双元型组织构建研究前沿探析
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外国经济与管理 2009 年 第 31 卷第 01 期, 页码：50 - 57
摘要
参考文献
摘要
本文界定了双元型组织适用的外部条件和内部因素,阐述了各类双元的内涵,并剖析了结构型双元和情境型双元的优势、局限性及其适用情境;随后描述了双元型组织的构建过程,探讨了各阶段的主要活动和管理要领;最后概括了三种类型双元之间的关系。
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[18]Raisch,S,and Birkinshaw,.JOrganizational ambidexterity:Antecedents,outcomes,and moderators[J].Journal of Management,2008,34(3):375-409.
[19]Beckman,C M.The influence of founding team company affiliations on firm behavior[J].Academy of Management Journal,2006,49(4):741-758.
[20]Lubatkin,M H,et a.lAmbidexterity and performance in small-sized and medium-sized firms:The pivotal role of top managementteam behavioral integration[J].Journal of Management,2006,32(5):646-672.
[2]Gibson,C B,and Birkinshaw,J.The antecedents,consequences and mediating role of organizational ambidexterity[J].Academy ofManagement Journal,2004,47(2):209-226.
[3]Venkatraman,N,Lee,C H,and Lyer,B.Strategic ambidexterity and sales growth:A longitudinal test in the software sector[R.]CIPWorking Paper,2007.
[4]Ebben,J J,and Johnson,A C.Efficiency,flexibility,or both?Evidence linking strategy to performance in small firms[J].StrategicManagement Journal,2005,26:1 249-1 259.
[5]Kyriakopoulos,K,and Moorman,C.Trade-offs in marketing exploitation and exploration strategies:The overlooked role of market o-rientation[J].International Journal of Research in Marketing,2004,21:219-240.
[6]Gupta,A K,Smith,K G,and Shalley,C E.The interplay between exploration and exploitation[J.]Academy of Management Journal,2006,49(4):693-706.
[7]Burgelman,R A.Strategy as vector and the inertia of coevolutionary lock-in[J].Administrative Science Quarterly,2002,47:325-357.
[8]Lewis,M W.Exploring paradox:Toward a more comprehensive guide[J].Academy of Management Review,2000,25:760-777.
[9]March,J G.Exploration and exploitation in organizational learning[J].Organization Science,1991,(2):71-87.
[10]March,J G.Continuity and change in theories of organizational action[J.]Administrative Science Quarterly,1996,41:278-287.
[11]March,J G.Rationality,foolishness,and adaptive intelligence[J.]Strategic Management Journal,2006,27:201-214.
[12]Shapiro,C,and Varian,H R.Information rules[M.]Boston:Harvard Business School Press,1998.
[13]O’Reilly,C A,and Tushman,M L.The ambidextrous organization[J.]Harvard Business Review,2004,82(1/2):74-81.
[14]O’Reilly,C A,and Tushman,M L.Ambidexterity as a dynamic capability:Resolving the innovator’s dilemma[R].CIP Working Paper,2007.
[15]Bradach,J.Using the plural form in the management of restaurant chains[J.]Administrative Science Quarterly,1997,42:276-303.
[16]Duncan,R.The ambidextrous organization:Designing dual structures for innovation[A].in Killman,R H,Pondy,L R,and Sleven,D(Eds.).The management of organization[C.]New York:North Holland,1976.
[17]Birkinshaw,J,and Gibson,C B.Building ambidexterity into an organization[J].MIT Sloan Management Review,2004,(Sum.):47-55.
[18]Raisch,S,and Birkinshaw,.JOrganizational ambidexterity:Antecedents,outcomes,and moderators[J].Journal of Management,2008,34(3):375-409.
[19]Beckman,C M.The influence of founding team company affiliations on firm behavior[J].Academy of Management Journal,2006,49(4):741-758.
[20]Lubatkin,M H,et a.lAmbidexterity and performance in small-sized and medium-sized firms:The pivotal role of top managementteam behavioral integration[J].Journal of Management,2006,32(5):646-672.
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周俊, 薛求知. 双元型组织构建研究前沿探析[J]. 外国经济与管理, 2009, 31(1): 50–57.
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