外部环境不确定性、网络惯例与双元创新关系研究

[11] A Review of Interorganizational Collaboration Dynamics [J]. JOURNAL OF MANAGEMENT, 2015, 41 (05) : 1338 - 1360

[12] ON THE CONTINGENT VALUE OF DYNAMIC CAPABILITIES FOR COMPETITIVE ADVANTAGE: THE NONLINEAR MODERATING EFFECT OF ENVIRONMENTAL DYNAMISM[J] . Strategic Management Journal . 2014 (2)

[13] THE ROLE OF EXTERNAL KNOWLEDGE SOURCES AND ORGANIZATIONAL DESIGN IN THE PROCESS OF OPPORTUNITY EXPLOITATION [J]. STRATEGIC MANAGEMENT JOURNAL, 2013, 34 (12) : 1453 - 1471

[14] The impact of open innovation on firm performance: The moderating effects of internal R&D and environmental turbulence[J] . Kuang-Peng Hung,Christine Chou.Technovation . 2013 (10-1)

[15] CHANGING ROUTINES: A PROCESS MODEL OF VICARIOUS GROUP LEARNING IN PHARMACEUTICAL R&D[J] . The Academy of Management Journal . 2013 (1)

[16] When does tapping external sources of knowledge result in knowledge integration?[J] . Daniel Tzabbar,Barak S. Aharonson,Terry L. Amburgey.Research Policy . 2012

[17] Ambidextrous organizational learning, environmental munificence and new product performance: Moderating effect of managerial ties in China[J] . Yuan Li,Zelong Wei,Jie Zhao,Chenlu Zhang,Yi Liu.International Journal of Production Economics . 2012

[18] Replication of Routines in Organizations: Existing Literature and New Perspectives[J] . Martin Friesl,Joanne Larty.International Journal of Management Reviews . 2012 (1)

[19] Balance Within and Across Domains: The Performance Implications of Exploration and Exploitation in Alliances[J] . Dovev Lavie,Jingoo Kang,Lori Rosenkopf.Organization Science . 2011 (6)

[20] Identity in Organizations: Exploring Cross-Level Dynamics[J] . Blake E. Ashforth,Kristie M. Rogers,Kevin G. Corley.Organization Science . 2011 (5)

[11] A Review of Interorganizational Collaboration Dynamics [J]. JOURNAL OF MANAGEMENT, 2015, 41 (05) : 1338 - 1360

[12] ON THE CONTINGENT VALUE OF DYNAMIC CAPABILITIES FOR COMPETITIVE ADVANTAGE: THE NONLINEAR MODERATING EFFECT OF ENVIRONMENTAL DYNAMISM[J] . Strategic Management Journal . 2014 (2)

[13] THE ROLE OF EXTERNAL KNOWLEDGE SOURCES AND ORGANIZATIONAL DESIGN IN THE PROCESS OF OPPORTUNITY EXPLOITATION [J]. STRATEGIC MANAGEMENT JOURNAL, 2013, 34 (12) : 1453 - 1471

[14] The impact of open innovation on firm performance: The moderating effects of internal R&D and environmental turbulence[J] . Kuang-Peng Hung,Christine Chou.Technovation . 2013 (10-1)

[15] CHANGING ROUTINES: A PROCESS MODEL OF VICARIOUS GROUP LEARNING IN PHARMACEUTICAL R&D[J] . The Academy of Management Journal . 2013 (1)

[16] When does tapping external sources of knowledge result in knowledge integration?[J] . Daniel Tzabbar,Barak S. Aharonson,Terry L. Amburgey.Research Policy . 2012

[17] Ambidextrous organizational learning, environmental munificence and new product performance: Moderating effect of managerial ties in China[J] . Yuan Li,Zelong Wei,Jie Zhao,Chenlu Zhang,Yi Liu.International Journal of Production Economics . 2012

[18] Replication of Routines in Organizations: Existing Literature and New Perspectives[J] . Martin Friesl,Joanne Larty.International Journal of Management Reviews . 2012 (1)

[19] Balance Within and Across Domains: The Performance Implications of Exploration and Exploitation in Alliances[J] . Dovev Lavie,Jingoo Kang,Lori Rosenkopf.Organization Science . 2011 (6)

[20] Identity in Organizations: Exploring Cross-Level Dynamics[J] . Blake E. Ashforth,Kristie M. Rogers,Kevin G. Corley.Organization Science . 2011 (5)