企业家社会资本影响企业创新能力的内在机制研究
|
摘要
随着创新需求资源日益庞大,单纯依靠企业内部资源已难以满足创新需要,外部资源的有效利用成为影响创新成败的关键因素。作为连接企业与外部组织的关键“桥梁”,企业家依托嵌入在社会网络所动员的社会资本,形成企业获取外部资源的渠道,从而对企业创新能力的构建与提升具有重要作用,特别是在当前转型经济背景下尤为突出。以往研究大多肯定了企业家社会资本对创新能力的积极影响,但对于企业家社会资本以什么样的方式、在什么条件下有效提升企业创新能力这一重要的理论问题,探讨尚有不足。
围绕“企业家社会资本如何影响企业创新能力提升”这一基本问题,本研究综合运用资源基础理论、资源依赖理论、社会资本理论与创新理论,通过探索性案例研究、统计分析等多种研究方法尝试揭开企业家社会资本影响企业创新能力的“黑箱”。研究分三个子研究逐层深入：(1)通过探索性案例研究,分析企业内外部资源获取机制对企业创新能力的影响,初步形成企业家社会资本通过资源获取提升创新能力的作用框架；(2)通过统计分析,明确了知识类资源获取、资产类资源获取在企业家社会资本与创新能力之间的中介作用；(3)探讨企业家精神和不良竞争对企业家社会资本与创新能力之间关系的影响。得出以下基本结论：
(1)企业内部资源积累与外部资源获取相互补充,共同影响企业创新能力提升.在既定的内外部资源相互补充、共同促进创新的认识下,发现企业家是把潜在的内外部资源互补性转变为企业现实创新能力的关键因素。企业家通过其所构建的社会资本把外部环境中的资源转换为可得的资源(accessible resources),并进一步内化为企业资源用以补充内部资源积累不足,进而影响创新能力提升。在企业发展的初创阶段与快速成长阶段,企业家社会资本的这种作用尤为重要。
(2)企业家社会资本不同维度均对企业创新能力有正向效应,并且部分效应通过资源获取的中介作用而发挥影响。具体为：资源获取对企业家政治资本与创新能力间关系起到完全中介的作用；而对商业资本与创新能力间关系起到部分中介作用,即：企业家商业资本不仅能够直接提升创新能力,而且通过获取外部知识与资产类资源的方式间接提升企业创新能力；而政治资本则必须通过资源获取才能有效提升企业创新能力。
(3)洞察了企业内部环境与外部环境分别对企业家社会资本与创新能力间关系的调节作用,发现内、外环境要素在企业家社会资本提升创新能力的过程中发挥着显著不同的效应.
企业家精神作为企业内部环境重要因素,有利于促进商业资本对创新能力的提升作用；却削弱企业家政治资本与创新能力之间的正向关系。表明：具有高水平企业家精神的企业,更倾向于通过挖掘商业资本而非政治资本来提升创新能力。
考虑转型经济特征之一是企业面临的制度及环境的不确定性,本研究具体选择不良竞争(dysfunctional competition),分析其对企业家社会资本与创新能力间关系的影响。发现：不良竞争程度对企业家商业资本与创新能力提升间关系具有正向调节作用,而对政治资本与创新能力间关系没有显著影响.这表明,市场制度不完善所致的产业不良竞争程度较高时,企业家商业资本作为一种非正式治理方式,会发挥其合法性效应,抑制机会主义行为,降低创新风险,进而促进企业创新热情与能力提升。
本研究主要理论贡献表现为以下几点：
(1)识别了“资源获取”在企业家社会资本与创新能力间的中间转换作用,揭开了社会资本影响企业创新能力提升的“黑箱”,丰富了基于社会资本理论对企业能力构建的研究.
在前人更多关注社会资本与组织能力间直接效应的研究基础上,本研究深入探讨了企业家社会资本提升创新能力的内在作用机制。社会资本理论认为：企业家基于外部利益相关者所建构的关系扮演的是“渠道(conduit)"角色。但这种渠道仅仅提供企业获取外部资源的可能性与机会,而如何将可能性转化为现实的创新能力却仍不明确。本研究基于资源管理视角,引入“资源获取”这一变量,探讨了企业家社会资本提升企业创新能力的内在机制,即：企业家社会资本必须要转化为现实的企业知识与资产才能有效提升企业创新能力
(2)洞察了企业家社会资本提升创新能力过程中企业内部环境因素的作用,增进了对企业家社会资本促进创新的企业内部条件的理解.
针对现有研究在解释企业家社会资本与创新能力之间关系时,较少关注组织内部情境要素的影响这一不足,本研究从战略导向的视角将企业家精神作为内部情境要素引入到研究模型中,探讨企业家精神对企业家社会资本与创新能力间关系的影响。发现：企业家精神对于企业家商业资本与政治资本分别与创新能力间关系具有相反的调节作用,表明：利用不同维度企业家社会资本时,要同时关注企业内部情境因素的状态。这一研究结论一定程度上深化了企业家社会资本作用情境的理解。
(3)探索了企业外部环境因素对企业家社会资本提升创新能力的影响,具体检验不良竞争(dysfunctional competition)对两者关系的影响,这对研究转型经济背景下企业成长问题做出了些许贡献。
本研究发现：不良竞争(dysfunctional competition)条件下,以企业外部利益相关者关系为核心的企业家商业资本在提升创新能力过程中发挥了更重要的作用；有趣的是,对政治资本与创新能力间关系没有显著影响,这可能表明以企业家与政府关系为核心的政治资本难以弥补市场不完善带来的创新无效,也说明了完善市场竞争机制是企业有效创新的关键条件。这一研究发现表明：转型经济中存在的制度不确定性迫使企业寻求其他方式来降低创新风险与机会主义行为,而企业家社会资本的建构在一定程度上为企业有效创新提供了制度不完善条件下的非正式治理手段。这一发现在一定程度上给出了转型经济背景下如何激励企业实现创新驱动型发展模式的理论指引。
With the growing requirement of resources in innovation activities, enterprises solely relying on their internal resources cannot meet the needs of innovation. The acquisition and exploitation of external resources become the key factors in influencing the result of enterprise's innovation. Entrepreneurs as the bridge between enterprises and external organizations, their social capital are an effective conduit to acquire external resources which in turn can influence innovation capabilities leveraging, especially on the background of the transitional economy in China. Existing research has recognized the positive role of entrepreneur's social capital in leveraging innovation capabilities. Yet we know very little about how entrepreneur's social capital can effectively enhance innovation capabilities.
This research focuses on the thesis of "the effects of entrepreneur's social capital on leveraging innovation capabilities", integrates resources-based theory, resources dependence theory, social capital theory and innovation theory, and uses various research methods, including exploratory case study and statistic analysis to explore the "black box" between entrepreneur's social capital and innovation capabilities.
Specifically, three sub-studies are designed to answer this question.(1) Exploring the relationship between resources accumulation and resources acquirement in leveraging innovation capabilities via qualitative method. And a preliminary framework of the relationship between entrepreneur's social capital, resources acquisition and innovation capabilities is formed.(2) An empirical examination is applied to check the mediating effect of knowledge-based resources acquisition and proprietary-based resources acquisition in the relationship between entrepreneur's social capital and innovation capabilities.(3) Examining the moderating effects of entrepreneurship and dysfunctional competition in influencing the relationship between entrepreneur's social capital and innovation capabilities.
By combining theoretical and empirical research, qualitative and quantitative methodology, this research has made efforts to answer the key question mentioned above. Some research findings got as follows.
(1) External resources acquisition and resources accumulation are complementary in leveraging innovation capabilities. Given to the complementarities of internal and external resources, this research found that entrepreneurs are critical in transforming the potential complementarities into realized enterprise's innovation capabilities. Entrepreneur's social capital can effectively turn external resources into firm's accessible resources to complement the internal resources and leverage innovation capabilities. The role of entrepreneur's social capital is particularly important in the initial stage and rapid growth stage of enterprise life-cycle.
(2) Different dimensions of entrepreneur's social capital have positive effect on the innovation capabilities leveraging. And this effect is mainly through the intermediary role of resources acquisition. To be specific, the relationship between entrepreneur's political capital and innovation capabilities are fully mediated by resources acquisition. Yet, the relationship between entrepreneur's business capital and innovation capabilities is partially mediated by resources acquisition. It means that entrepreneur's business capital cannot only directly influence innovation capabilities leveraging, but also can indirectly influence innovation capabilities leveraging by acquiring external knowledge-based resources and proprietary-based resources. The influence of political capital on enterprise's innovation capabilities leveraging should be taken through resources acquisition.
(3) Getting insight into the internal environment factor and external environment factor in moderating the relationship between the entrepreneur's social capital and innovation capabilities. Entrepreneurship as an important internal factor is conducive to enhance the positive relationship between entrepreneur's business capital and innovation capabilities. While entrepreneurship negatively moderate the positive relationship between entrepreneur's political capital and innovation capabilities. It means that enterprises with high levels of entrepreneurship are inclined to construct business capital instead of political capital to leverage innovation capabilities.
Moreover, given that dysfunctional competition is an important externally environmental dimension in a transition economy, we examined how dysfunctional competition moderates the relationship between entrepreneur's social capital and innovation capabilities. The positive relationship between entrepreneur's business capital and innovation capabilities will be stronger when the level of dysfunctional competition is high than when it is low. But the moderating effect of dysfunctional competition on the positive relationship between entrepreneur's political capital and innovation capabilities are not supported. This suggests that the legitimating effects of entrepreneur's business capital are salient for deterring opportunistic behavior and reducing risks of innovation in the context of dysfunctional competition. And then entrepreneur's business capital as an informal governance can promote enterprise's Ⅷ innovation enthusiasm and innovation capabilities.
The research findings deepen our understanding in terms of how entrepreneur's social capital contributes to a firm's innovation capabilities leveraging. Generally, the present research gets some theoretical contributions as follows.
(1) Identifying the role of resource acquisition as a mediator in the relationship between social capital and innovation capabilities, which opens the black box of that how social capital affects innovation capabilities as well as enriching the theory of enterprise innovative capabilities via the social capital theory.
Based on the previous works on the direct relationship between social capital and organizational capabilities, we explore the internal mechanism of entrepreneur's social capital in leveraging innovation capabilities. According to the social capital theory, entrepreneur's social capital acts as the role of conduit which can provide the possibility and opportunities of resources access and application. But how can enterprises turn these potential benefits into internal resources and further transform them into firm innovation?
From the perspective of resource management, we introduce the variable of resource acquisition, analyze the role of resource acquisition in influencing the relationship between entrepreneur's social capital and innovation capabilities, and find that entrepreneur social capital is needed to transform into internal resources to leveraging innovative capabilities.
(2) Having an insight into the role of enterprise's internal environment factors in the process of entrepreneur's social capital promoting innovation capabilities, increasing the understanding of the effect of enterprise's internal conditions to the relationship between entrepreneur's social capital and innovation.
Based on the insufficient of the existing researches which paid less attention to the role of organizations'internal environment factors in the relationship of entrepreneur's social capital and innovation capabilities, this study introduces entrepreneurship as an important internal environment factor into the research model based on the view of strategic orientation, and explore the effect of entrepreneurship on the relationship of entrepreneur's social capital and innovation capabilities. We find that the moderating effect of entrepreneurship on the relationship between entrepreneur's business capital and innovation capabilities is opposite to its moderating effect on the relationship of entrepreneur's political capital and innovation capabilities, which means that studies should concern about the state of the enterprise's internal situational factors when they use the different dimensions of entrepreneur's social capital. To some extent, this study deepens the understanding of context factors in using entrepreneur's social capital.
(3) Exploring the effect of external environment factors on the relationship of entrepreneurs'social capital and innovation capabilities, specifically, this study examines the effect of dysfunctional competition on this relationship, which makes some contributions to solve the problem of enterprise growth under the background of transition economy.
This study finds that entrepreneur's business capital, the core of which is enterprise's external stakeholder relations, has played a more important role in promoting innovation capabilities at the condition of dysfunctional competition. While, dysfunctional competition has no significant effect on the positive relationship between political capital and innovation capabilities. These findings may indicate that political capital, the core of which is the relationship of entrepreneur and government, is difficult to make up invalid innovations caused by market imperfection. This study also explains that improving market's competition mechanism is the key to enterprise's effective innovation.
These findings indicate that uncertainty of institutional environment existing in the transformation of economic system force enterprises to seek other ways to reduce the innovation risk and opportunistic behavior. While, to some extent, the construction of entrepreneur's social capital provides informal governance means to enterprise's effective innovation under the condition of imperfect institution. This finding offers theory guidance to how to encourage enterprise to realize innovation-driven development under the background of economic transformation.
围绕“企业家社会资本如何影响企业创新能力提升”这一基本问题,本研究综合运用资源基础理论、资源依赖理论、社会资本理论与创新理论,通过探索性案例研究、统计分析等多种研究方法尝试揭开企业家社会资本影响企业创新能力的“黑箱”。研究分三个子研究逐层深入：(1)通过探索性案例研究,分析企业内外部资源获取机制对企业创新能力的影响,初步形成企业家社会资本通过资源获取提升创新能力的作用框架；(2)通过统计分析,明确了知识类资源获取、资产类资源获取在企业家社会资本与创新能力之间的中介作用；(3)探讨企业家精神和不良竞争对企业家社会资本与创新能力之间关系的影响。得出以下基本结论：
(1)企业内部资源积累与外部资源获取相互补充,共同影响企业创新能力提升.在既定的内外部资源相互补充、共同促进创新的认识下,发现企业家是把潜在的内外部资源互补性转变为企业现实创新能力的关键因素。企业家通过其所构建的社会资本把外部环境中的资源转换为可得的资源(accessible resources),并进一步内化为企业资源用以补充内部资源积累不足,进而影响创新能力提升。在企业发展的初创阶段与快速成长阶段,企业家社会资本的这种作用尤为重要。
(2)企业家社会资本不同维度均对企业创新能力有正向效应,并且部分效应通过资源获取的中介作用而发挥影响。具体为：资源获取对企业家政治资本与创新能力间关系起到完全中介的作用；而对商业资本与创新能力间关系起到部分中介作用,即：企业家商业资本不仅能够直接提升创新能力,而且通过获取外部知识与资产类资源的方式间接提升企业创新能力；而政治资本则必须通过资源获取才能有效提升企业创新能力。
(3)洞察了企业内部环境与外部环境分别对企业家社会资本与创新能力间关系的调节作用,发现内、外环境要素在企业家社会资本提升创新能力的过程中发挥着显著不同的效应.
企业家精神作为企业内部环境重要因素,有利于促进商业资本对创新能力的提升作用；却削弱企业家政治资本与创新能力之间的正向关系。表明：具有高水平企业家精神的企业,更倾向于通过挖掘商业资本而非政治资本来提升创新能力。
考虑转型经济特征之一是企业面临的制度及环境的不确定性,本研究具体选择不良竞争(dysfunctional competition),分析其对企业家社会资本与创新能力间关系的影响。发现：不良竞争程度对企业家商业资本与创新能力提升间关系具有正向调节作用,而对政治资本与创新能力间关系没有显著影响.这表明,市场制度不完善所致的产业不良竞争程度较高时,企业家商业资本作为一种非正式治理方式,会发挥其合法性效应,抑制机会主义行为,降低创新风险,进而促进企业创新热情与能力提升。
本研究主要理论贡献表现为以下几点：
(1)识别了“资源获取”在企业家社会资本与创新能力间的中间转换作用,揭开了社会资本影响企业创新能力提升的“黑箱”,丰富了基于社会资本理论对企业能力构建的研究.
在前人更多关注社会资本与组织能力间直接效应的研究基础上,本研究深入探讨了企业家社会资本提升创新能力的内在作用机制。社会资本理论认为：企业家基于外部利益相关者所建构的关系扮演的是“渠道(conduit)"角色。但这种渠道仅仅提供企业获取外部资源的可能性与机会,而如何将可能性转化为现实的创新能力却仍不明确。本研究基于资源管理视角,引入“资源获取”这一变量,探讨了企业家社会资本提升企业创新能力的内在机制,即：企业家社会资本必须要转化为现实的企业知识与资产才能有效提升企业创新能力
(2)洞察了企业家社会资本提升创新能力过程中企业内部环境因素的作用,增进了对企业家社会资本促进创新的企业内部条件的理解.
针对现有研究在解释企业家社会资本与创新能力之间关系时,较少关注组织内部情境要素的影响这一不足,本研究从战略导向的视角将企业家精神作为内部情境要素引入到研究模型中,探讨企业家精神对企业家社会资本与创新能力间关系的影响。发现：企业家精神对于企业家商业资本与政治资本分别与创新能力间关系具有相反的调节作用,表明：利用不同维度企业家社会资本时,要同时关注企业内部情境因素的状态。这一研究结论一定程度上深化了企业家社会资本作用情境的理解。
(3)探索了企业外部环境因素对企业家社会资本提升创新能力的影响,具体检验不良竞争(dysfunctional competition)对两者关系的影响,这对研究转型经济背景下企业成长问题做出了些许贡献。
本研究发现：不良竞争(dysfunctional competition)条件下,以企业外部利益相关者关系为核心的企业家商业资本在提升创新能力过程中发挥了更重要的作用；有趣的是,对政治资本与创新能力间关系没有显著影响,这可能表明以企业家与政府关系为核心的政治资本难以弥补市场不完善带来的创新无效,也说明了完善市场竞争机制是企业有效创新的关键条件。这一研究发现表明：转型经济中存在的制度不确定性迫使企业寻求其他方式来降低创新风险与机会主义行为,而企业家社会资本的建构在一定程度上为企业有效创新提供了制度不完善条件下的非正式治理手段。这一发现在一定程度上给出了转型经济背景下如何激励企业实现创新驱动型发展模式的理论指引。
With the growing requirement of resources in innovation activities, enterprises solely relying on their internal resources cannot meet the needs of innovation. The acquisition and exploitation of external resources become the key factors in influencing the result of enterprise's innovation. Entrepreneurs as the bridge between enterprises and external organizations, their social capital are an effective conduit to acquire external resources which in turn can influence innovation capabilities leveraging, especially on the background of the transitional economy in China. Existing research has recognized the positive role of entrepreneur's social capital in leveraging innovation capabilities. Yet we know very little about how entrepreneur's social capital can effectively enhance innovation capabilities.
This research focuses on the thesis of "the effects of entrepreneur's social capital on leveraging innovation capabilities", integrates resources-based theory, resources dependence theory, social capital theory and innovation theory, and uses various research methods, including exploratory case study and statistic analysis to explore the "black box" between entrepreneur's social capital and innovation capabilities.
Specifically, three sub-studies are designed to answer this question.(1) Exploring the relationship between resources accumulation and resources acquirement in leveraging innovation capabilities via qualitative method. And a preliminary framework of the relationship between entrepreneur's social capital, resources acquisition and innovation capabilities is formed.(2) An empirical examination is applied to check the mediating effect of knowledge-based resources acquisition and proprietary-based resources acquisition in the relationship between entrepreneur's social capital and innovation capabilities.(3) Examining the moderating effects of entrepreneurship and dysfunctional competition in influencing the relationship between entrepreneur's social capital and innovation capabilities.
By combining theoretical and empirical research, qualitative and quantitative methodology, this research has made efforts to answer the key question mentioned above. Some research findings got as follows.
(1) External resources acquisition and resources accumulation are complementary in leveraging innovation capabilities. Given to the complementarities of internal and external resources, this research found that entrepreneurs are critical in transforming the potential complementarities into realized enterprise's innovation capabilities. Entrepreneur's social capital can effectively turn external resources into firm's accessible resources to complement the internal resources and leverage innovation capabilities. The role of entrepreneur's social capital is particularly important in the initial stage and rapid growth stage of enterprise life-cycle.
(2) Different dimensions of entrepreneur's social capital have positive effect on the innovation capabilities leveraging. And this effect is mainly through the intermediary role of resources acquisition. To be specific, the relationship between entrepreneur's political capital and innovation capabilities are fully mediated by resources acquisition. Yet, the relationship between entrepreneur's business capital and innovation capabilities is partially mediated by resources acquisition. It means that entrepreneur's business capital cannot only directly influence innovation capabilities leveraging, but also can indirectly influence innovation capabilities leveraging by acquiring external knowledge-based resources and proprietary-based resources. The influence of political capital on enterprise's innovation capabilities leveraging should be taken through resources acquisition.
(3) Getting insight into the internal environment factor and external environment factor in moderating the relationship between the entrepreneur's social capital and innovation capabilities. Entrepreneurship as an important internal factor is conducive to enhance the positive relationship between entrepreneur's business capital and innovation capabilities. While entrepreneurship negatively moderate the positive relationship between entrepreneur's political capital and innovation capabilities. It means that enterprises with high levels of entrepreneurship are inclined to construct business capital instead of political capital to leverage innovation capabilities.
Moreover, given that dysfunctional competition is an important externally environmental dimension in a transition economy, we examined how dysfunctional competition moderates the relationship between entrepreneur's social capital and innovation capabilities. The positive relationship between entrepreneur's business capital and innovation capabilities will be stronger when the level of dysfunctional competition is high than when it is low. But the moderating effect of dysfunctional competition on the positive relationship between entrepreneur's political capital and innovation capabilities are not supported. This suggests that the legitimating effects of entrepreneur's business capital are salient for deterring opportunistic behavior and reducing risks of innovation in the context of dysfunctional competition. And then entrepreneur's business capital as an informal governance can promote enterprise's Ⅷ innovation enthusiasm and innovation capabilities.
The research findings deepen our understanding in terms of how entrepreneur's social capital contributes to a firm's innovation capabilities leveraging. Generally, the present research gets some theoretical contributions as follows.
(1) Identifying the role of resource acquisition as a mediator in the relationship between social capital and innovation capabilities, which opens the black box of that how social capital affects innovation capabilities as well as enriching the theory of enterprise innovative capabilities via the social capital theory.
Based on the previous works on the direct relationship between social capital and organizational capabilities, we explore the internal mechanism of entrepreneur's social capital in leveraging innovation capabilities. According to the social capital theory, entrepreneur's social capital acts as the role of conduit which can provide the possibility and opportunities of resources access and application. But how can enterprises turn these potential benefits into internal resources and further transform them into firm innovation?
From the perspective of resource management, we introduce the variable of resource acquisition, analyze the role of resource acquisition in influencing the relationship between entrepreneur's social capital and innovation capabilities, and find that entrepreneur social capital is needed to transform into internal resources to leveraging innovative capabilities.
(2) Having an insight into the role of enterprise's internal environment factors in the process of entrepreneur's social capital promoting innovation capabilities, increasing the understanding of the effect of enterprise's internal conditions to the relationship between entrepreneur's social capital and innovation.
Based on the insufficient of the existing researches which paid less attention to the role of organizations'internal environment factors in the relationship of entrepreneur's social capital and innovation capabilities, this study introduces entrepreneurship as an important internal environment factor into the research model based on the view of strategic orientation, and explore the effect of entrepreneurship on the relationship of entrepreneur's social capital and innovation capabilities. We find that the moderating effect of entrepreneurship on the relationship between entrepreneur's business capital and innovation capabilities is opposite to its moderating effect on the relationship of entrepreneur's political capital and innovation capabilities, which means that studies should concern about the state of the enterprise's internal situational factors when they use the different dimensions of entrepreneur's social capital. To some extent, this study deepens the understanding of context factors in using entrepreneur's social capital.
(3) Exploring the effect of external environment factors on the relationship of entrepreneurs'social capital and innovation capabilities, specifically, this study examines the effect of dysfunctional competition on this relationship, which makes some contributions to solve the problem of enterprise growth under the background of transition economy.
This study finds that entrepreneur's business capital, the core of which is enterprise's external stakeholder relations, has played a more important role in promoting innovation capabilities at the condition of dysfunctional competition. While, dysfunctional competition has no significant effect on the positive relationship between political capital and innovation capabilities. These findings may indicate that political capital, the core of which is the relationship of entrepreneur and government, is difficult to make up invalid innovations caused by market imperfection. This study also explains that improving market's competition mechanism is the key to enterprise's effective innovation.
These findings indicate that uncertainty of institutional environment existing in the transformation of economic system force enterprises to seek other ways to reduce the innovation risk and opportunistic behavior. While, to some extent, the construction of entrepreneur's social capital provides informal governance means to enterprise's effective innovation under the condition of imperfect institution. This finding offers theory guidance to how to encourage enterprise to realize innovation-driven development under the background of economic transformation.
引文
[1]Abell, P., Felin, T.,& Foss, N. Building micro-foundations for the routines, capabilities, and performance links. Managerial and Decision Economics. 2008,29(6),489-502.
[2]Abramovitz. M. Resource and output trends in the United States since 1870. New York:National Bureau of Economic Research,1956,1-23.
[3]Acquaah, M. Managerial social capital, strategic orientation, and organizational performance in an emerging economy. Strategic Management Journal,2007,28(12).1235-1255.
[4]Acs, Z.J. and D.B. Audretsch, Innovation, market structure, and firm size. The review of Economics and Statistics,1987,69(4),567-574.
[5]Adams, R.. Bessant, J.,& Phelps, R. Innovation management measurement:A review. International Journal of Management Reviews,2006.8(1),21-47.
[6]Adler, P. S.,& Kwon, S. Social capital:the good, the bad, and the ugly. Knowledge and social capital:Foundations and applications,2000,89-115.
[7]Aghion, P. A., Howitt, P. A.,& Penalosa, C. G. Endogenous growth theory. Cambridge, MA:MIT press,1998
[8]Ahuja, G. Collaboration networks, structural holes, and innovation:A longitudinal study. Administrative Science Quarterly.2000,45(3).425-455.
[9]Ahuja, G.,& Katila, R. Where do resources come from? The role of idiosyncratic situations. Strategic Management Journal,2004,25(8-9), 887-907.
[10]Alam, S. S., Jani, M. F. M.,& Omar, N. A. An empirical study of success factors of women entrepreneurs in southern region in Malaysia. International Journal of Economics and Finance,2011,3(2),166.
[11]Aldrich, H., Rosen, B.,& Woodward, W. The impact of social networks on business foundings and profit:a longitudinal study. Frontiers of Entrepreneurship Research,1987,7,154-168.
[12]Amit, R.,& Schoemaker, P. J. Strategic assets and organizational rent. Strategic Management Journal,1993.14(1).33-46.
[13]Amsden, A. Asia's next giant:South Korea and late industrialization. London: Oxford University Press,1989.
[14]Andrews, F. M. Construct validity and error components of survey measures: A structural modeling approach. Public Opinion Quarterly.1984,48(2), 409-442.
[15]Augier, M.,& Teece, D. J. Strategy as evolution with design:the foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies,2008,29(8-9),1187-1208.
[16]Babbie E. R. Survey Research Mothods. Belmont CA:Wadsworth.1973.
[17]Baker, W. E. Market networks and corporate behavior. American Journal of Sociology,1990,589-625.
[18]Balachandra, R.,& Brockhoff, K. Are research-and-development project termination factors universal. Research-Technology Management,1995,38(4), 31-36.
[19]Bamard, C. I. The functions of the executive. Cambridge, Mass,1938.
[20]Bantel, K. A.,& Jackson, S. E. Top management and innovations in banking: does the composition of the top team make a difference? Strategic Management Journal,1989,10(S1),107-124.
[21]Bard, J. F., Balachandra, R.,& Kaufmann, P. E. An interactive approach to R&D project selection and termination. Engineering Management, IEEE Transactions on,1988,35(3),139-146.
[22]Barney, J. Firm resources and sustained competitive advantage. Journal of Management,1991,17(1),99-120.
[23]Barney, J. B. Strategic factor markets:Expectations, luck, and business strategy. Management Science,1986,32(10),1231-1241.
[24]Barney, J. B., Ketchen, D. J.,& Wright, M. The future of resource-based theory revitalization or decline? Journal of Management,2011,37(5), 1299-1315.
[25]Barney, J. B.,& Mackey, T. B. Testing resource-based theory. Research Methodology in Strategy and Management,2005,2,1-13.
[26]Barron, F.,& Harrington, D. M. Creativity, intelligence, and personality. Annual Review of Psychology,1981,32(1),439-476.
[27]Batjargal, B.,& Liu, M. M. Entrepreneurs'access to private equity in China: The role of social capital. Organization Science,2004,15(2),159-172.
[28]Bierly, P. E., Damanpour, F.,& Santoro, M. D. The application of external knowledge:organizational conditions for exploration and exploitation. Journal of Management Studies,2009,46(3),481-509.
[29]Blyler, M.,& Coff, R. W. Dynamic capabilities, social capital, and rent appropriation:Ties that split pies. Strategic Management Journal,2003,24(7), 677-686.
[30]Boccardelli, P.,& Magnusson, M. G. Dynamic capabilities in early-phase entrepreneurship. Knowledge and Process Management,2006,13(3),162-174.
[31]Boisot, M.,& Child, J. The iron law of fiefs:Bureaucratic failure and the problem of governance in the Chinese economic reforms. Administrative Science Quarterly,1988,507-527.
[32]Boisot, M.,& Child, J. From fiefs to clans and network capitalism:Explaining China's emerging economic order. Administrative Science Quarterly,1996, 600-628.
[33]Bourdieu. P.,& Wacquant. L. J. An invitation to reflexive sociology. Chicago: University of Chicago Press,1992.
[34]Brown, S. L.,& Eisenhardt, K. M. Product development:past research. present findings, and future directions. Academy of Management Review. 1995.20(2).343-378.
[35]Bruderl. J.,& Preisendorfer, P. Network support and the success of newly founded business. Small Business Economics.1998.10(3).213-225.
[36]Brush, C. G.. Greene. P. G..& Hart, M. M. From initial idea to unique advantage:The entrepreneurial challenge of constructing a resource base. The Academy of Management Executive,2001.15(1),64-78.
[37]Burgelman. R. A., Maidique, M. A.,& Wheelwright, S. C. Designing and managing systems for corporate innovation. Strategic Management of Technology and Innovation. Boston, MA:Irwin,1996,493-507.
[38]Burgelman, R. A.,& Maidique, M. A. Strategic Management of Technology and Innovation. Homewood, Illinois:Irwin,1988.
[39]Burt, R. S. The social structure of competition. Networks and organizations: Structure, form, and action,1992,57-91.
[40]Cannella, A. A.,& Pettigrew, A. Upper echelons:Donald Hambrick on executives and strategy. The Academy of Management Executive,2001,15(3), 36-42.
[41]Cao, Q., Simsek, Z.,& Jansen, J. J. CEO social capital and entrepreneurial orientation of the firm bonding and bridging effects. Journal of Management, 2012.
[42]Capaldo. A. Network structure and innovation:The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal, 2007,28(6),585-608.
[43]Capon, N., Hulbert. J. M.,& Farley. J. U.et al., Corporate diversity and economic performance:the impact of market specialization. Strategic Management Journal,1988.9(1).61-74.
[44]Chen, M. H.,& Wang, M. C. Social networks and a new venture's innovative capability:the role of trust within entrepreneurial teams. R&D Management, 2008,38(3).253-264.
[45]Chesbrough, H. W. Open innovation:The new imperative for creating and profiting from technology. Boston:Harvard Business Press,2003
[46]Chesbrough, H.,& Crowther. A. K. Beyond high tech:early adopters of open innovation in other industries. R&D Management.2006,36(3),229-236.
[47]Chiesa, V., Coughlan, P.,& Voss. C. A. Development of a technical innovation audit. Journal of Product Innovation Management,1996,13(2). 105-136.
[48]Child, J.,& Tse, D. K. Chinas transition and its implications for international business. Journal of International Business Studies,2001,32(1),5-21.
[49]Churchill Jr, G. A. A paradigm for developing better measures of marketing constructs. Journal of Marketing Research,1979,64-73.
[50]Cohen, W. M.,& Levinthal, D. A. Absorptive capacity:a new perspective on learning and innovation. Administrative Science Quarterly,1990,128-152.
[51]Collins, C. J.,& Clark, K. D. Strategic human resource practices, top management team social networks, and firm performance:The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal,2003,46(6),740-751.
[52]Covin, J. G.,& Slevin, D. P. A conceptual model of entrepreneurship as firm behavior,1991.
[53]Covin, J. G.,& Slevin, D. P. Strategic management of small firms in hostile and benign environments. Strategic Management Journal,1989,10(1),75-87.
[54]Creswell, J. W. Educational research:Planning, conducting, and evaluating quantitative and qualitative research. New Jersey:Pearson Education, Inc., 2005
[55]Cromie, S. Assessing entrepreneurial inclinations:Some approaches and empirical evidence. European Journal of Work and Organizational Psychology, 2000,9(1),7-30.
[56]Crossan, M. M.,& Apaydin, M. A multi-dimensional framework of organizational innovation:A systematic review of the literature. Journal of Management Studies,2010,47(6),1154-1191.
[57]Cycles, B. A Theoretical, Historical, and Statistical Analysis of the Capitalist Process. New York:McGraw-Hill,1939
[58]Dacin, M. T., Oliver, C.,& Roy, J. P. The legitimacy of strategic alliances:An institutional perspective. Strategic Management Journal,2007a,28(2), 169-187.
[59]Damanpour, F. Organizational innovation:A meta-analysis of effects of determinants and moderators. Academy of Management Journal,1991,34(3), 555-590.
[60]Damanpour, F. Organizational size and innovation. Organization Studies, 1992,13(3),375-402.
[61]Das, T. K.,& Teng, B. A resource-based theory of strategic alliances. Journal of Management,2000a,26(1),31-61.
[62]Das, T. K.,& Teng, B. Instabilities of strategic alliances:an internal tensions perspective. Organization Science,2000b,11(1),77-101.
[63]Das, T. K.,& Teng, B. A resource-based theory of strategic alliances. Journal of Management,2000c,26(1),31-61.
[64]De Luca, L. M.,& Atuahene-Gima, K. Market knowledge dimensions and cross-functional collaboration:examining the different routes to product innovation performance. Journal of Marketing,2007.95-112.
[65]D'Este, P. The distinctive patterns of capabilities accumulation and inter-firm heterogeneity:The case of the Spanish pharmaceutical industry. Industrial and Corporate Change,2002,11(4),847-874.
[66]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(5),428-442.
[67]Dierickx, I.,& Cool. K. Asset stock accumulation and sustainability of competitive advantage. Management Science,1989,35(12),1504-1511.
[68]Ding, L., Velicer, W. F.,& Harlow, L. L. Effects of estimation methods, number of indicators per factor, and improper solutions on structural equation modeling fit indices. Structural Equation Modeling:A Multidisciplinary Journal,1995,2(2),119-143.
[69]Duane Ireland, R.,& Webb, J. W. Strategic entrepreneurship:Creating competitive advantage through streams of innovation. Business Horizons, 2007.50(1),49-59.
[70]Dubini, P.,& Aldrich, H. Personal and extended networks are central to the entrepreneurial process. Journal of Business Venturing,1991,6(5).305-313.
[71]Dunn, S. C., Seaker, R. F.,& Waller, M. A. Latent variables in business logistics research:scale development and validation. Journal of Business Logistics,1994,15,145.
[72]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.
[73]Eisenhardt, K. M. Building theories from case study research. Academy of Management Review,1989,14(4),532-550.
[74]Eisenhardt, K. M.,& Brown, S. L. Time pacing:competing in markets that won't stand still. Harvard Business Review.1998,76(2).59.
[75]Eisenhardt, K. M.,& Martin, J. A. Dynamic capabilities:what are they? Strategic Management Journal,2000,21 (10-11),1105-1121.
[76]Eisenhardt. K. M.,& Schoonhoven, C. B. Resource-based view of strategic alliance formation:Strategic and social effects in entrepreneurial firms. Organization Science,1996,7(2),136-150.
[77]Faccio, M. Politically connected firms. The American Economic Review, 2006.96(1),369-386.
[78]Fan. P. Catching up through developing innovation capability:evidence from China's telecom-equipment industry. Technovation.2006,26(3),359-368.
[79]Finkelstein, S.,& Hambrick, D. C. Top-management-team tenure and organizational outcomes:The moderating role of managerial discretion. Administrative Science Quarterly,1990,484-503.
[80]Florin, J., Lubatkin, M.,& Schulze, W. A social capital model of high-growth ventures. Academy of Management Journal,2003,46(3),374-384.
[81]Fowler, F. J. Survey research methods. Sage,2009
[82]Frese, M.,& Zapf, D. Action as the core of work psychology:A German approach. Handbook of Industrial and Organizational Psychology,1994,4, 271-340.
[83]Fung, H., Xu, X. E.,& Zhang, Q. On the financial performance of private enterprises in China. Journal of Developmental Entrepreneurship,2007, 12(04),399-414.
[84]Gao, S., Xu, K.,& Yang, J. Managerial ties, absorptive capacity, and innovation. Asia Pacific Journal of Management,2008,25(3),395-412.
[85]Gavetti, G. Cognition and hierarchy:Rethinking the microfoundations of capabilities'development. Organization Science,2005,16(6),599-617.
[86]Geletkanycz, M. A.,& Hambrick, D. C. The external ties of top executives: Implications for strategic choice and performance. Administrative Science Quarterly,1997,654-681.
[87]Ghiselli, E. E., Campbell, J. P.,& Zedeck, S. Measurement theory for the behavioral sciences. WH Freeman San Francisco,1981
[88]Gopalakrishnan, S.,& Damanpour, F. A review of innovation research in economics, sociology and technology management. Omega,1997,25(1), 15-28.
[89]Graebner, M. E. Caveat venditor:Trust asymmetries in acquisitions of entrepreneurial firms. Academy of Management Journal,2009,52(3), 435-472.
[90]Granovetter, M. Getting a job:A study of contacts and careers. Chicago: University of Chicago Press,1995
[91]Granovetter, M. Economic action and social structure:the problem of embeddedness. American journal of sociology,1985,481-510.
[92]Granovetter, M. S. The strength of weak ties. American Journal of Sociology, 1973,1360-1380.
[93]Greenwood, R.,& Suddaby, R. Institutional entrepreneurship in mature fields: The big five accounting firms. Academy of Management Journal,2006,49(1), 27-48.
[94]Grewal, R.,& Dharwadkar, R. The role of the institutional environment in marketing channels. The Journal of Marketing,2002,82-97.
[95]Gu, F. F., Hung, K.,& Tse, D. K. When does guanxi matter? Issues of capitalization and its dark sides. Journal of Marketing,2008,72(4),12-28.
[96]Gurisatti, P., Soli, V.,& Tattara, G. Patterns of diffusion of new technologies in small metal-working firms:The case of an Italian region. Industrial and Corporate Change,1997,6(2),275-312.
[97]Guthrie, D. The declining significance of guanxi in China's economic transition. China Quarterly-London.1998.254-282.
[98]Haber, S.,& Reichel. A. Identifying performance measures of small ventures-the case of the tourism industry. Journal of Small Business Management, 2005.43(3).257-286.
[99]Hagedoorn. J..& Duysters, G. External sources of innovative capabilities:the preferences for strategic alliances or mergers and acquisitions. Journal of management studies,2002,39(2),167-188.
[100]Halpern, D. Something for something Personal responsibility meets behavioural economics. Public Policy Research.2005,12(1),22-29.
[101]Hambrick, D. C.,& Mason, P. A. Upper echelons:The organization as a reflection of its top managers. Academy of Management Review,1984,9(2), 193-206.
[102]Henderson, R. and I. Cockburn, Measuring competence? Exploring firm effects in pharmaceutical research. Strategic management journal,1994. 15(S1):p.63-84.
[103]Hansen, M. H., Perry, L. T.,& Reese. C. S. A Bayesian operationalization of the resource-based view. Strategic Management Journal,2004,25(13), 1279-1295.
[104]Henard, D. H.,& Szymanski, D. M. Why some new products are more successful than others. Journal of marketing Research,2001,362-375.
[105]Hill, C. T.,& Utterback, J. M. Technological innovation for a dynamic economy. New York:Pergamon Press.1979.
[106]Hillman, A. J., Zardkoohi, A.,& Bierman. L. Corporate political strategies and firm performance:indications of firm-specific benefits from personal service in the US government. Strategic Management Journal.1999,20(1),67-81.
[107]Hitt, M. A.,& Duane, R. The essence of strategic leadership:Managing human and social capital. Journal of Leadership & Organizational Studies, 2002,9(1).3-14.
[108]Hitt, M. A., Hoskisson, R. E.,& Ireland, R. D.et al. Effects of acquisitions on R&D inputs and outputs. Academy of Management Journal.1991,34(3). 693-706.
[109]Hoopes, D. G., Madsen, T. L.,& Walker, G. Guest editors'introduction to the special issue:why is there a resource-based view? Toward a theory of competitive heterogeneity. Strategic Management Journal.2003,24(10), 889-902.
[110]Hoskisson, R. E., Hitt. M. A.,& Wan, W. P.et al. Theory and research in strategic management:Swings of a pendulum. Journal of Management.1999. 25(3),417-456.
[111]Kemper, J., Engelen, A.,& Brettel, M. How top management's social capital fosters the development of specialized marketing capabilities:a cross-cultural comparison. Journal of International Marketing,2011,19(3),87-112.
[112]Khwaja, A. I.,& Mian, A. Do lenders favor politically connected firms? Rent provision in an emerging financial market. The Quarterly Journal of Economics,2005,120(4),1371-1411.
[113]Kirzner, I. M. Competition and entrepreneurship. Chicago:University of Chicago Press,1978
[114]Koc, T.,& Ceylan, C. Factors impacting the innovative capacity in large-scale companies. Technovation,2007,27(3),105-114.
[115]Kogut, B.,& Zander, U. Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies,1993, 625-645.
[116]Koolman, G. Say's Conception of the Role of the Entrepreneur. Economica, 1971,269-286.
[117]Kor, Y. Y.,& Mahoney, J. T. How dynamics, management, and governance of resource deployments influence firm-level performance. Strategic Management Journal,2005,26(5),489-496.
[118]Kraatz, M. S.,& Zajac, E. J. How organizational resources affect strategic change and performance in turbulent environments:Theory and evidence. Organization Science,2001,12(5),632-657.
[119]Lall, S. Technological capabilities and industrialization. World Development, 1992,20(2),165-186.
[120]Landry, R., Amara, N.,& Lamari, M. Does social capital determine innovation? To what extent? Technological Forecasting and Social Change,2002,69(7), 681-701.
[121]Lane, P. J.,& Lubatkin, M. Relative absorptive capacity and interorganizational learning. Strategic Management Journal,1998,19(5), 461-477.
[122]Laursen, K.,& Salter, A. Open for innovation:the role of openness in explaining innovation performance among UK manufacturing firms. Strategic Management Journal,2006,27(2),131-150.
[123]Lavie, D. The competitive advantage of interconnected firms:An extension of the resource-based view. Academy of Management Review,2006a,31(3), 638-658.
[124]Lavie, D. Capability reconfiguration:An analysis of incumbent responses to technological change. Academy of Management Review,2006b,31(1), 153-174.
[125]Lawson, B., Petersen, K. J.,& Cousins, P. D.et al. Knowledge Sharing in Interorganizational Product Development Teams:The Effect of Formal and Informal Socialization Mechanisms. Journal of Product Innovation Management.2009,26(2),156-172.
[126]Lawson, B.,& Samson, D. Developing innovation capability in organisations: A dynamic capabilities approach. International Journal of Innovation Management,2001,5(03),377-400.
[127]Leonard Barton, D. Core capabilities and core rigidities:A paradox in managing new product development. Strategic Management Journal,1992, 13(S1),111-125.
[128]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.
[129]Li, H.,& Atuahene-Gima. K. Product innovation strategy and the performance of new technology ventures in China. Academy of Management Journal,2001, 44(6),1123-1134.
[130]Li, H.,& Zhang, Y. The role of managers'political networking and functional experience in new venture performance:evidence from China's transition economy. Strategic Management Journal,2007,28(8),791-804.
[131]Li, J. J., Poppo, L.,& Zhou, K. Z. Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms. Strategic Management Journal,2008,29(4),383-400.
[132]Li, J. J., Zhou, K. Z.,& Shao, A. T. Competitive position, managerial ties, and profitability of foreign firms in China:An interactive perspective. Journal of International Business Studies.2008,40(2),339-352.
[133]Lin, N. Building a network theory of social capital. Connections,1999,22(1). 28-51.
[134]Lisboa, A., Skarmeas, D.,& Lages, C. Innovative capabilities:Their drivers and effects on current and future performance. Journal of Business Research, 2011,64(11).1157-1161.
[135]Lu. Y., Zhou, L.,& Bruton, G.et al. Capabilities as a mediator linking resources and the international performance of entrepreneurial firms in an emerging economy. Journal of International Business Studies,2009,41(3). 419-436.
[136]Luk, C, Yau, O. H.,& Sin, L. Y.et al. The effects of social capital and organizational innovativeness in different institutional contexts. Journal of International Business Studies.2008,39(4).589-612.
[137]Lumpkin. G. T.,& Dess, G. G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review. 1996,21(1),135-172.
[138]Luo. X.,& Chung, C. Keeping it all in the family:The role of particularistic relationships in business group performance during institutional transition. Administrative Science Quarterly,2005,50(3),404-439.
[139]Luo, Y.,& Chen, M. Does guanxi influence firm performance?. Asia Pacific Journal of Management,1997,14(1),1-16.
[140]Luo, Y., Huang, Y.,& Wang, S. L. Guanxi and Organizational Performance: A Meta-Analysis. Management and Organization Review,2012,8(1), 139-172.
[141]Madhok, A. Reassessing the fundamentals and beyond:Ronald Coase, the transaction cost and resource-based theories of the firm and the institutional structure of production. Strategic Management Journal,2002,23(6),535-550.
[142]Mahoney, J. T. The management of resources and the resource of management. Journal of Business Research,1995,33(2),91-101.
[143]Majumdar, S. K. On the utilization of resources:perspectives from the US telecommunications industry. Strategic Management Journal,1998,19(9), 809-831.
[144]Makadok, R. Toward a synthesis of the resource-based and dynamic-capability views of rent creation. Strategic Management Journal,2001,22(5),387-401.
[145]Maritan, C. A.,& Peteraf, M. A. Invited editorial:building a bridge between resource acquisition and resource accumulation. Journal of Management,2011, 37(5),1374-1389.
[146]Mathews, J. A. Competitive advantages of the latecomer firm:A resource-based account of industrial catch-up strategies. Asia Pacific Journal of Management,2002,19(4),467-488.
[147]McEvily, B.,& Marcus, A. Embedded ties and the acquisition of competitive capabilities. Strategic Management Journal,2005,26(11),1033-1055.
[148]Meyer, M. H.,& Utterback, J. M. The product family and the dynamics of core capability. Sloan Working Papers,1992,77-92.
[149]Miller, D.,& Friesen, P. H. Innovation in conservative and entrepreneurial firms:two models of strategic momentum. Strategic Management Journal, 1982,3(1),1-25.
[150]Mone, M. A., McKinley, W.,& Barker, V. L. Organizational decline and innovation:A contingency framework. Academy of Management Review, 1998,23(1),115-132.
[151]Moran, P. Structural vs. relational embeddedness:Social capital and managerial performance. Strategic Management Journal,2005,26(12), 1129-1151.
[152]Mosakowski, E. Entrepreneurial resources, organizational choices, and competitive outcomes. Organization Science,1998,9(6),625-643.
[153]Mowery, D. C., Oxley, J. E.,& Silverman, B. S. Strategic alliances and interfirm knowledge transfer. Strategic Management Journal,1996,17,77-91.
[154]Mumford. M. D..& Licuanan. B. Leading for innovation:Conclusions, issues. and directions. The Leadership Quarterly,2004,15(1),163-171.
[155]Nahapiet, J.,& Ghoshal, S. Social capital, intellectual capital, and the organizational advantage. Academy of Management Review,1998,23(2), 242-266.
[156]Nelson. R. R.,& Winter. S. G. The Schumpeterian tradeoff revisited. The American Economic Review,1982,72(1).114-132.
[157]Nelson, R. R.,& Winter, S. G. Evolutionary theorizing in economics. The Journal of Economic Perspectives,2002,16(2).23-46.
[158]Newbert, S. L. Empirical research on the resource-based view of the firm:an assessment and suggestions for future research. Strategic Management Journal, 2007.28(2).121-146.
[159]Nunnally, J. C.& Bernstein, I. H. Psychological theory. New York: McGraw-Hill,1994
[160]Ostgaard, T. A.,& Birley, S. New venture growth and personal networks. Journal of Business Research,1996,36(1),37-50.
[161]Paladino, A. Investigating the Drivers of Innovation and New Product Success: A Comparison of Strategic Orientations. Journal of Product Innovation Management.2007,24(6),534-553.
[162]Park, S. H.,& Luo, Y. Guanxi and organizational dynamics:Organizational networking in Chinese firms. Strategic Management Journal,2001,22(5), 455-477.
[163]Patterson, F. Innovation potential predictor. Oxford:Oxford Psychologists Press,1999
[164]Payne, G. T., Moore, C. B.,& Griffis. S. E.et al. Multilevel challenges and opportunities in social capital research. Journal of Management,2011,37(2), 491-520.
[165]Peng, M. W. Institutional transitions and strategic choices. Academy of Management Review,2003,28(2),275-296.
[166]Peng, M. W.,& Heath. P. S. The growth of the firm in planned economies in transition:Institutions, organizations.and strategic choice. Academy of Management Review,1996.21(2),492-528.
[167]Peng, M. W.,& Luo, Y. Managerial ties and firm performance in a transition economy:The nature of a micro-macro link. Academy of Management Journal. 2000,43(3),486-501.
[168]Peteraf, M. A. The cornerstones of competitive advantage:A resource-based view. Strategic Management Journal,1993.14(3),179-191.
[169]Pinto, J. K.,& Prescott. J. E. Variations in critical success factors over the stages in the project life cycle. Journal of Management,1988,14(1).5-18.
[170]Podolny, J. M..& Page, K. L. Network forms of organization. Annual Review of Sociology,1998,57-76.
[171]Podsakoff, P. M., MacKenzie, S. B.,& Lee, J.et al. Common method biases in behavioral research:a critical review of the literature and recommended remedies. Journal of Applied Psychology,2003,88(5),879.
[172]Podsakoff, P. M.,& Organ, D. W. Self-reports in organizational research: Problems and prospects. Journal of Management,1986,12(4),531-544.
[173]Portes, A. The two meanings of social capital. Berlin, Germany: Springer-Verlag,2000,1-12.
[174]Powell, W. Neither market nor hierarchy. The Sociology of Organizations: Classic, Contemporary, and Critical Readings,2003,315,104-117.
[175]Powell, W. W., Koput, K. W.,& Smith-Doerr, L. Interorganizational collaboration and the locus of innovation:Networks of learning in biotechnology. Administrative Science Quarterly,1996,116-145.
[176]Prahalad, C. K.,& Hamel, G. The core competence of the corporation. Boston (MA),1990
[177]Preacher, K. J.,& Hayes, A. F. SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments,& Computers,2004,36(4),717-731.
[178]Priem, R. L.,& Butler, J. E. Is the resource-based "view" a useful perspective for strategic management research? Academy of Management Review,2001a,26(1),22-40.
[179]Priem, R. L.,& Butler, J. E. Tautology in the resource-based view and the implications of externally determined resource value:Further comments. Academy of Management Review,2001b,26(1),57-66.
[180]Quintana-Garcia, C,& Benavides-Velasco, C. A. Innovative competence, exploration and exploitation:The influence of technological diversification. Research Policy,2008,37(3),492-507.
[181]Ragatz, G. L., Handfield, R. B.,& Scannell, T. V. Success factors for integrating suppliers into new product development. Journal of Product Innovation Management,1997,14(3),190-202.
[182]Rao, R. S., Chandy, R. K.,& Prabhu, J. C. The fruits of legitimacy:Why some new ventures gain more from innovation than others. Journal of Marketing, 2008,72(4),58-75.
[183]Reed, R.,& DeFillippi, R. J. Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Academy of Management Review,1990, 15(1),88-102.
[184]Renko, M., Carsrud, A.,& Brannback, M. The effect of a market orientation, entrepreneurial orientation, and technological capability on innovativeness:a study of young biotechnology ventures in the United States and in Scandinavia. Journal of Small Business Management,2009,47(3),331-369.
[185]Repenning, N. P.,& Sterman. J. D. Capability traps and self-confirming attribution errors in the dynamics of process improvement. Administrative Science Quarterly,2002.47(2).265-295.
[186]Riley, D.,& Eckenrode, J. Social ties:subgroup differences in costs and benefits.. Journal of Personality and Social Psychology.1986.51(4),770.
[187]Romijn. H.,& Albaladejo, M. Determinants of innovation capability in small electronics and software firms in southeast England. Research Policy,2002, 31(7),1053-1067.
[188]Rothwell, R. Towards the fifth-generation innovation process. International Marketing Review.1994,11 (1),7-31.
[189]Rothwell, R. Successful industrial innovation:critical factors for the 1990s. R&D Management,1992,22(3),221-240.
[190]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(3), 369-386.
[191]Rowley, T. J. Moving beyond dyadic ties:A network theory of stakeholder influences. Academy of Management Review.1997,22(4),887-910.
[192]Rumelt, R. P. Towards a strategic theory of the firm. Resources, firms, and strategies:A reader in the resource-based perspective,1997,131-145.
[193]Salancik, G. R.,& Pfeffer. J. A social information processing approach to job attitudes and task design. Administrative Science Quarterly.1978,224-253.
[194]Schepers, J., Schnell, R.,& Vroom, P. From Idea to BusinessHow Siemens Bridges the Innovation Gap. Research-Technology Management,1999,42(3), 26-31.
[195]Schmookler. J. Invention and economic growth. Cambridge, MA:Harvard University Press,1966
[196]Schumpeter, J. A. The Theory of Economic Development. An Inquiry into Profits. Capital. Credit. Interest, and the Business Cycle. New Brunswick. NJ. London:Transaction Publishers.1934.
[197]Scott, W. R. Symbols and organizations:from Barnard to the institutionalists. Organization Theory. From Chester Barnard to the Present and Beyond.1990, 38-55.
[198]Seibert, S. E., Kraimer. M. L.,& Liden, R. C. A social capital theory of career success. Academy of Management Journal,2001,44(2).219-237.
[199]Shane, S. A..& Ulrich, K. T.50th Anniversary Article:Technological Innovation, Product Development, and Entrepreneurship in Management Science. Management Science,2004,50(2).133-144.
[200]Sheng, S., Zhou, K. Z.,& Li, J. J. The effects of business and political ties on firm performance:Evidence from China. Journal of Marketing.2011.75(1), 1-15.
[201]Shu, C., Page, A. L.,& Gao, S.et al. Managerial ties and firm innovation:is knowledge creation a missing link? Journal of Product Innovation Management,2011,29(1),125-143.
[202]Sirmon, D. G.,& Hitt, M. A. Managing resources:Linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory and Practice,2003,27(4),339-358.
[203]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.
[204]Sivadas, E.,& Dwyer, F. R. An examination of organizational factors influencing new product success in internal and alliance-based processes. The Journal of Marketing,2000,31-49.
[205]Solow, R. M. Technical change and the aggregate production function. The Review of Economics and Statistics,1957,39(3),312-320.
[206]Souitaris, V. Technological trajectories as moderators of firm-level determinants of innovation. Research Policy,2002,31(6),877-898.
[207]Stieglitz, N.,& Heine, K. Innovations and the role of complementarities in a strategic theory of the firm. Strategic Management Journal,2007,28(1),1-15.
[208]Subramaniam, M.,& Youndt, M. A. The influence of intellectual capital on the types of innovative capabilities. Academy of Management Journal,2005, 48(3),450-463.
[209]Szakonyi, R. Measuring research-and-development effectiveness. Research-Technology Management,1994,37(2),27-32.
[210]Teece, D. J. Profiting from technological innovation:Implications for integration, collaboration, licensing and public policy. Research Policy,1986, 15(6),285-305.
[211]Teece, D. J. Competition, cooperation, and innovation:Organizational arrangements for regimes of rapid technoiogical progress. Journal of Economic Behavior & Organization,1992,18(1),1-25.
[212]Teece, D. J. Reflections on "profiting from innovation". Research Policy, 2006,35(8),1131-1146.
[213]Teece, D. J., Pisano, G.,& Shuen, A. Dynamic capabilities and strategic management. Strategic Management Journal,1997,18(7),509-533.
[214]Thomke, S.,& Kuemmerle, W. Asset accumulation, interdependence and technological change:evidence from pharmaceutical drug discovery. Strategic Management Journal,2002,23(7),619-635.
[215]Thun, E. Changing lanes in China:Foreign direct investment, local governments, and auto sector development. Cambridge:Cambridge University Press,2006
[216]Tortoriello, M.,& Krackhardt. D. Activating cross-boundary knowledge:the role of Simmelian ties in the generation of innovations. Academy of Management Journal,2010.53(1).167-181.
[217]Tsai, K. Collaborative networks and product innovation performance:Toward a contingency perspective. Research Policy,2009,38(5).765-778.
[218]Tsai, W.,& Ghoshal, S. Social capital and value creation:The role of intrafirm networks. Academy of Management Journal.1998,41(4),464-476.
[219]Tsang, E. W. Can guanxi be a source of sustained competitive advantage for doing business in China?. The Academy of Management Executive,1998, 12(2),64-73.
[220]Tsui, A. S., Schoonhoven. C. B.,& Meyer, M. W.et al. Organization and management in the midst of societal transformation:the People's Republic of China. Organization Science,2004,15(2),133-144.
[221]Uzzi, B. Social structure and competition in interfirm networks:The paradox of embeddedness. Administrative Science Quarterly,1997.35-67.
[222]Van der Panne, G., van Beers, C.& Kleinknecht, A. Success and failure of innovation:a literature review. International Journal of Innovation Management,2003,7(03),309-338.
[223]Venkatraman, N.,& Ramanujam, V. Measurement of business performance in strategy research:a comparison of approaches. Academy of Management Review,1986,11(4),801-814.
[224]Verhaeghe, A.,& Kfir, R. Managing innovation in a knowledge intensive technology organisation (KITO). R&D Management,2002.32(5),409-417.
[225]Walder, A. G. Local governments as industrial firms:an organizational analysis of China's transitional economy. American Journal of Sociology, 1995,263-301.
[226]Wang, C. L.,& Ahmed, P. K. Dynamic capabilities:A review and research agenda. International Journal of Management Reviews,2007,9(1).31-51.
[227]Wang, C, Lu. I.,& Chen, C. Evaluating firm technological innovation capability under uncertainty. Technovation.2008,28(6),349-363.
[228]Warner, M. The management of human resources in Chinese industry. Macmillan London,1995
[229]Wernerfelt, B. A resource-based view of the firm. Strategic Management Journal,1984a.5(2),171-180.
[230]Wernerfelt. B. Consumers with differing reaction speeds, scale advantages and industry structure. European Economic Review.1984b,24(2).257-270.
[231]West, M. A. The social psychology of innovation in groups..1990
[232]West, M. A.,& Wallace. M. Innovation in health care teams. European Journal of Social Psychology,1991,21(4),303-315.
[233]Wiklund,J. The sustainability of the entrepreneurial orientation-performance relationship. Entrepreneurship theory and practice,1999,24(1),37-48.
[234]Wiklund, J.,& Shepherd, D. Knowledge-based resources, entrepreneurial orientation, and the performance of small and medium-sized businesses. Strategic Management Journal,2003,24(13),1307-1314.
[235]Wilson, H.I.,& Appiah-Kubi, K. Resource leveraging via networks by high-technology entrepreneurial firms. The Journal of High Technology Management Research,2002,13(1),45-62.
[236]Winter, S. G. Understanding dynamic capabilities. Strategic Management Journal,2003,24(10),991-995.
[237]Wu, W. Y., Chang, M. L.,& Chen, C. W. Promoting innovation through the accumulation of intellectual capital, social capital, and entrepreneurial orientation. R&D Management,2008,38(3),265-277.
[238]Xiao, Z.,& Tsui, A. S. When brokers may not work:The cultural contingency of social capital in Chinese high-tech firms. Administrative Science Quarterly, 2007,52(1),1-31.
[239]Xin, K. K.,& Pearce, J. L. Guanxi:Connections as substitutes for formal institutional support. Academy of Management Journal,1996,39(6), 1641-1658.
[240]Yin, R. K. The case study anthology. Sage Publications, Inc.,2004.
[241]Yin, R. K. The case study as a serious research strategy. Science Communication,1981,3(1),97-114.
[242]Yin, R. K. Studying phenomenon and context across sites. American Behavioral Scientist,1982,26(1),84-100.
[243]Yin, R. K. Case study research:Design and methods. Sage Publications, lnc.,2003.
[244]Yli Renko, H., Autio, E.,& Sapienza, H. J. Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. Strategic Management Journal,2001,22(6-7),587-613.
[245]Zaheer, A., Gulati, R.,& Nohria, N. Strategic networks. Strategic Management Journal,2000,21(3),203.
[246]Zahra, S. A., Sapienza, H. J.,& Davidsson, P. Entrepreneurship and dynamic capabilities:a review, model and research agenda. Journal of Management Studies,2006,43(4),917-955.
[247]Zhang, Q.,& Fung, H. China's social capital and financial performance of private enterprises. Journal of Small Business and Enterprise Development, 2006,13(2),198-207.
[248]Zhang, Y.,& Zhang, Z. Guanxi and organizational dynamics in China:a link between individual and organizational levels. Journal of Business Ethics,2006, 67(4),375-392.
[249]Zheng, W. A social capital perspective of innovation from individuals to nations:where is empirical literature directing us?. International Journal of Management Reviews,2010,12(2),151-183.
[250]Zollo, M.,& Winter, S. G. Deliberate learning and the evolution of dynamic capabilities. Organization Science,2002,13(3),339-351.
[251]艾米顿戴布拉.知识经济的创新战略：智慧的觉醒.译.北京：新华出版社,1998.
[252]安同良和施浩.中国制造业企业R&D行为模式的观测与实证——基于江苏省制造业企业问卷调查的实证分析.经济研究,2006,41(2),21-30.
[253]彼得.德鲁克《创新与企业家精神》.海南：海南出版社,1985
[254]边燕杰.社会资本研究.学习与探索,2006,2,39.
[255]边燕杰和丘海雄.企业的社会资本及其功效.中国社会科学,2000,2(002),2.
[256]边燕杰和张文宏.经济体制,社会网络与职业流动.中国社会科学,2001,2(10),3.
[257]陈传明和孙俊华.企业家人口背景特征与多元化战略选择——基于中国上市公司面板数据的实证研究.管理世界,2008,5,124-133.
[258]陈劲和陈钰芬.开放创新条件下的资源投入测度及政策含义.科学学研究,2007,25(2),352-359.
[259]陈劲,蒋子军和陈钰芬.开放式创新视角下企业知识吸收能力影响因素研究.浙江大学学报：人文社会科学版,2011,41(5),71-82.
[260]陈爽英,井润田和邵云飞.开放式创新条件下企业创新资源获取机制的拓展.管理学报,2012,9(4)
[261]高展军和江旭.企业家导向对企业间知识获取的影响研究——基于企业间社会资本的调节效应分析.科学学研究,2011,29(002),257-267.
[262]耿新和张体勤.企业家社会资本对组织动态能力的影响-以组织宽裕为调节变量.管理世界,2010,6,109-121.
[263]郭海.管理者关系对企业资源获取的影响：一种结构性观点.中国人民大学学报,2010,3,134-143.
[264]何晓斌,蒋君洁和杨治等.新创企业家应做“外交家”吗?——新创企业家的社交活动对企业绩效的影响.管理世界,2013,6,128-137.
[265]何涌.企业家理论及其对发展中经济的适用性.经济研究,1994,7,54-59.
[266]贺小刚和李新春.企业家能力与企业成长：基于中国经验的实证研究.经济研究,2005,10,101-111.
[267]贺小刚,潘永永与连燕玲,核心能力理论的拓展：企业家能力与竞争绩效的关系研究.科研管理,2007,28(4),141-148.
[268]贺远琼,田志龙和陈昀.环境不确定性,企业高层管理者社会资本与企业 绩效关系的实证研究.管理学报,2008,5(3),423-429.
[269]侯杰泰,温忠麟和成子娟.结构方程模型及其应用.北京：经济科学出版社,2004.
[270]贾生华,疏礼兵和邬爱其.民营企业技术创新能力的影响因素及其差异分析.管理学报,2006,1,103-108.
[271]江诗松,龚丽敏和魏江.转型经济背景下后发企业的能力追赶：一个共演模型——以吉利集团为例.管理世界,2011a,4,12.
[272]江诗松,龚丽敏和魏江.转型经济中后发企业的创新能力追赶路径：国有企业和民营企业的双城故事.管理世界,2011b,12,10.
[273]焦豪,魏江和崔瑜.企业动态能力构建路径分析：基于创业导向和组织学习的视角.管理世界,2008,4(91),r106.
[274]孔伟杰.制造业企业转型升级影响因素研究——基于浙江省制造业企业大样本问卷调查的实证研究.管理世界,2012(009),120-131.
[275]李飞,王高和杨斌等.高速成长的营销神话——基于中国10家成功企业的多案例研究.管理世界,2009,2,138-151.
[276]李怀祖.管理研究方法论.西安：西安交通大学出版社,2000.
[277]李金明.企业创新能力的分析模型.东华大学学报(自然科学版),2001,27(2),27-30.
[278]李路路.社会资本与私营企业家——中国社会结构转型的特殊动力.社会学研究,1995,6,46-58.
[279]李淑芬.企业家社会资本对集群企业竞争优势的影响研究.博士学位论文,吉林大学,2011.
[280]李永强,白璇和赵冬阳等.企业家社会资本对企业创新绩效的负面影响研究.第五届中国管理学年会论文集,2010
[281]李永强,赵冬阳和白璇.企业家社会资本的两面性：一项整合研究.科研管理,2012(03)
[282]刘洋,魏江和江诗松.后发企业如何进行创新追赶?——研发网络边界拓展的视角.管理世界,2013(003),96-110.
[283]吕淑丽,陈荣耀和刘海峰.企业技术创新的综合研究模型：企业家,社会资本和知识.科技进步与对策,2009,26(7),87-90.
[284]吕一博和苏敬勤.基于创新过程的中小企业创新能力评价研究.管理学报,2009,6(3),331-337.
[285]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.
[286]马庆国.管理科学研究方法.北京：高等教育出版社.2008.
[287]马文彬.企业成长中的企业家社会资本研究.企业活力,2009,11,14.
[288]潘绵臻和毛基业.再探案例研究的规范性问题——中国企业管理案例论坛(2008)综述与范文分析.管理世界,2009(002),92-100.
[289]彭纪生,孙文祥和仲为国.中国技术创新政策演变与绩效实证研究(1978-2006).科研管理,2008,29(4),134-150.
[290]彭新敏.权变视角下的网络联结与组织绩效关系研究.科研管理,2009,30(3),47r-55r.
[291]石秀印.中国企业家成功的社会网络基础.管理世界,1998,6,187-196.
[292]苏晓艳.社会资本,国际市场知识与新创企业国际化绩效.国际商务：对外经济贸易大学学报,2013(3),90-100.
[293]孙永风,李垣和廖貅武.基于不同战略导向的创新选择与控制方式研究.管理工程学报,2007,21(4),24-30.
[294]魏江和许庆瑞.企业创新能力的概念,结构,度量与评价.科学管理研究,1995,13(5),50-55.
[295]巫景飞,何大军和林暐等.高层管理者政治网络与企业多元化战略：社会资本视角——基于我国上市公司面板数据的实证分析.管理世界,2008(8),107-118.
[296]吴明隆.统计应用实务——问卷分析与应用统计：北京：科学出版社,2003.
[297]项保华和叶庆祥.企业竞争优势理论的演变和构建.外国经济与管理,2005,3,22-23.
[298]谢言,高山行和江旭.外部社会联系能否提升企业自主创新?——一项基于知识创造中介效应的实证研究.科学学研究,2010,28(005),777-784.
[299]徐大可和陈劲.后来企业自主创新能力的内涵和影响因素分析.经济社会体制比较,2006,2,17-22.
[300]许冠南.关系嵌入性对技术创新绩效的影响研究-基于探索型学习的中介机制.博士学位论文,浙江大学,2008.
[301]杨俊和张玉利.基于企业家资源禀赋的创业行为过程分析.外国经济与管理,2004,26(2),2-6.
[302]杨鹏鹏,万迪昉和王廷丽.企业家社会资本及其与企业绩效的关系——研究综述与理论分析框架.当代经济科学,2005,27(4),85-91.
[303]杨艳,朱恒源和吴贵生.我国企业创新能力的解构与演进.经济管理,2007(9),30-35.
[304]余明桂和潘红波.政治关系,制度环境与民营企业银行贷款.管理世界,2008,8(9)
[305]张春霖,曾智华和马科威廉等.中国：促进以企业为主体的创新：中信出版社,2009
[306]张方华.资源获取与技术创新绩效关系的实证研究.科学学研究,2006,24(4),635-640.
[307]张建君和张志学.中国民营企业家的政治战略.管理世界,2005(7),94-105.
[308]张军.浙江省中小企业创新现状,问题及原因分析.管理工程学报,2009,23,7-11.
[309]张文宏.社会资本：理论争辩与经验研究.社会学研究,2004(4)：23-35.
[310]张小蒂和李晓钟.转型时期中国民营企业家人力资本特殊性及成长特征分析.中国工业经济,2008,5,129-138.
[311]张玉利,杨俊和任兵.社会资本,先前经验与创业机会——一个交互效应模型及其启示.管理世界,2008,7,91-102.
[312]赵建英和梁嘉骅.影响企业创新力的内部生态因子分析.中国软科学,2006,11,146-150.
[313]郑刚,何郁冰和陈劲等.“中国制造”如何通过开放式自主创新提升国际竞争力.科研管理,2008,29(4).
[314]郑素丽.组织间资源对企业创新绩效的作用机制研究.博士学位论文,浙江大学,2008.
[315]中国企业家调查系统.经济转型与创新：认识、问题与对策——2013年·中国企业家成长与发展专题调查报告.经济界.2013年第3期：75-96
[316]周立新和李烨.我国企业家市场失灵的理论分析及政策建议.经济体制改革,2002(4),68-70.
[317]周小虎.企业家社会资本及其对企业绩效的作用.安徽师范大学学报(人文社会科学版),2002,1(1),1-6.
[318]朱秀梅,陈琛和纪玉山.基于创业导向,网络化能力和知识资源视角的新创企业竞争优势问题探讨.外国经济与管理,2010(005),9-16.
[319]朱秀梅和李明芳.创业网络特征对资源获取的动态影响——基于中国转型经济的证据.管理世界,2011(6),105-116.
[2]Abramovitz. M. Resource and output trends in the United States since 1870. New York:National Bureau of Economic Research,1956,1-23.
[3]Acquaah, M. Managerial social capital, strategic orientation, and organizational performance in an emerging economy. Strategic Management Journal,2007,28(12).1235-1255.
[4]Acs, Z.J. and D.B. Audretsch, Innovation, market structure, and firm size. The review of Economics and Statistics,1987,69(4),567-574.
[5]Adams, R.. Bessant, J.,& Phelps, R. Innovation management measurement:A review. International Journal of Management Reviews,2006.8(1),21-47.
[6]Adler, P. S.,& Kwon, S. Social capital:the good, the bad, and the ugly. Knowledge and social capital:Foundations and applications,2000,89-115.
[7]Aghion, P. A., Howitt, P. A.,& Penalosa, C. G. Endogenous growth theory. Cambridge, MA:MIT press,1998
[8]Ahuja, G. Collaboration networks, structural holes, and innovation:A longitudinal study. Administrative Science Quarterly.2000,45(3).425-455.
[9]Ahuja, G.,& Katila, R. Where do resources come from? The role of idiosyncratic situations. Strategic Management Journal,2004,25(8-9), 887-907.
[10]Alam, S. S., Jani, M. F. M.,& Omar, N. A. An empirical study of success factors of women entrepreneurs in southern region in Malaysia. International Journal of Economics and Finance,2011,3(2),166.
[11]Aldrich, H., Rosen, B.,& Woodward, W. The impact of social networks on business foundings and profit:a longitudinal study. Frontiers of Entrepreneurship Research,1987,7,154-168.
[12]Amit, R.,& Schoemaker, P. J. Strategic assets and organizational rent. Strategic Management Journal,1993.14(1).33-46.
[13]Amsden, A. Asia's next giant:South Korea and late industrialization. London: Oxford University Press,1989.
[14]Andrews, F. M. Construct validity and error components of survey measures: A structural modeling approach. Public Opinion Quarterly.1984,48(2), 409-442.
[15]Augier, M.,& Teece, D. J. Strategy as evolution with design:the foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies,2008,29(8-9),1187-1208.
[16]Babbie E. R. Survey Research Mothods. Belmont CA:Wadsworth.1973.
[17]Baker, W. E. Market networks and corporate behavior. American Journal of Sociology,1990,589-625.
[18]Balachandra, R.,& Brockhoff, K. Are research-and-development project termination factors universal. Research-Technology Management,1995,38(4), 31-36.
[19]Bamard, C. I. The functions of the executive. Cambridge, Mass,1938.
[20]Bantel, K. A.,& Jackson, S. E. Top management and innovations in banking: does the composition of the top team make a difference? Strategic Management Journal,1989,10(S1),107-124.
[21]Bard, J. F., Balachandra, R.,& Kaufmann, P. E. An interactive approach to R&D project selection and termination. Engineering Management, IEEE Transactions on,1988,35(3),139-146.
[22]Barney, J. Firm resources and sustained competitive advantage. Journal of Management,1991,17(1),99-120.
[23]Barney, J. B. Strategic factor markets:Expectations, luck, and business strategy. Management Science,1986,32(10),1231-1241.
[24]Barney, J. B., Ketchen, D. J.,& Wright, M. The future of resource-based theory revitalization or decline? Journal of Management,2011,37(5), 1299-1315.
[25]Barney, J. B.,& Mackey, T. B. Testing resource-based theory. Research Methodology in Strategy and Management,2005,2,1-13.
[26]Barron, F.,& Harrington, D. M. Creativity, intelligence, and personality. Annual Review of Psychology,1981,32(1),439-476.
[27]Batjargal, B.,& Liu, M. M. Entrepreneurs'access to private equity in China: The role of social capital. Organization Science,2004,15(2),159-172.
[28]Bierly, P. E., Damanpour, F.,& Santoro, M. D. The application of external knowledge:organizational conditions for exploration and exploitation. Journal of Management Studies,2009,46(3),481-509.
[29]Blyler, M.,& Coff, R. W. Dynamic capabilities, social capital, and rent appropriation:Ties that split pies. Strategic Management Journal,2003,24(7), 677-686.
[30]Boccardelli, P.,& Magnusson, M. G. Dynamic capabilities in early-phase entrepreneurship. Knowledge and Process Management,2006,13(3),162-174.
[31]Boisot, M.,& Child, J. The iron law of fiefs:Bureaucratic failure and the problem of governance in the Chinese economic reforms. Administrative Science Quarterly,1988,507-527.
[32]Boisot, M.,& Child, J. From fiefs to clans and network capitalism:Explaining China's emerging economic order. Administrative Science Quarterly,1996, 600-628.
[33]Bourdieu. P.,& Wacquant. L. J. An invitation to reflexive sociology. Chicago: University of Chicago Press,1992.
[34]Brown, S. L.,& Eisenhardt, K. M. Product development:past research. present findings, and future directions. Academy of Management Review. 1995.20(2).343-378.
[35]Bruderl. J.,& Preisendorfer, P. Network support and the success of newly founded business. Small Business Economics.1998.10(3).213-225.
[36]Brush, C. G.. Greene. P. G..& Hart, M. M. From initial idea to unique advantage:The entrepreneurial challenge of constructing a resource base. The Academy of Management Executive,2001.15(1),64-78.
[37]Burgelman. R. A., Maidique, M. A.,& Wheelwright, S. C. Designing and managing systems for corporate innovation. Strategic Management of Technology and Innovation. Boston, MA:Irwin,1996,493-507.
[38]Burgelman, R. A.,& Maidique, M. A. Strategic Management of Technology and Innovation. Homewood, Illinois:Irwin,1988.
[39]Burt, R. S. The social structure of competition. Networks and organizations: Structure, form, and action,1992,57-91.
[40]Cannella, A. A.,& Pettigrew, A. Upper echelons:Donald Hambrick on executives and strategy. The Academy of Management Executive,2001,15(3), 36-42.
[41]Cao, Q., Simsek, Z.,& Jansen, J. J. CEO social capital and entrepreneurial orientation of the firm bonding and bridging effects. Journal of Management, 2012.
[42]Capaldo. A. Network structure and innovation:The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal, 2007,28(6),585-608.
[43]Capon, N., Hulbert. J. M.,& Farley. J. U.et al., Corporate diversity and economic performance:the impact of market specialization. Strategic Management Journal,1988.9(1).61-74.
[44]Chen, M. H.,& Wang, M. C. Social networks and a new venture's innovative capability:the role of trust within entrepreneurial teams. R&D Management, 2008,38(3).253-264.
[45]Chesbrough, H. W. Open innovation:The new imperative for creating and profiting from technology. Boston:Harvard Business Press,2003
[46]Chesbrough, H.,& Crowther. A. K. Beyond high tech:early adopters of open innovation in other industries. R&D Management.2006,36(3),229-236.
[47]Chiesa, V., Coughlan, P.,& Voss. C. A. Development of a technical innovation audit. Journal of Product Innovation Management,1996,13(2). 105-136.
[48]Child, J.,& Tse, D. K. Chinas transition and its implications for international business. Journal of International Business Studies,2001,32(1),5-21.
[49]Churchill Jr, G. A. A paradigm for developing better measures of marketing constructs. Journal of Marketing Research,1979,64-73.
[50]Cohen, W. M.,& Levinthal, D. A. Absorptive capacity:a new perspective on learning and innovation. Administrative Science Quarterly,1990,128-152.
[51]Collins, C. J.,& Clark, K. D. Strategic human resource practices, top management team social networks, and firm performance:The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal,2003,46(6),740-751.
[52]Covin, J. G.,& Slevin, D. P. A conceptual model of entrepreneurship as firm behavior,1991.
[53]Covin, J. G.,& Slevin, D. P. Strategic management of small firms in hostile and benign environments. Strategic Management Journal,1989,10(1),75-87.
[54]Creswell, J. W. Educational research:Planning, conducting, and evaluating quantitative and qualitative research. New Jersey:Pearson Education, Inc., 2005
[55]Cromie, S. Assessing entrepreneurial inclinations:Some approaches and empirical evidence. European Journal of Work and Organizational Psychology, 2000,9(1),7-30.
[56]Crossan, M. M.,& Apaydin, M. A multi-dimensional framework of organizational innovation:A systematic review of the literature. Journal of Management Studies,2010,47(6),1154-1191.
[57]Cycles, B. A Theoretical, Historical, and Statistical Analysis of the Capitalist Process. New York:McGraw-Hill,1939
[58]Dacin, M. T., Oliver, C.,& Roy, J. P. The legitimacy of strategic alliances:An institutional perspective. Strategic Management Journal,2007a,28(2), 169-187.
[59]Damanpour, F. Organizational innovation:A meta-analysis of effects of determinants and moderators. Academy of Management Journal,1991,34(3), 555-590.
[60]Damanpour, F. Organizational size and innovation. Organization Studies, 1992,13(3),375-402.
[61]Das, T. K.,& Teng, B. A resource-based theory of strategic alliances. Journal of Management,2000a,26(1),31-61.
[62]Das, T. K.,& Teng, B. Instabilities of strategic alliances:an internal tensions perspective. Organization Science,2000b,11(1),77-101.
[63]Das, T. K.,& Teng, B. A resource-based theory of strategic alliances. Journal of Management,2000c,26(1),31-61.
[64]De Luca, L. M.,& Atuahene-Gima, K. Market knowledge dimensions and cross-functional collaboration:examining the different routes to product innovation performance. Journal of Marketing,2007.95-112.
[65]D'Este, P. The distinctive patterns of capabilities accumulation and inter-firm heterogeneity:The case of the Spanish pharmaceutical industry. Industrial and Corporate Change,2002,11(4),847-874.
[66]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(5),428-442.
[67]Dierickx, I.,& Cool. K. Asset stock accumulation and sustainability of competitive advantage. Management Science,1989,35(12),1504-1511.
[68]Ding, L., Velicer, W. F.,& Harlow, L. L. Effects of estimation methods, number of indicators per factor, and improper solutions on structural equation modeling fit indices. Structural Equation Modeling:A Multidisciplinary Journal,1995,2(2),119-143.
[69]Duane Ireland, R.,& Webb, J. W. Strategic entrepreneurship:Creating competitive advantage through streams of innovation. Business Horizons, 2007.50(1),49-59.
[70]Dubini, P.,& Aldrich, H. Personal and extended networks are central to the entrepreneurial process. Journal of Business Venturing,1991,6(5).305-313.
[71]Dunn, S. C., Seaker, R. F.,& Waller, M. A. Latent variables in business logistics research:scale development and validation. Journal of Business Logistics,1994,15,145.
[72]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.
[73]Eisenhardt, K. M. Building theories from case study research. Academy of Management Review,1989,14(4),532-550.
[74]Eisenhardt, K. M.,& Brown, S. L. Time pacing:competing in markets that won't stand still. Harvard Business Review.1998,76(2).59.
[75]Eisenhardt, K. M.,& Martin, J. A. Dynamic capabilities:what are they? Strategic Management Journal,2000,21 (10-11),1105-1121.
[76]Eisenhardt. K. M.,& Schoonhoven, C. B. Resource-based view of strategic alliance formation:Strategic and social effects in entrepreneurial firms. Organization Science,1996,7(2),136-150.
[77]Faccio, M. Politically connected firms. The American Economic Review, 2006.96(1),369-386.
[78]Fan. P. Catching up through developing innovation capability:evidence from China's telecom-equipment industry. Technovation.2006,26(3),359-368.
[79]Finkelstein, S.,& Hambrick, D. C. Top-management-team tenure and organizational outcomes:The moderating role of managerial discretion. Administrative Science Quarterly,1990,484-503.
[80]Florin, J., Lubatkin, M.,& Schulze, W. A social capital model of high-growth ventures. Academy of Management Journal,2003,46(3),374-384.
[81]Fowler, F. J. Survey research methods. Sage,2009
[82]Frese, M.,& Zapf, D. Action as the core of work psychology:A German approach. Handbook of Industrial and Organizational Psychology,1994,4, 271-340.
[83]Fung, H., Xu, X. E.,& Zhang, Q. On the financial performance of private enterprises in China. Journal of Developmental Entrepreneurship,2007, 12(04),399-414.
[84]Gao, S., Xu, K.,& Yang, J. Managerial ties, absorptive capacity, and innovation. Asia Pacific Journal of Management,2008,25(3),395-412.
[85]Gavetti, G. Cognition and hierarchy:Rethinking the microfoundations of capabilities'development. Organization Science,2005,16(6),599-617.
[86]Geletkanycz, M. A.,& Hambrick, D. C. The external ties of top executives: Implications for strategic choice and performance. Administrative Science Quarterly,1997,654-681.
[87]Ghiselli, E. E., Campbell, J. P.,& Zedeck, S. Measurement theory for the behavioral sciences. WH Freeman San Francisco,1981
[88]Gopalakrishnan, S.,& Damanpour, F. A review of innovation research in economics, sociology and technology management. Omega,1997,25(1), 15-28.
[89]Graebner, M. E. Caveat venditor:Trust asymmetries in acquisitions of entrepreneurial firms. Academy of Management Journal,2009,52(3), 435-472.
[90]Granovetter, M. Getting a job:A study of contacts and careers. Chicago: University of Chicago Press,1995
[91]Granovetter, M. Economic action and social structure:the problem of embeddedness. American journal of sociology,1985,481-510.
[92]Granovetter, M. S. The strength of weak ties. American Journal of Sociology, 1973,1360-1380.
[93]Greenwood, R.,& Suddaby, R. Institutional entrepreneurship in mature fields: The big five accounting firms. Academy of Management Journal,2006,49(1), 27-48.
[94]Grewal, R.,& Dharwadkar, R. The role of the institutional environment in marketing channels. The Journal of Marketing,2002,82-97.
[95]Gu, F. F., Hung, K.,& Tse, D. K. When does guanxi matter? Issues of capitalization and its dark sides. Journal of Marketing,2008,72(4),12-28.
[96]Gurisatti, P., Soli, V.,& Tattara, G. Patterns of diffusion of new technologies in small metal-working firms:The case of an Italian region. Industrial and Corporate Change,1997,6(2),275-312.
[97]Guthrie, D. The declining significance of guanxi in China's economic transition. China Quarterly-London.1998.254-282.
[98]Haber, S.,& Reichel. A. Identifying performance measures of small ventures-the case of the tourism industry. Journal of Small Business Management, 2005.43(3).257-286.
[99]Hagedoorn. J..& Duysters, G. External sources of innovative capabilities:the preferences for strategic alliances or mergers and acquisitions. Journal of management studies,2002,39(2),167-188.
[100]Halpern, D. Something for something Personal responsibility meets behavioural economics. Public Policy Research.2005,12(1),22-29.
[101]Hambrick, D. C.,& Mason, P. A. Upper echelons:The organization as a reflection of its top managers. Academy of Management Review,1984,9(2), 193-206.
[102]Henderson, R. and I. Cockburn, Measuring competence? Exploring firm effects in pharmaceutical research. Strategic management journal,1994. 15(S1):p.63-84.
[103]Hansen, M. H., Perry, L. T.,& Reese. C. S. A Bayesian operationalization of the resource-based view. Strategic Management Journal,2004,25(13), 1279-1295.
[104]Henard, D. H.,& Szymanski, D. M. Why some new products are more successful than others. Journal of marketing Research,2001,362-375.
[105]Hill, C. T.,& Utterback, J. M. Technological innovation for a dynamic economy. New York:Pergamon Press.1979.
[106]Hillman, A. J., Zardkoohi, A.,& Bierman. L. Corporate political strategies and firm performance:indications of firm-specific benefits from personal service in the US government. Strategic Management Journal.1999,20(1),67-81.
[107]Hitt, M. A.,& Duane, R. The essence of strategic leadership:Managing human and social capital. Journal of Leadership & Organizational Studies, 2002,9(1).3-14.
[108]Hitt, M. A., Hoskisson, R. E.,& Ireland, R. D.et al. Effects of acquisitions on R&D inputs and outputs. Academy of Management Journal.1991,34(3). 693-706.
[109]Hoopes, D. G., Madsen, T. L.,& Walker, G. Guest editors'introduction to the special issue:why is there a resource-based view? Toward a theory of competitive heterogeneity. Strategic Management Journal.2003,24(10), 889-902.
[110]Hoskisson, R. E., Hitt. M. A.,& Wan, W. P.et al. Theory and research in strategic management:Swings of a pendulum. Journal of Management.1999. 25(3),417-456.
[111]Kemper, J., Engelen, A.,& Brettel, M. How top management's social capital fosters the development of specialized marketing capabilities:a cross-cultural comparison. Journal of International Marketing,2011,19(3),87-112.
[112]Khwaja, A. I.,& Mian, A. Do lenders favor politically connected firms? Rent provision in an emerging financial market. The Quarterly Journal of Economics,2005,120(4),1371-1411.
[113]Kirzner, I. M. Competition and entrepreneurship. Chicago:University of Chicago Press,1978
[114]Koc, T.,& Ceylan, C. Factors impacting the innovative capacity in large-scale companies. Technovation,2007,27(3),105-114.
[115]Kogut, B.,& Zander, U. Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies,1993, 625-645.
[116]Koolman, G. Say's Conception of the Role of the Entrepreneur. Economica, 1971,269-286.
[117]Kor, Y. Y.,& Mahoney, J. T. How dynamics, management, and governance of resource deployments influence firm-level performance. Strategic Management Journal,2005,26(5),489-496.
[118]Kraatz, M. S.,& Zajac, E. J. How organizational resources affect strategic change and performance in turbulent environments:Theory and evidence. Organization Science,2001,12(5),632-657.
[119]Lall, S. Technological capabilities and industrialization. World Development, 1992,20(2),165-186.
[120]Landry, R., Amara, N.,& Lamari, M. Does social capital determine innovation? To what extent? Technological Forecasting and Social Change,2002,69(7), 681-701.
[121]Lane, P. J.,& Lubatkin, M. Relative absorptive capacity and interorganizational learning. Strategic Management Journal,1998,19(5), 461-477.
[122]Laursen, K.,& Salter, A. Open for innovation:the role of openness in explaining innovation performance among UK manufacturing firms. Strategic Management Journal,2006,27(2),131-150.
[123]Lavie, D. The competitive advantage of interconnected firms:An extension of the resource-based view. Academy of Management Review,2006a,31(3), 638-658.
[124]Lavie, D. Capability reconfiguration:An analysis of incumbent responses to technological change. Academy of Management Review,2006b,31(1), 153-174.
[125]Lawson, B., Petersen, K. J.,& Cousins, P. D.et al. Knowledge Sharing in Interorganizational Product Development Teams:The Effect of Formal and Informal Socialization Mechanisms. Journal of Product Innovation Management.2009,26(2),156-172.
[126]Lawson, B.,& Samson, D. Developing innovation capability in organisations: A dynamic capabilities approach. International Journal of Innovation Management,2001,5(03),377-400.
[127]Leonard Barton, D. Core capabilities and core rigidities:A paradox in managing new product development. Strategic Management Journal,1992, 13(S1),111-125.
[128]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.
[129]Li, H.,& Atuahene-Gima. K. Product innovation strategy and the performance of new technology ventures in China. Academy of Management Journal,2001, 44(6),1123-1134.
[130]Li, H.,& Zhang, Y. The role of managers'political networking and functional experience in new venture performance:evidence from China's transition economy. Strategic Management Journal,2007,28(8),791-804.
[131]Li, J. J., Poppo, L.,& Zhou, K. Z. Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms. Strategic Management Journal,2008,29(4),383-400.
[132]Li, J. J., Zhou, K. Z.,& Shao, A. T. Competitive position, managerial ties, and profitability of foreign firms in China:An interactive perspective. Journal of International Business Studies.2008,40(2),339-352.
[133]Lin, N. Building a network theory of social capital. Connections,1999,22(1). 28-51.
[134]Lisboa, A., Skarmeas, D.,& Lages, C. Innovative capabilities:Their drivers and effects on current and future performance. Journal of Business Research, 2011,64(11).1157-1161.
[135]Lu. Y., Zhou, L.,& Bruton, G.et al. Capabilities as a mediator linking resources and the international performance of entrepreneurial firms in an emerging economy. Journal of International Business Studies,2009,41(3). 419-436.
[136]Luk, C, Yau, O. H.,& Sin, L. Y.et al. The effects of social capital and organizational innovativeness in different institutional contexts. Journal of International Business Studies.2008,39(4).589-612.
[137]Lumpkin. G. T.,& Dess, G. G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review. 1996,21(1),135-172.
[138]Luo. X.,& Chung, C. Keeping it all in the family:The role of particularistic relationships in business group performance during institutional transition. Administrative Science Quarterly,2005,50(3),404-439.
[139]Luo, Y.,& Chen, M. Does guanxi influence firm performance?. Asia Pacific Journal of Management,1997,14(1),1-16.
[140]Luo, Y., Huang, Y.,& Wang, S. L. Guanxi and Organizational Performance: A Meta-Analysis. Management and Organization Review,2012,8(1), 139-172.
[141]Madhok, A. Reassessing the fundamentals and beyond:Ronald Coase, the transaction cost and resource-based theories of the firm and the institutional structure of production. Strategic Management Journal,2002,23(6),535-550.
[142]Mahoney, J. T. The management of resources and the resource of management. Journal of Business Research,1995,33(2),91-101.
[143]Majumdar, S. K. On the utilization of resources:perspectives from the US telecommunications industry. Strategic Management Journal,1998,19(9), 809-831.
[144]Makadok, R. Toward a synthesis of the resource-based and dynamic-capability views of rent creation. Strategic Management Journal,2001,22(5),387-401.
[145]Maritan, C. A.,& Peteraf, M. A. Invited editorial:building a bridge between resource acquisition and resource accumulation. Journal of Management,2011, 37(5),1374-1389.
[146]Mathews, J. A. Competitive advantages of the latecomer firm:A resource-based account of industrial catch-up strategies. Asia Pacific Journal of Management,2002,19(4),467-488.
[147]McEvily, B.,& Marcus, A. Embedded ties and the acquisition of competitive capabilities. Strategic Management Journal,2005,26(11),1033-1055.
[148]Meyer, M. H.,& Utterback, J. M. The product family and the dynamics of core capability. Sloan Working Papers,1992,77-92.
[149]Miller, D.,& Friesen, P. H. Innovation in conservative and entrepreneurial firms:two models of strategic momentum. Strategic Management Journal, 1982,3(1),1-25.
[150]Mone, M. A., McKinley, W.,& Barker, V. L. Organizational decline and innovation:A contingency framework. Academy of Management Review, 1998,23(1),115-132.
[151]Moran, P. Structural vs. relational embeddedness:Social capital and managerial performance. Strategic Management Journal,2005,26(12), 1129-1151.
[152]Mosakowski, E. Entrepreneurial resources, organizational choices, and competitive outcomes. Organization Science,1998,9(6),625-643.
[153]Mowery, D. C., Oxley, J. E.,& Silverman, B. S. Strategic alliances and interfirm knowledge transfer. Strategic Management Journal,1996,17,77-91.
[154]Mumford. M. D..& Licuanan. B. Leading for innovation:Conclusions, issues. and directions. The Leadership Quarterly,2004,15(1),163-171.
[155]Nahapiet, J.,& Ghoshal, S. Social capital, intellectual capital, and the organizational advantage. Academy of Management Review,1998,23(2), 242-266.
[156]Nelson. R. R.,& Winter. S. G. The Schumpeterian tradeoff revisited. The American Economic Review,1982,72(1).114-132.
[157]Nelson, R. R.,& Winter, S. G. Evolutionary theorizing in economics. The Journal of Economic Perspectives,2002,16(2).23-46.
[158]Newbert, S. L. Empirical research on the resource-based view of the firm:an assessment and suggestions for future research. Strategic Management Journal, 2007.28(2).121-146.
[159]Nunnally, J. C.& Bernstein, I. H. Psychological theory. New York: McGraw-Hill,1994
[160]Ostgaard, T. A.,& Birley, S. New venture growth and personal networks. Journal of Business Research,1996,36(1),37-50.
[161]Paladino, A. Investigating the Drivers of Innovation and New Product Success: A Comparison of Strategic Orientations. Journal of Product Innovation Management.2007,24(6),534-553.
[162]Park, S. H.,& Luo, Y. Guanxi and organizational dynamics:Organizational networking in Chinese firms. Strategic Management Journal,2001,22(5), 455-477.
[163]Patterson, F. Innovation potential predictor. Oxford:Oxford Psychologists Press,1999
[164]Payne, G. T., Moore, C. B.,& Griffis. S. E.et al. Multilevel challenges and opportunities in social capital research. Journal of Management,2011,37(2), 491-520.
[165]Peng, M. W. Institutional transitions and strategic choices. Academy of Management Review,2003,28(2),275-296.
[166]Peng, M. W.,& Heath. P. S. The growth of the firm in planned economies in transition:Institutions, organizations.and strategic choice. Academy of Management Review,1996.21(2),492-528.
[167]Peng, M. W.,& Luo, Y. Managerial ties and firm performance in a transition economy:The nature of a micro-macro link. Academy of Management Journal. 2000,43(3),486-501.
[168]Peteraf, M. A. The cornerstones of competitive advantage:A resource-based view. Strategic Management Journal,1993.14(3),179-191.
[169]Pinto, J. K.,& Prescott. J. E. Variations in critical success factors over the stages in the project life cycle. Journal of Management,1988,14(1).5-18.
[170]Podolny, J. M..& Page, K. L. Network forms of organization. Annual Review of Sociology,1998,57-76.
[171]Podsakoff, P. M., MacKenzie, S. B.,& Lee, J.et al. Common method biases in behavioral research:a critical review of the literature and recommended remedies. Journal of Applied Psychology,2003,88(5),879.
[172]Podsakoff, P. M.,& Organ, D. W. Self-reports in organizational research: Problems and prospects. Journal of Management,1986,12(4),531-544.
[173]Portes, A. The two meanings of social capital. Berlin, Germany: Springer-Verlag,2000,1-12.
[174]Powell, W. Neither market nor hierarchy. The Sociology of Organizations: Classic, Contemporary, and Critical Readings,2003,315,104-117.
[175]Powell, W. W., Koput, K. W.,& Smith-Doerr, L. Interorganizational collaboration and the locus of innovation:Networks of learning in biotechnology. Administrative Science Quarterly,1996,116-145.
[176]Prahalad, C. K.,& Hamel, G. The core competence of the corporation. Boston (MA),1990
[177]Preacher, K. J.,& Hayes, A. F. SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments,& Computers,2004,36(4),717-731.
[178]Priem, R. L.,& Butler, J. E. Is the resource-based "view" a useful perspective for strategic management research? Academy of Management Review,2001a,26(1),22-40.
[179]Priem, R. L.,& Butler, J. E. Tautology in the resource-based view and the implications of externally determined resource value:Further comments. Academy of Management Review,2001b,26(1),57-66.
[180]Quintana-Garcia, C,& Benavides-Velasco, C. A. Innovative competence, exploration and exploitation:The influence of technological diversification. Research Policy,2008,37(3),492-507.
[181]Ragatz, G. L., Handfield, R. B.,& Scannell, T. V. Success factors for integrating suppliers into new product development. Journal of Product Innovation Management,1997,14(3),190-202.
[182]Rao, R. S., Chandy, R. K.,& Prabhu, J. C. The fruits of legitimacy:Why some new ventures gain more from innovation than others. Journal of Marketing, 2008,72(4),58-75.
[183]Reed, R.,& DeFillippi, R. J. Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Academy of Management Review,1990, 15(1),88-102.
[184]Renko, M., Carsrud, A.,& Brannback, M. The effect of a market orientation, entrepreneurial orientation, and technological capability on innovativeness:a study of young biotechnology ventures in the United States and in Scandinavia. Journal of Small Business Management,2009,47(3),331-369.
[185]Repenning, N. P.,& Sterman. J. D. Capability traps and self-confirming attribution errors in the dynamics of process improvement. Administrative Science Quarterly,2002.47(2).265-295.
[186]Riley, D.,& Eckenrode, J. Social ties:subgroup differences in costs and benefits.. Journal of Personality and Social Psychology.1986.51(4),770.
[187]Romijn. H.,& Albaladejo, M. Determinants of innovation capability in small electronics and software firms in southeast England. Research Policy,2002, 31(7),1053-1067.
[188]Rothwell, R. Towards the fifth-generation innovation process. International Marketing Review.1994,11 (1),7-31.
[189]Rothwell, R. Successful industrial innovation:critical factors for the 1990s. R&D Management,1992,22(3),221-240.
[190]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(3), 369-386.
[191]Rowley, T. J. Moving beyond dyadic ties:A network theory of stakeholder influences. Academy of Management Review.1997,22(4),887-910.
[192]Rumelt, R. P. Towards a strategic theory of the firm. Resources, firms, and strategies:A reader in the resource-based perspective,1997,131-145.
[193]Salancik, G. R.,& Pfeffer. J. A social information processing approach to job attitudes and task design. Administrative Science Quarterly.1978,224-253.
[194]Schepers, J., Schnell, R.,& Vroom, P. From Idea to BusinessHow Siemens Bridges the Innovation Gap. Research-Technology Management,1999,42(3), 26-31.
[195]Schmookler. J. Invention and economic growth. Cambridge, MA:Harvard University Press,1966
[196]Schumpeter, J. A. The Theory of Economic Development. An Inquiry into Profits. Capital. Credit. Interest, and the Business Cycle. New Brunswick. NJ. London:Transaction Publishers.1934.
[197]Scott, W. R. Symbols and organizations:from Barnard to the institutionalists. Organization Theory. From Chester Barnard to the Present and Beyond.1990, 38-55.
[198]Seibert, S. E., Kraimer. M. L.,& Liden, R. C. A social capital theory of career success. Academy of Management Journal,2001,44(2).219-237.
[199]Shane, S. A..& Ulrich, K. T.50th Anniversary Article:Technological Innovation, Product Development, and Entrepreneurship in Management Science. Management Science,2004,50(2).133-144.
[200]Sheng, S., Zhou, K. Z.,& Li, J. J. The effects of business and political ties on firm performance:Evidence from China. Journal of Marketing.2011.75(1), 1-15.
[201]Shu, C., Page, A. L.,& Gao, S.et al. Managerial ties and firm innovation:is knowledge creation a missing link? Journal of Product Innovation Management,2011,29(1),125-143.
[202]Sirmon, D. G.,& Hitt, M. A. Managing resources:Linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory and Practice,2003,27(4),339-358.
[203]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.
[204]Sivadas, E.,& Dwyer, F. R. An examination of organizational factors influencing new product success in internal and alliance-based processes. The Journal of Marketing,2000,31-49.
[205]Solow, R. M. Technical change and the aggregate production function. The Review of Economics and Statistics,1957,39(3),312-320.
[206]Souitaris, V. Technological trajectories as moderators of firm-level determinants of innovation. Research Policy,2002,31(6),877-898.
[207]Stieglitz, N.,& Heine, K. Innovations and the role of complementarities in a strategic theory of the firm. Strategic Management Journal,2007,28(1),1-15.
[208]Subramaniam, M.,& Youndt, M. A. The influence of intellectual capital on the types of innovative capabilities. Academy of Management Journal,2005, 48(3),450-463.
[209]Szakonyi, R. Measuring research-and-development effectiveness. Research-Technology Management,1994,37(2),27-32.
[210]Teece, D. J. Profiting from technological innovation:Implications for integration, collaboration, licensing and public policy. Research Policy,1986, 15(6),285-305.
[211]Teece, D. J. Competition, cooperation, and innovation:Organizational arrangements for regimes of rapid technoiogical progress. Journal of Economic Behavior & Organization,1992,18(1),1-25.
[212]Teece, D. J. Reflections on "profiting from innovation". Research Policy, 2006,35(8),1131-1146.
[213]Teece, D. J., Pisano, G.,& Shuen, A. Dynamic capabilities and strategic management. Strategic Management Journal,1997,18(7),509-533.
[214]Thomke, S.,& Kuemmerle, W. Asset accumulation, interdependence and technological change:evidence from pharmaceutical drug discovery. Strategic Management Journal,2002,23(7),619-635.
[215]Thun, E. Changing lanes in China:Foreign direct investment, local governments, and auto sector development. Cambridge:Cambridge University Press,2006
[216]Tortoriello, M.,& Krackhardt. D. Activating cross-boundary knowledge:the role of Simmelian ties in the generation of innovations. Academy of Management Journal,2010.53(1).167-181.
[217]Tsai, K. Collaborative networks and product innovation performance:Toward a contingency perspective. Research Policy,2009,38(5).765-778.
[218]Tsai, W.,& Ghoshal, S. Social capital and value creation:The role of intrafirm networks. Academy of Management Journal.1998,41(4),464-476.
[219]Tsang, E. W. Can guanxi be a source of sustained competitive advantage for doing business in China?. The Academy of Management Executive,1998, 12(2),64-73.
[220]Tsui, A. S., Schoonhoven. C. B.,& Meyer, M. W.et al. Organization and management in the midst of societal transformation:the People's Republic of China. Organization Science,2004,15(2),133-144.
[221]Uzzi, B. Social structure and competition in interfirm networks:The paradox of embeddedness. Administrative Science Quarterly,1997.35-67.
[222]Van der Panne, G., van Beers, C.& Kleinknecht, A. Success and failure of innovation:a literature review. International Journal of Innovation Management,2003,7(03),309-338.
[223]Venkatraman, N.,& Ramanujam, V. Measurement of business performance in strategy research:a comparison of approaches. Academy of Management Review,1986,11(4),801-814.
[224]Verhaeghe, A.,& Kfir, R. Managing innovation in a knowledge intensive technology organisation (KITO). R&D Management,2002.32(5),409-417.
[225]Walder, A. G. Local governments as industrial firms:an organizational analysis of China's transitional economy. American Journal of Sociology, 1995,263-301.
[226]Wang, C. L.,& Ahmed, P. K. Dynamic capabilities:A review and research agenda. International Journal of Management Reviews,2007,9(1).31-51.
[227]Wang, C, Lu. I.,& Chen, C. Evaluating firm technological innovation capability under uncertainty. Technovation.2008,28(6),349-363.
[228]Warner, M. The management of human resources in Chinese industry. Macmillan London,1995
[229]Wernerfelt, B. A resource-based view of the firm. Strategic Management Journal,1984a.5(2),171-180.
[230]Wernerfelt. B. Consumers with differing reaction speeds, scale advantages and industry structure. European Economic Review.1984b,24(2).257-270.
[231]West, M. A. The social psychology of innovation in groups..1990
[232]West, M. A.,& Wallace. M. Innovation in health care teams. European Journal of Social Psychology,1991,21(4),303-315.
[233]Wiklund,J. The sustainability of the entrepreneurial orientation-performance relationship. Entrepreneurship theory and practice,1999,24(1),37-48.
[234]Wiklund, J.,& Shepherd, D. Knowledge-based resources, entrepreneurial orientation, and the performance of small and medium-sized businesses. Strategic Management Journal,2003,24(13),1307-1314.
[235]Wilson, H.I.,& Appiah-Kubi, K. Resource leveraging via networks by high-technology entrepreneurial firms. The Journal of High Technology Management Research,2002,13(1),45-62.
[236]Winter, S. G. Understanding dynamic capabilities. Strategic Management Journal,2003,24(10),991-995.
[237]Wu, W. Y., Chang, M. L.,& Chen, C. W. Promoting innovation through the accumulation of intellectual capital, social capital, and entrepreneurial orientation. R&D Management,2008,38(3),265-277.
[238]Xiao, Z.,& Tsui, A. S. When brokers may not work:The cultural contingency of social capital in Chinese high-tech firms. Administrative Science Quarterly, 2007,52(1),1-31.
[239]Xin, K. K.,& Pearce, J. L. Guanxi:Connections as substitutes for formal institutional support. Academy of Management Journal,1996,39(6), 1641-1658.
[240]Yin, R. K. The case study anthology. Sage Publications, Inc.,2004.
[241]Yin, R. K. The case study as a serious research strategy. Science Communication,1981,3(1),97-114.
[242]Yin, R. K. Studying phenomenon and context across sites. American Behavioral Scientist,1982,26(1),84-100.
[243]Yin, R. K. Case study research:Design and methods. Sage Publications, lnc.,2003.
[244]Yli Renko, H., Autio, E.,& Sapienza, H. J. Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. Strategic Management Journal,2001,22(6-7),587-613.
[245]Zaheer, A., Gulati, R.,& Nohria, N. Strategic networks. Strategic Management Journal,2000,21(3),203.
[246]Zahra, S. A., Sapienza, H. J.,& Davidsson, P. Entrepreneurship and dynamic capabilities:a review, model and research agenda. Journal of Management Studies,2006,43(4),917-955.
[247]Zhang, Q.,& Fung, H. China's social capital and financial performance of private enterprises. Journal of Small Business and Enterprise Development, 2006,13(2),198-207.
[248]Zhang, Y.,& Zhang, Z. Guanxi and organizational dynamics in China:a link between individual and organizational levels. Journal of Business Ethics,2006, 67(4),375-392.
[249]Zheng, W. A social capital perspective of innovation from individuals to nations:where is empirical literature directing us?. International Journal of Management Reviews,2010,12(2),151-183.
[250]Zollo, M.,& Winter, S. G. Deliberate learning and the evolution of dynamic capabilities. Organization Science,2002,13(3),339-351.
[251]艾米顿戴布拉.知识经济的创新战略：智慧的觉醒.译.北京：新华出版社,1998.
[252]安同良和施浩.中国制造业企业R&D行为模式的观测与实证——基于江苏省制造业企业问卷调查的实证分析.经济研究,2006,41(2),21-30.
[253]彼得.德鲁克《创新与企业家精神》.海南：海南出版社,1985
[254]边燕杰.社会资本研究.学习与探索,2006,2,39.
[255]边燕杰和丘海雄.企业的社会资本及其功效.中国社会科学,2000,2(002),2.
[256]边燕杰和张文宏.经济体制,社会网络与职业流动.中国社会科学,2001,2(10),3.
[257]陈传明和孙俊华.企业家人口背景特征与多元化战略选择——基于中国上市公司面板数据的实证研究.管理世界,2008,5,124-133.
[258]陈劲和陈钰芬.开放创新条件下的资源投入测度及政策含义.科学学研究,2007,25(2),352-359.
[259]陈劲,蒋子军和陈钰芬.开放式创新视角下企业知识吸收能力影响因素研究.浙江大学学报：人文社会科学版,2011,41(5),71-82.
[260]陈爽英,井润田和邵云飞.开放式创新条件下企业创新资源获取机制的拓展.管理学报,2012,9(4)
[261]高展军和江旭.企业家导向对企业间知识获取的影响研究——基于企业间社会资本的调节效应分析.科学学研究,2011,29(002),257-267.
[262]耿新和张体勤.企业家社会资本对组织动态能力的影响-以组织宽裕为调节变量.管理世界,2010,6,109-121.
[263]郭海.管理者关系对企业资源获取的影响：一种结构性观点.中国人民大学学报,2010,3,134-143.
[264]何晓斌,蒋君洁和杨治等.新创企业家应做“外交家”吗?——新创企业家的社交活动对企业绩效的影响.管理世界,2013,6,128-137.
[265]何涌.企业家理论及其对发展中经济的适用性.经济研究,1994,7,54-59.
[266]贺小刚和李新春.企业家能力与企业成长：基于中国经验的实证研究.经济研究,2005,10,101-111.
[267]贺小刚,潘永永与连燕玲,核心能力理论的拓展：企业家能力与竞争绩效的关系研究.科研管理,2007,28(4),141-148.
[268]贺远琼,田志龙和陈昀.环境不确定性,企业高层管理者社会资本与企业 绩效关系的实证研究.管理学报,2008,5(3),423-429.
[269]侯杰泰,温忠麟和成子娟.结构方程模型及其应用.北京：经济科学出版社,2004.
[270]贾生华,疏礼兵和邬爱其.民营企业技术创新能力的影响因素及其差异分析.管理学报,2006,1,103-108.
[271]江诗松,龚丽敏和魏江.转型经济背景下后发企业的能力追赶：一个共演模型——以吉利集团为例.管理世界,2011a,4,12.
[272]江诗松,龚丽敏和魏江.转型经济中后发企业的创新能力追赶路径：国有企业和民营企业的双城故事.管理世界,2011b,12,10.
[273]焦豪,魏江和崔瑜.企业动态能力构建路径分析：基于创业导向和组织学习的视角.管理世界,2008,4(91),r106.
[274]孔伟杰.制造业企业转型升级影响因素研究——基于浙江省制造业企业大样本问卷调查的实证研究.管理世界,2012(009),120-131.
[275]李飞,王高和杨斌等.高速成长的营销神话——基于中国10家成功企业的多案例研究.管理世界,2009,2,138-151.
[276]李怀祖.管理研究方法论.西安：西安交通大学出版社,2000.
[277]李金明.企业创新能力的分析模型.东华大学学报(自然科学版),2001,27(2),27-30.
[278]李路路.社会资本与私营企业家——中国社会结构转型的特殊动力.社会学研究,1995,6,46-58.
[279]李淑芬.企业家社会资本对集群企业竞争优势的影响研究.博士学位论文,吉林大学,2011.
[280]李永强,白璇和赵冬阳等.企业家社会资本对企业创新绩效的负面影响研究.第五届中国管理学年会论文集,2010
[281]李永强,赵冬阳和白璇.企业家社会资本的两面性：一项整合研究.科研管理,2012(03)
[282]刘洋,魏江和江诗松.后发企业如何进行创新追赶?——研发网络边界拓展的视角.管理世界,2013(003),96-110.
[283]吕淑丽,陈荣耀和刘海峰.企业技术创新的综合研究模型：企业家,社会资本和知识.科技进步与对策,2009,26(7),87-90.
[284]吕一博和苏敬勤.基于创新过程的中小企业创新能力评价研究.管理学报,2009,6(3),331-337.
[285]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.
[286]马庆国.管理科学研究方法.北京：高等教育出版社.2008.
[287]马文彬.企业成长中的企业家社会资本研究.企业活力,2009,11,14.
[288]潘绵臻和毛基业.再探案例研究的规范性问题——中国企业管理案例论坛(2008)综述与范文分析.管理世界,2009(002),92-100.
[289]彭纪生,孙文祥和仲为国.中国技术创新政策演变与绩效实证研究(1978-2006).科研管理,2008,29(4),134-150.
[290]彭新敏.权变视角下的网络联结与组织绩效关系研究.科研管理,2009,30(3),47r-55r.
[291]石秀印.中国企业家成功的社会网络基础.管理世界,1998,6,187-196.
[292]苏晓艳.社会资本,国际市场知识与新创企业国际化绩效.国际商务：对外经济贸易大学学报,2013(3),90-100.
[293]孙永风,李垣和廖貅武.基于不同战略导向的创新选择与控制方式研究.管理工程学报,2007,21(4),24-30.
[294]魏江和许庆瑞.企业创新能力的概念,结构,度量与评价.科学管理研究,1995,13(5),50-55.
[295]巫景飞,何大军和林暐等.高层管理者政治网络与企业多元化战略：社会资本视角——基于我国上市公司面板数据的实证分析.管理世界,2008(8),107-118.
[296]吴明隆.统计应用实务——问卷分析与应用统计：北京：科学出版社,2003.
[297]项保华和叶庆祥.企业竞争优势理论的演变和构建.外国经济与管理,2005,3,22-23.
[298]谢言,高山行和江旭.外部社会联系能否提升企业自主创新?——一项基于知识创造中介效应的实证研究.科学学研究,2010,28(005),777-784.
[299]徐大可和陈劲.后来企业自主创新能力的内涵和影响因素分析.经济社会体制比较,2006,2,17-22.
[300]许冠南.关系嵌入性对技术创新绩效的影响研究-基于探索型学习的中介机制.博士学位论文,浙江大学,2008.
[301]杨俊和张玉利.基于企业家资源禀赋的创业行为过程分析.外国经济与管理,2004,26(2),2-6.
[302]杨鹏鹏,万迪昉和王廷丽.企业家社会资本及其与企业绩效的关系——研究综述与理论分析框架.当代经济科学,2005,27(4),85-91.
[303]杨艳,朱恒源和吴贵生.我国企业创新能力的解构与演进.经济管理,2007(9),30-35.
[304]余明桂和潘红波.政治关系,制度环境与民营企业银行贷款.管理世界,2008,8(9)
[305]张春霖,曾智华和马科威廉等.中国：促进以企业为主体的创新：中信出版社,2009
[306]张方华.资源获取与技术创新绩效关系的实证研究.科学学研究,2006,24(4),635-640.
[307]张建君和张志学.中国民营企业家的政治战略.管理世界,2005(7),94-105.
[308]张军.浙江省中小企业创新现状,问题及原因分析.管理工程学报,2009,23,7-11.
[309]张文宏.社会资本：理论争辩与经验研究.社会学研究,2004(4)：23-35.
[310]张小蒂和李晓钟.转型时期中国民营企业家人力资本特殊性及成长特征分析.中国工业经济,2008,5,129-138.
[311]张玉利,杨俊和任兵.社会资本,先前经验与创业机会——一个交互效应模型及其启示.管理世界,2008,7,91-102.
[312]赵建英和梁嘉骅.影响企业创新力的内部生态因子分析.中国软科学,2006,11,146-150.
[313]郑刚,何郁冰和陈劲等.“中国制造”如何通过开放式自主创新提升国际竞争力.科研管理,2008,29(4).
[314]郑素丽.组织间资源对企业创新绩效的作用机制研究.博士学位论文,浙江大学,2008.
[315]中国企业家调查系统.经济转型与创新：认识、问题与对策——2013年·中国企业家成长与发展专题调查报告.经济界.2013年第3期：75-96
[316]周立新和李烨.我国企业家市场失灵的理论分析及政策建议.经济体制改革,2002(4),68-70.
[317]周小虎.企业家社会资本及其对企业绩效的作用.安徽师范大学学报(人文社会科学版),2002,1(1),1-6.
[318]朱秀梅,陈琛和纪玉山.基于创业导向,网络化能力和知识资源视角的新创企业竞争优势问题探讨.外国经济与管理,2010(005),9-16.
[319]朱秀梅和李明芳.创业网络特征对资源获取的动态影响——基于中国转型经济的证据.管理世界,2011(6),105-116.
© 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 |