptual foundations and research issues[J].MIS Quarterly,2001,25(1):107-136.
[30]朱秀梅,姜洋,杜政委,等.知识管理过程对新产品开发绩效的影响研究[J].管理工程学报,2011,25(04):113-122.
[31]Danneels E.The dynamics of product innovation and firm competences[J].Strategic Management Journal,2002,23(12):1095-1121.
[32]Shepherd DA,Patzelt H,Wolfe M.Moving forward from project failure:Negative emotions,affective commitment,and learning from the experience[J].Academy of Management Journal,2011,54(6):1229-1259.
[33]Shepherd DA,Patzelt H,Williams TA,et al.How does project termination impact project team members?Rapid termination,‘creeping death’,and learning from failure[J].Journal of Management Studies,2014,51(4):513-546.
[34]陈国权,宁南.团队建设性争论,从经验中学习与绩效关系的研究[J].管理科学学报,2010,13(8):65-77.
[35]陈劲,李飞.中小企业全面创新管理模式的关键维度研究[J].管理工程学报,2010,23(S1):71-80.
[36]Arikan AM,McGahan AM.The development of capabilities in new firms[J].Strategic Management Journal,2010,31(1):1-18.
[37]Lumpkin GT,Lichtenstein BB.The role of organizational learning in the opportunity-identification process[J].Entrepreneurship Theory&Practice,2005,29(4):451-472.
[38]Sitkin SB.Learning through failure:The strategy of small losses[J].Research in Organizational Behavior,1992,14:231-266.
[39]Argyris C.Organization learning[M].Oxford:Blackwell,1999.
[40]Kolb A,Kolb DA.Experiential learning theory:A dynamic,holistic approach to management learning,education and development[A].In S J Armstrong,C V Fukami(Eds.),Handbook of management learning,education,and development[C].London:Sage,2008:42-68.
[41]Wiklund J,Shepherd D.Knowledge-based resources,entrepreneurial orientation,and the performance of small and medium-sized businesses[J].Strategic Management Journal,2003,24(13):1307-1314.
[42]Zhang J.The advantage of experienced start-up founders in venture capital acquisition:Evidence from serial entrepreneurs[J].Small Business Economics,2011,36(2):187-208(22).
[43]Park S,Bae ZT.New venture strategies in a developing country:Identifying a typology and examining growth patterns through case studies[J].Journal of Business Venturing,2004,19(1):81-105.
[44]Zahra SA,Bogner WC.Technology strategy and software new ventures'performance:Exploring the moderating effect of the competitive environment[J].Journal of Business Venturing,2000,15(2):135-173.
[45]Yalcinkaya G,Calantone RJ,Griffith DA.An examination of exploration and exploitation capabilities:Implications for product innovation and market performance[J].Journal of International Marketing,2007,15(4):63-93.
[46]丁安娜,刘景江.高管团队行为整合、创新行为与创新绩效关系研究[J].科学学与科学技术管理,2012,33(12):71-76.
[47]Benner MJ,Tushman ML.Exploitation,exploration,and process management:The productivity dilemma revisited[J].Academy of Management Review,2003,28(2):238-256.
[48]张玉利,李乾文.公司创业导向、双元能力与组织绩效[J].管理科学学报,2009,12(1):137-152.
[49]刘景江,陈璐.创业导向、学习模式与新产品开发绩效关系研究[J].浙江大学学报:人文社会科学版,2011,41(6):143-156.
[50]朱朝晖.探索性学习,挖掘性学习和创新绩效[J].科学学研究,2008,26(4):860-867.
[51]Lavie D,Rosenkopf L.Balancing exploration and exploitation in alliance formation[J].Academy of Management Journal,2006,49(4):797-818.
[52]Li H,Atuahene-Gima K.Product innovation strategy and the performance of new technology ventures in China[J].Academy of Management Journal,2001,44(6):1123-1134.
[53]Li H,Zhang Y.The role of managers'political networking and functional experience in new venture performance:Evidence from China's transition economy[J].Strategic Management Journal,2007,28(8):791-804.
[54]Karagozoglu N,Brown WB.Time-Based management of the new product development process[J].Journal of Product Innovation Management,1993,10(3):204-215.
[55]Zhang Y,Li H.Innovation search of new ventures in a technology cluster:The role of ties with service intermediaries[J].Strategic Management Journal,2010,31(1):88-109.
[56]Holmqvist M.Experiential learning processes of exploitation and exploration within and between organizations:An empirical study of product development[J].Organization Science,2004,15(1):70-81.
[57]He ZL,Wong PK.Exploration vs.exploitation:An empirical test of the ambidexterity hypothesis[J].Organization Science,2004,15(4):481-494.
[58]Anderson JC,Gerbing DW.Some methods for respecifying measurement models to obtain unidimensional construct measurement[J].Journal of Marketing Research,1982,19(4):453-460.
[59]Hair JF,Black WC,Babin BJ,et al.Multivariate data analysis[M].Upper Saddle River,NJ:Pearson Education,2006.
[60]Podsakoff PM,MacKenzie SB,Lee JY,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[61]Slater SF,Olson EM,Hult GTM.The moderating influence of strategic orientation on the strategy formation capability-performance relationship[J].Strategic Management Journal,2006,27(12):1221-1231.
[62]Anderson DR,Sweeney DJ,Williams TA.Statistics for business and economics[M].Cincinnati,OH:South Western College,1990.
[63]Taylor AB,MacKinnon DP,Tein JY.Tests of the three-path mediated effect[J].Organizational Research Methods,2008,11(2),241-269.
[64]Preacher KJ,Hayes AF.Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models[J].Behavior Research Methods,2008,40(3):879-891.
[65]Shepherd DA.Learning from business failure:Propositions of grief recovery for the self-employed[J].Academy of Management Review,2003,28(2):318-328.
[66]Cao Q,Simsek Z,Zhang H.Modelling the joint impact of the CEOand the TMT on organizational ambidexterity[J].Journal of Management Studies,2010,47(7):1272-1296.
[67]Yu X,Chen Y,Bang N,et al.Ties with government,strategic capability,and organizational ambidexterity:Evidence from China's information communication technology industry[J].Information Technology&Management,2014,15(2):81-98.
[68]Lavie D,Kang J,Rosenkopf L.Balance within and across domains:The performance implications of exploration and exploitation in alliances[J].Organization Science,2011,22(6):1517-1538.
[69]Fernhaber SA,Patel PC.How do young firms manage product portfolio complexity?The role of absorptive capacity and ambidexterity[J].Strategic Management Journal,2012,33(13):1516-1539.
[70]Li CR,Chu CP,Lin CJ.The contingent value of exploratory and exploitative learning for new product development performance[J].Industrial Marketing Management,2010,39(7):1186-1197.
[71]Ries E.The lean startup:How today's entrepreneurs use continuous innovation to create radically successful businesses[M].Penguin Random House LLC,2011.
[72]Sarasvathy SD.Causation and effectuation:Toward a theoretical shift from economic inevitability to entrepreneurial contingency[J].Academy of Management Review,2001,26(2):243-263.
[73]Jacobs B.Zero to One:Notes on startups or how to build the future[M].New York:Crown Business,2014.
[74]GréGoire DA,Shepherd DA.Technology-market combinations and the identification of entrepreneurial opportunities:An investigation of the opportunity-individual nexus[J].Academy of Management Journal,2012,55(4):753-785.
[75]Benner MJ,Tushman ML.Exploitation,exploration,and process management:The productivity dilemma revisited[J].Academy of Management Review,2003,28(2):238-256.
[76]张军伟,龙立荣.服务型领导对员工人际公民行为的影响:宽恕氛围与中庸思维的作用[J].管理工程学报,2016,30(01):43-51.
[2]Stevens GA,Burley J.Piloting the rocket of radical innovation[J].Research Technology Management,2003,46(2),16-25.
[3]Politis D,Gabrielsson J.Entrepreneurs'attitudes towards failure:An experiential learning approach[J].International Journal of Entrepreneurial Behavior&Research,2009,15(4):364-383.
[4]Ucbasaran D,Shepherd DA,Lockett A,et al.Life after business failure:The process and consequences of business failure for entrepreneurs[J].Journal of Management,2013,39(1):163-202.
[5]Shepherd DA,Wiklund J,Haynie M.Moving forward:Balancing the financial and emotional costs of business failure[J].Journal of Business Venturing,2009,24(2):134-148.
[6]GreenS G,Welsh MA,Dehler GE.Advocacy,performance,and threshold influences on decisions to terminate new product development[J].Academy of Management Journal,2003,46(4):419-434.
[7]Corbett AC.Experiential learning within the process of opportunity identification and exploitation[J].Entrepreneurship Theory&Practice,2005,29(4):473-491.
[8]Carmeli A.Social capital,psychological safety and learning behaviours from failure in organisations[J].Long Range Planning,2007,40(1):30-44.
[9]Chiesa V,Frattini F.Commercializing technological innovation:Learning from failures in high-tech markets[J].Journal of Product Innovation Management,2011,28(4):437-454.
[10]Kim N,Im S,Slater SF.Impact of knowledge type and strategic orientation on new product creativity and advantage in high-technology firms[J].Journal of Product Innovation Management,2013,30(1):136-153.
[11]Kleinschmidt EJ,De Brentani U,Salomo S.Performance of global new product development programs:A resource-based View[J].Journal of Product Innovation Management,2007,24(5):419-441.
[12]王莉,方澜,王方华,等.网络环境下客户参与对产品开发绩效的影响研究--以我国软件企业为例[J].管理工程学报,2008,21(4):95-101.
[13]Rothaermel FT,Deeds DL.Exploration and exploitation alliances in biotechnology:A system of new product development[J].Strategic Management Journal,2004,25(3):201-221.
[14]Gupta A.Is failure so bad?[J].Mid-American Journal of Business,2005,20(1):3-4.
[15]Cope J.Entrepreneurial learning from failure:An interpretative phenomenological analysis[J].Journal of Business Venturing,2011,26(6):604-623.
[16]Wang CL,Chugh H.Entrepreneurial learning:Past research and future challenges[J].International Journal of Management Reviews,2014,16(1):24-61.
[17]于晓宇,蔡莉.失败学习行为,战略决策与创业企业创新绩效[J].管理科学学报,2013,16(12):37-56.
[18]Minniti M,Bygrave W.A dynamic model of entrepreneurial learning[J].Entrepreneurship Theory&Practice,2001,25(3):5-16.
[19]林嵩.创业失败综述:研究传统、前沿议题与未来机会[J].科学学与科学技术管理,2016,37(8):58-67.
[20]蔡莉,汤淑琴,马艳丽,等.创业学习、创业能力与新企业绩效的关系研究[J].科学学研究,2014,32(8):1189-1197.
[21]于晓宇,胡芝甜,陈依,等.从失败中发现商机:心理安全与建言行为的角色[J].管理评论.2016,28(7):154-165.
[22]Bates T.Analysis of young,small firms that have closed:Delineating successful from unsuccessful closures[J].Journal of Business Venturing,2005,20(3):343-358.
[23]Ucbasaran D,Westhead P,Wright M.The extent and nature of opportunity identification by experienced entrepreneurs[J].Journal of Business Venturing,2009,24(2):99-115.
[24]Katila R,Ahuja G.Something old,something new:A longitudinal study of search behavior and new product introduction[J].Academy of Management Journal,2002,45(6):1183-1194.
[25]March JG.Exploration and exploitation in organizational learning[J].Organization Science,1991,2(1):69-81.
[26]Gedajlovic E,Cao Q,Zhang H.Corporate shareholdings and organizational ambidexterity in high-tech SMEs:Evidence from a transitional economy[J].Journal of Business Venturing,2012,27(6):652-665.
[27]于晓宇,陶向明.创业失败经验与新产品开发绩效的倒U形关系:创业导向的多重中介作用[J].管理科学,2015,28(05):1-14.
[28]Kolb DA.Experiential learning:Experience as the source of learning and development[M].Englewood Cliffs,NJ:Prentice Hall,1984.
[29]Alavi M,Leidner DE.Review knowledge management and knowledge management systems:Conceptual foundations and research issues[J].MIS Quarterly,2001,25(1):107-136.
[30]朱秀梅,姜洋,杜政委,等.知识管理过程对新产品开发绩效的影响研究[J].管理工程学报,2011,25(04):113-122.
[31]Danneels E.The dynamics of product innovation and firm competences[J].Strategic Management Journal,2002,23(12):1095-1121.
[32]Shepherd DA,Patzelt H,Wolfe M.Moving forward from project failure:Negative emotions,affective commitment,and learning from the experience[J].Academy of Management Journal,2011,54(6):1229-1259.
[33]Shepherd DA,Patzelt H,Williams TA,et al.How does project termination impact project team members?Rapid termination,‘creeping death’,and learning from failure[J].Journal of Management Studies,2014,51(4):513-546.
[34]陈国权,宁南.团队建设性争论,从经验中学习与绩效关系的研究[J].管理科学学报,2010,13(8):65-77.
[35]陈劲,李飞.中小企业全面创新管理模式的关键维度研究[J].管理工程学报,2010,23(S1):71-80.
[36]Arikan AM,McGahan AM.The development of capabilities in new firms[J].Strategic Management Journal,2010,31(1):1-18.
[37]Lumpkin GT,Lichtenstein BB.The role of organizational learning in the opportunity-identification process[J].Entrepreneurship Theory&Practice,2005,29(4):451-472.
[38]Sitkin SB.Learning through failure:The strategy of small losses[J].Research in Organizational Behavior,1992,14:231-266.
[39]Argyris C.Organization learning[M].Oxford:Blackwell,1999.
[40]Kolb A,Kolb DA.Experiential learning theory:A dynamic,holistic approach to management learning,education and development[A].In S J Armstrong,C V Fukami(Eds.),Handbook of management learning,education,and development[C].London:Sage,2008:42-68.
[41]Wiklund J,Shepherd D.Knowledge-based resources,entrepreneurial orientation,and the performance of small and medium-sized businesses[J].Strategic Management Journal,2003,24(13):1307-1314.
[42]Zhang J.The advantage of experienced start-up founders in venture capital acquisition:Evidence from serial entrepreneurs[J].Small Business Economics,2011,36(2):187-208(22).
[43]Park S,Bae ZT.New venture strategies in a developing country:Identifying a typology and examining growth patterns through case studies[J].Journal of Business Venturing,2004,19(1):81-105.
[44]Zahra SA,Bogner WC.Technology strategy and software new ventures'performance:Exploring the moderating effect of the competitive environment[J].Journal of Business Venturing,2000,15(2):135-173.
[45]Yalcinkaya G,Calantone RJ,Griffith DA.An examination of exploration and exploitation capabilities:Implications for product innovation and market performance[J].Journal of International Marketing,2007,15(4):63-93.
[46]丁安娜,刘景江.高管团队行为整合、创新行为与创新绩效关系研究[J].科学学与科学技术管理,2012,33(12):71-76.
[47]Benner MJ,Tushman ML.Exploitation,exploration,and process management:The productivity dilemma revisited[J].Academy of Management Review,2003,28(2):238-256.
[48]张玉利,李乾文.公司创业导向、双元能力与组织绩效[J].管理科学学报,2009,12(1):137-152.
[49]刘景江,陈璐.创业导向、学习模式与新产品开发绩效关系研究[J].浙江大学学报:人文社会科学版,2011,41(6):143-156.
[50]朱朝晖.探索性学习,挖掘性学习和创新绩效[J].科学学研究,2008,26(4):860-867.
[51]Lavie D,Rosenkopf L.Balancing exploration and exploitation in alliance formation[J].Academy of Management Journal,2006,49(4):797-818.
[52]Li H,Atuahene-Gima K.Product innovation strategy and the performance of new technology ventures in China[J].Academy of Management Journal,2001,44(6):1123-1134.
[53]Li H,Zhang Y.The role of managers'political networking and functional experience in new venture performance:Evidence from China's transition economy[J].Strategic Management Journal,2007,28(8):791-804.
[54]Karagozoglu N,Brown WB.Time-Based management of the new product development process[J].Journal of Product Innovation Management,1993,10(3):204-215.
[55]Zhang Y,Li H.Innovation search of new ventures in a technology cluster:The role of ties with service intermediaries[J].Strategic Management Journal,2010,31(1):88-109.
[56]Holmqvist M.Experiential learning processes of exploitation and exploration within and between organizations:An empirical study of product development[J].Organization Science,2004,15(1):70-81.
[57]He ZL,Wong PK.Exploration vs.exploitation:An empirical test of the ambidexterity hypothesis[J].Organization Science,2004,15(4):481-494.
[58]Anderson JC,Gerbing DW.Some methods for respecifying measurement models to obtain unidimensional construct measurement[J].Journal of Marketing Research,1982,19(4):453-460.
[59]Hair JF,Black WC,Babin BJ,et al.Multivariate data analysis[M].Upper Saddle River,NJ:Pearson Education,2006.
[60]Podsakoff PM,MacKenzie SB,Lee JY,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[61]Slater SF,Olson EM,Hult GTM.The moderating influence of strategic orientation on the strategy formation capability-performance relationship[J].Strategic Management Journal,2006,27(12):1221-1231.
[62]Anderson DR,Sweeney DJ,Williams TA.Statistics for business and economics[M].Cincinnati,OH:South Western College,1990.
[63]Taylor AB,MacKinnon DP,Tein JY.Tests of the three-path mediated effect[J].Organizational Research Methods,2008,11(2),241-269.
[64]Preacher KJ,Hayes AF.Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models[J].Behavior Research Methods,2008,40(3):879-891.
[65]Shepherd DA.Learning from business failure:Propositions of grief recovery for the self-employed[J].Academy of Management Review,2003,28(2):318-328.
[66]Cao Q,Simsek Z,Zhang H.Modelling the joint impact of the CEOand the TMT on organizational ambidexterity[J].Journal of Management Studies,2010,47(7):1272-1296.
[67]Yu X,Chen Y,Bang N,et al.Ties with government,strategic capability,and organizational ambidexterity:Evidence from China's information communication technology industry[J].Information Technology&Management,2014,15(2):81-98.
[68]Lavie D,Kang J,Rosenkopf L.Balance within and across domains:The performance implications of exploration and exploitation in alliances[J].Organization Science,2011,22(6):1517-1538.
[69]Fernhaber SA,Patel PC.How do young firms manage product portfolio complexity?The role of absorptive capacity and ambidexterity[J].Strategic Management Journal,2012,33(13):1516-1539.
[70]Li CR,Chu CP,Lin CJ.The contingent value of exploratory and exploitative learning for new product development performance[J].Industrial Marketing Management,2010,39(7):1186-1197.
[71]Ries E.The lean startup:How today's entrepreneurs use continuous innovation to create radically successful businesses[M].Penguin Random House LLC,2011.
[72]Sarasvathy SD.Causation and effectuation:Toward a theoretical shift from economic inevitability to entrepreneurial contingency[J].Academy of Management Review,2001,26(2):243-263.
[73]Jacobs B.Zero to One:Notes on startups or how to build the future[M].New York:Crown Business,2014.
[74]GréGoire DA,Shepherd DA.Technology-market combinations and the identification of entrepreneurial opportunities:An investigation of the opportunity-individual nexus[J].Academy of Management Journal,2012,55(4):753-785.
[75]Benner MJ,Tushman ML.Exploitation,exploration,and process management:The productivity dilemma revisited[J].Academy of Management Review,2003,28(2):238-256.
[76]张军伟,龙立荣.服务型领导对员工人际公民行为的影响:宽恕氛围与中庸思维的作用[J].管理工程学报,2016,30(01):43-51.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |