组织二元性的前因与影响结果研究进展

[11] Leveraging internal and external experience: exploration, exploitation, and R&D project performance[J] . HaHoang,Frank T.Rothaermel.Strat. Mgmt. J. . 2010 (7)

[12] Modelling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity[J] . QingCao,ZekiSimsek,HongpingZhang.Journal of Management Studies . 2009 (7)

[13] Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity[J] . Frank T. Rothaermel,Maria Tereza Alexandre.Organization Science . 2009 (4)

[14] The asymmetric moderating role of market orientation on the ambidexterity–firm performance relationship for prospectors and defenders[J] . Bulent Menguc,Seigyoung Auh.Industrial Marketing Management . 2007 (4)

[15] Professional HRM Practices in Family Owned‐Managed Enterprises*[J] . Jan M. P.De Kok,Lorraine M.Uhlaner,A. RoyThurik.Journal of Small Business Management . 2006 (3)

[16] Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms[J] . Jay J.Ebben,Alec C.Johnson.Strat. Mgmt. J. . 2005 (13)

[17] Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams[J] . Wendy K. Smith,Michael L. Tushman.Organization Science . 2005 (5)

[18] Partnering strategies and performance of SMEs' international joint ventures[J] . Jane W. Lu,Paul W. Beamish.Journal of Business Venturing . 2005 (4)

[19] Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis[J] . Zi-Lin He,Poh-Kam Wong.Organization Science . 2004 (4)

[20] Tradeoffs in marketing exploitation and exploration strategies: The overlooked role of market orientation[J] . Kyriakos Kyriakopoulos,Christine Moorman.International Journal of Research in Marketing . 2004 (3)

[11] Leveraging internal and external experience: exploration, exploitation, and R&D project performance[J] . HaHoang,Frank T.Rothaermel.Strat. Mgmt. J. . 2010 (7)

[12] Modelling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity[J] . QingCao,ZekiSimsek,HongpingZhang.Journal of Management Studies . 2009 (7)

[13] Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity[J] . Frank T. Rothaermel,Maria Tereza Alexandre.Organization Science . 2009 (4)

[14] The asymmetric moderating role of market orientation on the ambidexterity–firm performance relationship for prospectors and defenders[J] . Bulent Menguc,Seigyoung Auh.Industrial Marketing Management . 2007 (4)

[15] Professional HRM Practices in Family Owned‐Managed Enterprises*[J] . Jan M. P.De Kok,Lorraine M.Uhlaner,A. RoyThurik.Journal of Small Business Management . 2006 (3)

[16] Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms[J] . Jay J.Ebben,Alec C.Johnson.Strat. Mgmt. J. . 2005 (13)

[17] Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams[J] . Wendy K. Smith,Michael L. Tushman.Organization Science . 2005 (5)

[18] Partnering strategies and performance of SMEs' international joint ventures[J] . Jane W. Lu,Paul W. Beamish.Journal of Business Venturing . 2005 (4)

[19] Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis[J] . Zi-Lin He,Poh-Kam Wong.Organization Science . 2004 (4)

[20] Tradeoffs in marketing exploitation and exploration strategies: The overlooked role of market orientation[J] . Kyriakos Kyriakopoulos,Christine Moorman.International Journal of Research in Marketing . 2004 (3)