用户名: 密码: 验证码:
医药企业创业导向、组织学习与企业绩效关系研究
详细信息    本馆镜像全文|  推荐本文 |  |   获取CNKI官网全文
摘要
医药产业是一个特殊的产业,是一个传统与现代相结合,集一、二、三产业为一体的综合性产业,是国民经济的重要组成部分。医药产业,从资金、信息、技术、人力、管理、品牌等方面都有着很强的专业要求,是一个高投入、高产出、高风险、知识密集、专业性强的产业。从世界范围来看,医药产业正处于快速增长阶段,其增长速度远高于世界经济的平均增长速度。在我国,高速增长的市场空间给国内的医药行业带来了无限光明的前景。但是,我国的医药企业发展状况却不尽如人意,医药产业“多、小、散、乱”等低端市场特征十分明显。
     从目前的发展趋势来看,医药行业虽然是具有天生的高风险性的行业,但是医药企业必须加强自身的创新,不断推新去陈,更多的关注创业导向对于企业战略的影响,不断引入新产品、采用新方法、开辟新市场、努力获得新原料、采用新的组织形式和新的经营管理模式,只有这样不断创新、不断寻求创业机会和创业可能性,才能在日益激烈的竞争中不至于被淘汰。当今世界经济发展环境的不确定性迫使组织为提升适应动态环境的能力而进行持续不断的学习,因此组织学习也是企业发展不可缺少的。一些学者指出,成功的创业活动与更广泛的组织学习过程密切相关。
     在理论方面,学术界对创业问题的研究已经很多,但是针对医药企业创业导向、组织学习与企业绩效关系的专门研究却不多见。在现实方面,研究医药企业创业导向、组织学习与企业绩效的影响,对国内医药产业发展具有重要的战略指导意义。本论文研究主要分为以下几步:
     第一步,系统回顾创业导向、组织学习、企业绩效等基础理论。在创业导向相关理论部分,又系统回顾和分析了创业的内涵及创业研究的发展,创业导向的内涵,国内外创业导向理论及进展,创业导向的维度等。在组织学习相关理论部分,回顾和分析了组织学习的内涵,组织学习的理论及进展,组织学习的维度。在企业绩效相关理论部分,重点回顾了企业绩效的定义和维度。在回顾这三方面重要理论基础上,就创业环境理论进行了一定的分析,回顾和分析了创业环境的内涵和特性。此外,就医药行业的发展情况和医药企业发展特点也进行了回顾。并在此基础上提出了医药企业坚持创业导向和组织学习的必要性。
     第二步,就创业导向、组织学习、企业绩效及创业环境间的相关关系进行了专门分析。在创业导向与企业绩效关系分析部分,既论述了两个变量总体间关系,也分析了两个变量子维度间关系。在组织学习与企业绩效关系分析部分,既论述了两个变量总体间关系,也分析了两个变量子维度间关系。在创业导向与组织学习关系分析部分,论述了两个变量总体间关系,同时分析了两个变量子维度间关系。此外,就创业环境在创业导向与企业绩效间关系的调节作用和创业环境在组织学习与企业绩效间关系的调节作用进行了专门论述。在论述上述理论间关系的同时,形成了本论文的理论框架,并提出26条研究假设。
     第三步,进行实证研究的前期准备。首先介绍了论文的研究方法;然后仔细介绍了论文研究所使用调查问卷的设计过程;接下来对论文研究资料数据的分析方法也进行了专门说明。
     第四步,通过预测试修正调查量表。选择了吉林省内的医药企业,包括医药制造企业和医药流通企业20余家。通过采用邮件发送电子问卷调查的形式,发放调查问卷150份,回收问卷122份,问卷回收率81.3%,其中有效问卷116份,回收问卷有效率95.1%。基于预测试调查问卷,对调查量表的题项进行了专门分析,对调查量表的效度和信度进行了较为科学的检测,从而剔除不合适题项,完善了调查量表。
     第五步,通过正式的问卷调查来检验第二步中所提出的22条假设。问卷的正式调查过程中,选择了与自己所在公司有业务往来的国内各地的70余家医药企业,包括医药制造企业和医药流通企业。通过采用邮件发送电子问卷和纸质问卷调查相结合的形式,发放调查问卷347份,回收问卷268份,问卷回收率77.2%,其中有效问卷258份,回收问卷有效率96.3%。在对测量量表进行再次的信度和效度分析基础上,对论文研究的各主要理论变量间的直接影响关系和调节作用影响关系都进行了检验。检验结论是,在全部的26个研究假设中,有14个研究假设得到完全支持,有8个研究假设得到部分支持,有4个研究假设没有得到支持。主要的研究结论有:创业导向整体上对企业绩效有正向影响关系,但是创业导向的各维度对企业绩效的影响关系较为复杂。组织学习整体上对企业绩效有正向影响关系,但是组织学习的各维度对企业绩效的影响也不一致。创业导向整体对组织学习整体有正向影响关系,但是创业导向不同维度对组织学习的不同维度之间的影响关系不一致。环境特征在创业导向和企业绩效之间起到显著的调节作用,但是创业环境各维度在创业导向和企业绩效之间的调节作用不统一。环境特征在组织学习和企业绩效之间起到显著的调节作用,而且创业环境各维度在创业导向和企业绩效之间的调节作用也一致。
     最后,论文详细讨论了数据分析结果,并总结了整个研究工作,再一次强调了论文的研究意义。同时也分析了论文研究过程中存在的多方面不足和未来研究展望。
Pharmaceutical industry, a special industry with a combination of traditional and modern, which sets the first, second and tertiary industries as an integrated industry, is an important part of the national economy. It has strong professional requirements on finance, information technology, human resources, management, branding, etc, which is a high input, high output, high.risk, knowledge.intensive, highly specialized industry. From a global perspective, the pharmaceutical industry is in rapid growth phase which is much higher than the world average economic growth rate and has brought endless bright future for the domestic pharmaceutical industry in China. The characteristics of low.end market which is "much, small, scattered, chaotic, etc", is very obvious.
     From the current development trend, although the pharmaceutical industry is inherently high.risk industry, pharmaceutical companies must strengthen their innovation, constantly find something new in what is old,pay more attention to entrepreneurial orientation for the impact of corporate strategy,constantly introduce new products, use new methods, open up new markets, strive to obtain new materials, new forms of organization and new management model. Only through constant innovation, looking for entrepreneurial opportunities and possibilities, the pharmaceutical companies can not be eliminated in the increasingly fierce competition.
     In today's world,the uncertainty of economy development environment forces the organization to enhance their ability to adapt to a dynamic environment for continuous learning, therefore organizational learning is indispensable to the development of enterprises. Some scholars have pointed out, successful entrepreneurial activities with the broader process of organizational learning are closely related.
     In theory, the academic study of entrepreneurship has been a lot, but the specialized research on the relationship of entrepreneurial orientation, organizational learning and entrepreneurial performance of the pharmaceutical companies is rare. In reality, the research on entrepreneurial orientation, organizational learning and entrepreneurial performance of the pharmaceutical companies has an important strategic significance. This thesis is divided into the following steps:
     The first step, I systematically review entrepreneurial orientation, organizational learning, entrepreneurial performance and other basic theory. In the theory part of the entrepreneurial orientation, I systematically review and analysis the meaning of entrepreneurship and entrepreneurial research and development, entrepreneurial orientation content, and progress of domestic and international business.oriented theories, the dimensions of entrepreneurial orientation,etc. In the theory part of organizational learning theory, I review and analyze the connotation and progress of organizational learning, and the dimensions of organizational learning. In the entrepreneurial performance theories, I focus on reviewing the definitions and dimensions of entrepreneurial performance. In a review of three important theories, I make a certain amount of analysis on the entrepreneurial environment, review and analysis of the meaning and characteristics of the entrepreneurial environment,and in addition to the development and characteristics of the pharmaceutical industry.
     The second step, I make a special analysis on the relationship among entrepreneurial orientation, organizational learning, entrepreneurial performance and entrepreneurial environment.In the analysis of the relationship between entrepreneurial orientation and entrepreneurial performance, I not only discuss the relationship between two variables in general, also analyze the relationship of sub dimensions of two variables. In the analysis of the relationship between organizational learning and entrepreneurial performance, I not only discuss the relationship between two variables in general, also analyze the relationship of sub dimensions of two variables. In the analysis of the relationship between entrepreneurial orientation and organizational learning, I not only discuss the relationship between two variables in general, also analyze the relationship of sub dimensions of two variables. In addition, I specially discuss the regulating role of the entrepreneurial environment between entrepreneurial orientation and entrepreneurial performance,and the regulating role of the entrepreneurial environment between organizational learning and entrepreneurial performance.Through discussion of the theoretical relationship, I form the theoretical framework of this thesis and propose 26 hypotheses.
     The third step is the empirical study preparation. Firstly I introduce the study methods; and then carefully introduce design process of questionnaire in thesis research, and the analysis data methods of thesis research.
     The fourth step is to correct the questionnaire through the pre.test. I choose more than 20 pharmaceutical companies in Jilin province, including pharmaceutical manufacturers and pharmaceutical distribution companies. Through the electronic mail sending questionnaires, I distribute 150 questionnaires, and recycle 122 questionnaires, of which 116 are valid questionnaires; the recycle rate is 81.3%, and the valid rate is 95.1%. Based on pre.test questionnaires, I analysis the survey scale items, test the validity and reliability of questionnaires, and thus remove inappropriate items, complete the questionnaires.
     The fifth step, I test 22 hypotheses in the second step through formal questionnaires, and choose more than 70 pharmaceutical companies, including pharmaceutical manufacturers and pharmaceutical distribution companies, which have business cooperation with my company around the country. Through the electronic mail and the paper sending questionnaires, I distribute 347 questionnaires, and recycle 268 questionnaires, of which 258 are valid questionnaires; the recycle rate is 77.2%, and the valid rate is 96.3%. On the base of testing the reliability and validity, I test the direct influence, indirect influence and the modulation of the main theoretical variables in thesis research. The conclusion is that all of the 26 research hypotheses, there are 14 hypotheses are fully supported, eight hypotheses are partially supported,, and four research hypotheses are not supported. The main conclusions of the study are: entrepreneurial orientation has a positive impact on entrepreneurial performance, but the various dimensions of entrepreneurial orientation have more complex impact on entrepreneurial performance. Organizational learning has a positive impact on entrepreneurial performance, however the various dimensions of Organizational Learning s impact on business performance is inconsistent. Entrepreneurial orientation has a positive impact on organizational Learning, however, the various dimensions of entrepreneurial orientation’s impact on business performance is inconsistent. Environmental characteristics play significant modulation role between entrepreneurial orientation and entrepreneurial performance, however, the various dimensions of environmental characteristics’modulation role on entrepreneurial orientation and entrepreneurial performance is inconsistent. Environmental characteristics play significant modulation role between organizational learning and entrepreneurial performance, however, the various dimensions of environmental characteristics’modulation role on organizational learning and entrepreneurial performance is inconsistent.
     In the end, the paper discusses the results of data analysis in detail, summarizes the whole research work, and stressed the significance of research once again. I also analyze the deficiencies and future prospects of the thesis research.
引文
[1]吴明隆.结构方程模型——AMOS的操作与应用[M].重庆:重庆大学出版社,2009.
    [2]游士兵,余艳琴.统计学[M].武汉:武汉大学出版社,2001.
    [3]张映红.公司创业战略[Ml.北京:清华大学出版社,2005
    [4] Argyris,C.,Sch?n,D. Organizational learning:a theory in action perspective[M]. NewYork:Addison-Wesley,1978.
    [5] Argyris,C.,Sch?n,D. Organizational learning II: theory,method, and practice [M]. Reading,MA:Addison-Wesley,1996.
    [6] Cavaleri , S. and Fearon , D. Managing in organizations that learn [M]. Cambridge:Blackwell,1996.
    [7] Cyert,R.M.,March,J.G. A behavioral theory of the firm[M]. Englewood Cliffs, NJ:Prentice Hall,1963.
    [8] Flood,R. L.,Romm,N. R. A. Diversity Management:Triple Loop Learning [M]. Chicester,Wiley,1996.
    [9] Helleloid,D. & Simonin,B.L. Organizational Learning and a Firm's Core Competence .Hamel G.& Heene A. Competence Based Competition [M] .New York:Wiley,1994:213-239.
    [10] Mintzberg,H. Strategy formation:school of thought. In:Fredrickson, J.F(Ed.),Perspectives on strategic management. Philadelphia [M].PA:Harper Business,1990.
    [11] Porter M. Competitive advantage [M]. New York: Free Press,1985.
    [12] Schollhamer. Internal corporate entrepreneurship. In: Kent,C.A.,Sexton,D.L.,Vesper,K.H.(Eds.) [M]. Encyclopedia of Entrepreneurship. Prentice Hall,Englewood Cliffs,1982,NJ:209-223.
    [13] Schumpeter Joseph A. The Theory of Economic Development [M].Cambridge:Harvard University Press,1934.
    [14] Senge P.M.,The Fifth Discipline:The Art and Practice of the Learning Organization[M]. New York:Currency Doubleday,1990.
    [15] Greeno,J.G.,Collins,A.M.,Resnick,L.B. Cognition and learning. In D.C. Berliner & R.C.Calfee(Eds.)Handbook of Educational Psychology [M]. 1996. New York:MacMillan.
    [16] G.T. Lumpkin , Marilyn Taylor , David Lal , Gregory G. Dess. Strategic Management [M]. McGraw-Hill Publishing Co.,2009.
    [17] Kolb,D.,Rubin,I.M.,Macintyre,J.M. Organization psychology: an experiential approach to organizational behavior [M]. Englewood Cliffs,N.J.:Prentice Hall,1984.
    [18] Mintzberg,H. & Quinn,J. B. The strategy Process. Concept,Context,Case [M].USA:Prentice-Hall,Inc.,1995.
    [19] Nadler,L & Nadler,Z. Every Manager’s Guide to Human Resource Development [M].San Francisco,CA:Jossey-Bass,Inc.,1992.
    [1] Barkai and Samuel. The use of organizational learning mechanisms : environment,managerial,and cultural correlates[C]. Academy of Management Proceedings,2005,l-6.
    [2] Dess,Lumpkin. Entrepreneurial orientation as a source of innovative strategy[C]. Innovating strategy process,2005,59-80.
    [3] Kessler,E.H.,Bierly,P.E. Is faster really better? An empirical test of the implications of innovation speed[C]. IEEE Transactions on Engineering Management,2002,1:2-12.
    [4] Kreiser,P.M.,Marino,L.D.,Weaver,K.M. Reassessing the Environment-EO Link : The Impact of Environmental Hostility on the Dimensions of Entrepreneurial Orientation[C]. Academy of Management Proceedings,2002:71-76.
    [5] Lumpkin,Sloat,C. Do family firms have an entrepreneurial orientation? [C]. Frontiers of Entrepreneurship Research,2001.
    [6] Lumpkin,G. and Dess,G.. Proactiveness versus competitive aggressiveness: Teasing apart key dimensions of an entrepreneurial orientation [C]. Frontiers of Entrepreneurship Research,1997.
    [1]蔡莉,赵亮,白洪义,费宇鹏.长春市科技型企业创业环境研究[R].长春市高新区经贸局,2005,10.
    [2] Chow. Fire Safety Provisions for Workplaces in Non-industrial Sectors [R]. Hong Kong:Final Report to Occupational Safety and Health Council,2006.
    [3] Rakinder,S. Entrepreneurial Orientation:A Review of Selected Literature[R]. Department of Management Science,Faculty of Engineering,University of Waterloo,2002.
    [4] Hughes , M & Morgan R.E. Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth[R]. Industrial Marketing Management,Article in Press(July),available online at www.sciencedirect.com,[last accessed 6-7-2006](Subscriber Access required).
    [1]丁岳枫.创业组织学习与创业绩效关系研究[D].杭州:浙江大学博士论文,2006
    [2]杜燕.我国医药企业社会责任与财务绩效关系的实证研究[D].大连:东北财经大学硕士论文,2010.
    [3]李帆.基于战略管理背景下的企业绩效评价研究[D].北京:中国地质大学,2006.
    [4]李蓉.创业绩效的结构模型与效用评价研究[D].杭州:浙江大学硕士论文,2007.
    [5]李雪芳.烟草行业人力资源策略、创业导向与绩效关系研究[D].杭州:浙江大学硕士论文,2008.
    [6]刘寿先.企业社会资本与技术创新关系研究:组织学习的观点[D].济南:山东大学博士论文,2008.
    [7]刘预.创业导向对新企业资源获取的影响:基于中国转型经济背景的研究[D].长春:吉林大学博士论文,2008.
    [8]孟博.我国医药企业的商业模式研究[D].北京:北京工业大学硕士论文,2010.
    [9]倪昌红.管理者的社会关系与企业绩效:制度嵌入及其影响路径[D].长春:吉林大学博士论文,2011.
    [10]袁平.互动导向、市场环境、战略类型与企业绩效之关系研究[D].长春:吉林大学博士论文,2010.
    [11]张捷.创业导向对绩效的影响:基于“双元结构”创业环境的研究[D].长春:吉林大学博士论文,2010.
    [12] Crossan,M.,Hulland,J. Measuring Organizational Learning [D]. Academy of Management,Boston,MA,1997.
    [13] Tan. Perceived environment , strategic orientation , ownership effect and performance implications in a transition economy :an empirical study in the People's Republic of China[D]. Virginia Tech,1993.
    [14] Nils Thunberg,Joel Eriksson. Resources and Entrepreneurial Orientation: Empirical findings from the software industry of Sri Lanka [D].Sweden: J?nk?ping University,2006.
    [1]包凤达,翁心真.多元回归分析的软件求解和案例解读[J].数理统计与管理, 2000,20(5):56-61.
    [2]芮明杰,吕毓芳.论领导行为,组织学习、创新与绩效间影响的实证研究[J].上海管理科学,2005,2:30-35.
    [3]蔡莉,崔启国,史琳.创业环境研究框架[J].吉林大学学报:社会科学版,2007,47(1):50-56.
    [4]陈国权,马萌.组织学习的过程模型研究[J].管理科学学报,2000,(9):15-23.
    [5]陈劲,朱朝晖,王安全.公司企业家精神培育的系统理论假设模型及验证[J].南开管理评论,2003,5:36-41.
    [6]丁胄,曹阳.医药行业并购环境及特点分析[J].上海医药,2011,32(7): 345-347.
    [7]冯丽霞.建立以经济增加值为核心的业绩评价指标体系[J].中国农业会计,2002,5:24-25.
    [8]焦豪,周江华,谢振东.创业导向与组织绩效间关系的实证研究——基于环境动态性的调节效应[J].科学学与科学技术管理,2007,28(11):70-76.
    [9]李丹,郭迟.组织学习能力的测度模型研究[J].科技管理研究,2007,(11):173-175.
    [10]李其玮,李丹.企业创业导向与组织学习的关系:中国176家企业的实证研究[J].工业技术经济,2007,26(4):56-59.
    [11]李雪灵,姚一玮,王利军.新企业创业导向与创新绩效关系研究:积极型市场导向的中介作用[J].中国工业经济,2010,6:116-125.
    [12]李正卫,吴晓波,郑健壮.基于规模和集群之上的企业技术创新行为研究[J].科研管理,2003,(04):61-65.
    [13]林筠,孙哗,刘伟.基于资源观的创业导向与联盟中组织学习绩效关系研究[J].科技管理研究,2009,3:219-221.
    [14]刘帮成,王重鸣.跨国创业导向与创新能力关系研究:基于知识的视角[J].科学学与科学技术管理,2007,1:32-37.
    [15]刘景江.科技型新创企业创业导向:维度、测量和效度[J].自然辩证法通讯,2009,(4):49-56.
    [16]刘亚军,和金生.创业导向、组织学习对核心能力及组织绩效的影响研究——来自华中、华南、华北地区210个企业的实证[J].科学学与科学技术管理,2009,4:152-158.
    [17]卢纹岱,朱红兵,何丽娟,石国书.统计软件应用的常见误区与解决途径[J].首都体育学院学报,2005,17(1):122-125.
    [18]沈超红,罗亮.创业成功关键因素与创业绩效指标研究[J].中南大学学报(社会科学版),2006,4:25-28
    [19]苏晓华,王平.创业导向研究综述[J].科技进步与对策.2010,27(16):151-155.
    [20]王永贵,邢金刚和李元南.战略柔性与竞争绩效:环境动荡性的调节效应[J].管理科学学报,2004,7(6):70-78.
    [21]王永贵,张玉利,杨永恒,李季.对组织学习、核心竟争能力、战略柔性与企业竞争绩效的理论剖析与实证研究——探索中国企业增强动态竞争优势之路[J].南开管理评论,2003,4:54-60.
    [22]魏江,焦豪.创业导向、组织学习与动态能力关系研究[J].外国经济管理,2008,30(2):36-41.
    [23]夏霖,陆夏峰.创业导向与企业绩效:胜任力和资源的影响[J].应用心理学,2006,(03):239-245.
    [24]晏钢.风险投资机构的组织学习[J].经济管理,2001,8:52-59.
    [25]杨阳,赵镝,宿凌楠.创业导向对企业绩效影响实证分析[J].税务与经济, 2007,4:36-40.
    [26]杨建锋,孟晓斌,王重鸣.家族企业特征对其国际化进程的影响——基于组织学习的观点[J].外国经济与管理,2008,4:39-46
    [27]原欣伟,伊景冰,张元好.从实践观点看组织中的学习[J].现代管理科学,2007,4:91-93.
    [28]于海波,方俐洛,凌文辁.组织学习整合理论模型[J].心理科学进展,2004,12:246-255.
    [29]于海波,方俐洛,凌文辁.企业组织的学习结构[J].心理学报,2006,38 (4):590-599.
    [30]张映红.动态环境对公司创业战略与绩效关系的调节效应研究[J].中国工业经济,2008,01:106-1l2.
    [31]张玉利,李乾文.公司创业导向与组织绩效:基于探索能力与开发能力的中介效应研究[J].创业管理研究(台湾),2006,12:133-153
    [32]张辉,陈俊国,潘宇.新医改政策下医药行业环境研究[J].医学教育探索,2010,10:1413-1415.
    [33]张兆国,陈天骥,余伦.平衡计分卡:一种革命性的企业经营业绩评价方法[J].中国软科学,2002,5:87-89,102.
    [34]朱伟民,万迪昉.基于组织学习的企业知识管理[J].西安交通大学学报,2001,12:18-20,96.
    [35]吴玺.医药行业加速兼并重组产品与市场是决策关键[N].中国高新技术产业导报,2011-08-15.
    [36] Adams. M. E.,Day. G. S.,Dougherty,D. Enhancing new product development performance:an organizational learning perspective [J]. Journal of Product Innovation Management,1998,15(5):403-422.
    [37] Ahuja G,CM Lampert. entrepreneurship in the large corporation:a longitudinal study of how established firms create breakthrough inventions[J]. Strategic Management Journal,2001,22(6-7):521-543.
    [38] Aloulou,A. & Fayolle,A.A Conceptual Approach of Entrepreneurial Orientation within Small Business Context [J]. Journal of Enterprising Culture,2005,13(1):21-45.
    [39] Ana M. Moreno JoséC. Casillas. Entrepreneurial Orientation and Growth of SMEs:A Causal Model [J]. Entrepreneurship Theory and Practice,2008,5: 507-528.
    [40] Argyris,C. Double loop learning in organizations [J]. Harvard Business Review, 1977,55(5):115-126.
    [41] Antoncic,B. & Hisrich,R.D. Entrepreneurship:Construct Refinement and Cross-Cultural Validation [J]. Journal of Business Venturing,2001,16(5):495-527.
    [42] Atuahene-Gima,K. The effects of centrifugal and centripetal forces on product development speed and quality:How does problem solving matter? [J]. Academy of Management Journal,2003,46(3):359-373.
    [43] Atuahene-Gima,K. and Murray JY. Exploratory and Exploitative Learning in New Product Development:A Social Capital Perspective on New TechnologyVentures in China [J]. Journal of International Marketing,2007,15(2):l-29.
    [44] Baker W.E. and Sinkula J.M. The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance [J]. Journal of the Academy of Marketing Science,1999,27(4):411-427.
    [45] Baum et a1. A Multidimensional Model of Venture Growth [J]. Academy of Management Journal,2001,44(2):292-303.
    [46] Becherer,Maurer. The Moderating Effect of Environmental Variables on the Entrepreneurial and Marketing Orientation of Entrepreneur-led Firms [J]. Entrepreneurship Theory and Practice,1997,22(1):47-58.
    [47] Begley. Psychological characteristics associated with performance in entrepreneurial firms and smaller businesses [J]. Journal of Business Venturing,1987,2(1):79-93.
    [48] Blazevic,V., Lievens, A. Learning during the new financial service innovation process antecedents and performance effects. [J] Journal of Business Research,2004,57:374-391.
    [49] Bontis,N.,Crossan,M.M. Managing an organizational learning system by aligning stocks and flows[J]. Journal of Management Studies,2002,39(4):439-469.
    [50] Brown,J.S.,Duguid,P. Organizational learning and communities of Practice:toward a unified view of working,learning,and innovation[J]. Organization Science,1991,2(l):40-57.
    [51] Cannon,M. D.,Edmondson,A. C. Failing to Learn and Learning to Fail (Intelligently):How Great Organizations Put Failure to Work to Innovate and Improve [J]. Long Range Planning,2005,38(3):299-319.
    [52] Chandler G N,Hanks S H. Measuring the performance of emerging businesses: a validation study[J]. Journal of Business Venturing,1993,8(5):391-409.
    [53] Child. Organization structure and strategic of control: a replication of the Aston study [J]. Administrative Science Quarterly,1972,17(2):163-177.
    [54] Cooper,A.C.,Folta,T.B.,Woo,C.Y. Entrepreneurial information search[J].Journal of Business Venturing,1995,10(1):107-120.
    [55] Covin,Green,Slevin. Strategic process effects on entrepreneurial orientation- Sales growth rate relationship [J]. Entrepreneurship Theory and Practice,2005,30(1):57-81.
    [56] Covin,J.G.& Miles,M.P. Corporate Entrepreneurship and the Pursuit of Competitive Advantage[J]. Entrepreneurship Theory and Practice,1999,23(3):47-63.
    [57] Covin,Slevin. A Conceptual Model of Entrepreneurship as Firm Behavior [J]. Entrepreneurship Theory and Practice,1991,28(3):7-25.
    [58] Covin,Slevin. Strategic management of small firms in hostile and benign environments [J]. Strategic Management Journal,1989,10(1):75-87.
    [59] Covin,Slevin. The influence of organization,structure on the utility of an entrepreneurial top management style[J]. Journal of Management Studies,1988,25(3):217-234.
    [60] Crossan,M.M. An organizational learning framework:from institution to institution [J]. Academy of Management Review,1999,24(3):522-537.
    [61] Daft,R. L.,Weick,K. E. Toward a Model of Organizations as Interpretation Systems [J]. Academy of Management Review,1984,9(2):284-295.
    [62] Dess, Lumpkin,Covin. Entrepreneurial strategy making and firm performance:tests of contingency and configuration models [J]. Strategic Management Journal,1997,18(9):677-695.
    [63] Dess,Beard. Dimensions of organizational task environments [J].Administrative Science Quarterly,1984,29(1):52-73.
    [64] Delaney, J. T., & Huselid, M. A. The impact of human resource management practices on performance in for-profit and nonprofit organizations [J]. Academy of Management Journal,1996,39:949-969.
    [65] Dimitratos,P.,Lioukas, S. Carter,S. The relationship between entrepreneurship and international performance:the importance of domestic environment[J]. International Business Review,2004,13(1):19-41.
    [66] Duncan. Characteristics of Organizational Environments and PerceivedEnvironmental Uncertainty [J]. Administrative science quarterly,1972,17(3):313-327.
    [67] Edmondson,A. C. Framing for Learning:Lessons in Successful Technology Implementation [J]. California Management Review,2003,45(2):34-54.
    [68] Einar Lier Madsen. The significance of sustained entrepreneurial orientation on performance of firms-A longitudinal analysis [J]. Entrepreneurship & Regional Development,2007,19(2):185-204.
    [69] Emery,EL Trist. The causal texture of organizational environments [J]. Human Relations,1965,24(7):65-77.
    [70] Fiol,C.M.,Lyels,M.A. Organizational learning [J]. Academy of Management Review,1985,10:803-813.
    [71] Gartner. Aspects of organizational emergence [J]. Entrepreneurship,1995,36(10):99-110.
    [72] Garvin,D. A.,Edmondson,A.C.,Gino,F. Is Yours a Learning Organization [J]. Harvard Business Review,2008,86(3):109-116.
    [73] García Morales, V. J.,Lloréns Montes, F. J.,& VerdúJover, A. J. Antecedents and consequences of organizational innovation and organizational learning in entrepreneurship [J]. Industrial Management and Data Systems,2006,106(1/2):21–42.
    [74] Goll,Rasheed. The Moderating Effect of Environmental Munificence and Dynamism on the Relationship between Discretionary Social Responsibility and Firm Performance [J]. Journal of Business Ethics,2004,49(1):41-54.
    [75] Guth , W.D. & Ginsberg , A. Guest Editors' Introduction : Corporate Entrepreneurship [J]. Strategic Management Journal,1990,11(summer):5-15.
    [76] Hanssen-Bauer, J., Snow,C. C. Responding to Hyper competition:The Structure and Processes of a Regional Learning Network Organization [J]. Organization Science,1996,7(4):413-427.
    [77] Hart. An integrative framework for strategy-making processes [J]. Academy of Management Review,1992,17(2):327-351.
    [78] Huber,G.P. Organizational learning: the contributing processes and literature[J]. Organization Science,1991,2,88-115.
    [79] Hult G. T.,Ferrell 0. C. Global organizational learning capacity in purchasing:construct and measurement [M].Business Press 1997,40:97-111.
    [80] Hult,G.T.M., Ferrell,O.C.,Hurley, R.F. Global Organizational learning effects on cycle time performance[J]. Journal of Business Research,2002,55(5):377-387.
    [81] Ireland,R. D.,Reutzel, C. R.& Webb, J. W. Entrepreneurship research in AMJ:What has been published and what might the future hold?[J]. Academy of Management Journal,2005,48(4):556-564.
    [82] Jambulingam,Kathuria,Doucette. Entrepreneurial orientation as a basis for classification within a service industry:the case of retail pharmacy industry[J]. Journal of Operations Management,2005,23(1):23-42.
    [83] Jaworski B.J,Kohli. A K. Market orientation:Antecedents and consequences [J]. Journal of Marketing,1993,57(7):53-70.
    [84] Kaiser,H. F. An Index of Factorial Simplicity [J]. Psychometrika,1974,39:31-36.
    [85] Kim,D. H. The Link between Individual and Organizational Learning [J].Sloan Management Review,1993,35(1):37-50.
    [86] Knight Gary. Cross-Cultural Reliability and validity of a Scale to Measure Firm Entrepreneurial Orientation[J]. Journal of Business Venturing,1997,12(3):213-226.
    [87] Lee,C.,Lee,K.& Pennings,J.M. Internal Capabilities,External Networks,and Performance : A Study on Technology-Based Ventures [J]. Strategic Management Journal,2001,22:615-640.
    [88] Lee,S.,Courtney, J. and O'Keefe,R. A system for organizational learning using cognitive maps [J]. International Journal of Management Science,1992,20:23-36.
    [89] Leonard-Barton,D. The factory as learning laboratory [J]. Sloan ManagementReview,1992,Fall:23-38.
    [90] Lee,Les Tien-Shang and Sukoco,B. M. The Effects of Entrepreneurial Orientation and Knowledge Management Capability on Organizational Effectiveness in Taiwan:The Moderating Role of Social Capital [J]. International Journal of Management,2007,24(3):549-572.
    [91] Levitt,B. & March. J. G. Organizational learning [J]. Annual Review of Sociology,1988,14:319-340.
    [92] Li,Y. H.,et al.,Entrepreneurial orientation and firm performance:The role of knowledge creation process [J]. Industrial Marketing Management,2008,4:26-37.
    [93] Lieberman,Marvin B. and David B. Montgomery. Fist Mover Advantage [J].Strategic Management Journal,1988,9:41-58.
    [94] Lumpkin,G. T. and G. G. Dess. Simplicity as a Strategy-making Process: The effect of stage of organizational development and environment on performance [J].Academy of Management Journal,1995,38(5):1386-1407.
    [95] Lumpkin,Dess. Linking two dimensions of entrepreneurial orientation to firm performance:The moderating role of environment and industry life cycle [J]. Journal of Business Venturing,2001,16(5):429-451.
    [96] Lumpkin,Dess. Clarifying the entrepreneurial orientation construct and linking it to performance [J]. Academy of Management Review,1996,21(1):135-172.
    [97] Lumpkin,Dess. Linking two dimensions of entrepreneurial orientation to firm performance:The moderating role of environment and industry life cycle[J]. Journal of Business Venturing,2001,16(5):429-451.
    [98] Lumpkin,Wales,Ensley. Entrepreneurial orientation effects on new venture performance : the moderating role of new venture age[J]. Academy of management proceedings,2006,6:1-6.
    [99] Lumpkin. G. T. and Dess,G. G. The role of entrepreneurial orientation in stimulating effective corporate entrepreneurship [J]. Academy of Management Executive,2005,19(1):147-156.
    [100] Luo,Zhou,Liu. Entrepreneurial firms in the context of China's transition economy:an integrative framework and empirical examination[J]. Journal of Business Research,2005,58(3):277-284.
    [101] Lussier. A nonfinancial business success versus failure prediction model for young firms [J]. Journal of Small Business Management,1995,33(1):8-20.
    [102] March J.G.,Exploration and Exploitation in Organizational Learning [J]. Organization Science,1991,2:71-87.
    [103] Matsuno. The effects of entrepreneurial proclivity and market orientation on business performance [J]. The Journal of Marketing,2002,66(3):18-32.
    [104] Michael H. Morris, Pamela S. Lewis. The determinants of entrepreneurial activity:Implications for marketing [J]. European Journal of Marketing,1995,29(7):31-48.
    [105] Miller,D. A Preliminary Typology of Organizational Learning:Synthesizing the Literature [J]. Journal of Management,1996,22(3):485-505.
    [106] Miller,D. The structural and environmental correlates of business strategy [J]. Strategic Management Journal,1987,8(1):55-76.
    [107] Miller. The correlates of entrepreneurship in three types of firms [J]. Management science,1983,29(7):770-791.
    [108] Milliken. Three Types of Perceived Uncertainty about the Environment:State,Effect,and Response Uncertainty[J]. Academy of Management review,1987,12(1):133-143.
    [109] Mills,D.O. and Friesen,B.. The learning organization [J]. European Management Journal,1992,10(2):146-156.
    [110] Morgan,R.E.,Turnell,C.R. Market-based organizational Learning and market performance gains[J]. British Journal of Management,2003,14:255-274.
    [111] Morris,Sexton. The concept of entrepreneurial intensity:implications for company performance[J]. Journal of Business Research,1996,36(1):5-13.
    [112] Moorman,Christine and Anne S. Miner. The Impact of Organizational Memory in New Product Performance and Creativity [J]. Journal of MarketingResearch,1997,34(2):91-106.
    [113] Murphy,G.B,Trailer,J. W. Hill,R.C. Measuring performance in entrepreneurship research [J]. Journal of Business Venturing,1996,36(1):15-23.
    [114] Naman,Slevin. Entrepreneurship concept of fit:a model and empirical tests[J]. Strategic Management Journal,1993,14(2):137-153.
    [115] Nevis, E.C.,Di Bella,AJ.,Gould,J.M. Understanding organizations as learning systems [J]. Sloan Management Review,1995,36(2),73-85.
    [116] Nonaka,I. A dynamic theory of organizational knowledge creation [J]. Organization Science,1994,5,14-37.
    [117] Parnell. Five critical challenges in strategy making [J]. SAM Advanced Management Journal,2003,68:158-171.
    [118] Peter F Drucker. The Theory of Business [J]. Harvard Business Review, 1994,72(5):95-104.
    [119] Pilar Jerez-Go'mez , Jose' Ce'spedes-Lorentea , Ramo'n Valle-Cabrerab. Organizational learning capability:a proposal of measurement[J]. Journal of Business Research,2005,58(6):715-725.
    [120] Rauch,Watson. Network intermediaries in international trade [J]. Journal of Economics & Management,2004,13(1):69-93.
    [121] Rodney Runyan,Cornelia Droge,Jane Swinney. Entrepreneurial Orientation versus Small Business Orientation: What Are Their Relationships to Firm Performance? [J]. Journal of Small Business Management,2008,46(4): 567-588.
    [122] Sally Sambrook and Clair Roberts. Corporate entrepreneurship and organizational learning:a review of the literature and the development of a conceptual framework[J]. Strategic Change,2005,14:141-155.
    [123] Shortell. The role of environment in a configurational theory of organizations [J]. Human Relations,1977,24(5):79-88.
    [124] Simon A.L. , Bounded Rationality and Organizational Learning [J].Organization Science,1991,2:125-134.
    [125] Sinkula J.M.,Baker W.E. and Noordewier T. A Framework for Market-Based Organizational Learning:Linking Values,Knowledge,and Behavior[J]. Journal of the Academy of Marketing Science,1997,25(4):305-318.
    [126] Sinkula J.M.,Market Information Processing and Organizational Learning[J]. Journal of Marketing,1994,58(1):35-45.
    [127] Slater, S. F,Narver J. C. Market orientation and the learning organization [J].Journal of Marketing,1995,59(3):63-74.
    [128] Smart , Conant. Entrepreneurial orientation , distinctive marketing competencies and organization performance[J]. Journal of Applied Business Research,1994,10:28-38.
    [129] Stam , W.& Elfring , T. Entrepreneurial orientation and new venture Performance:The moderating role of intra and extra industry social capital [J]. Academy of Management Journal,2008,51(l):97-111.
    [130] Stata R.,Organizational Learning-The Key to Management Innovation [J].Sloan Management Review,1989,30(3):63-74.
    [131] Stevens,E.,Dimitriadis,S. New service development through the lens of organizational learning:evidence from longitudinal case studies[J]. Journal of Business Research,2004,57(10):1074-1084.
    [132] Stopford and Baden-Fuller. Creating corporate entrepreneurship [J].Strategic Management Journal,1994,15(7):521-536.
    [133] Swee Goh. Toward a Learning Organization : The Strategic Building Blocks[J]. Sam Advanced Management Journal,1998,spring:15-22.
    [134] Tang,J.T.,Tang,Z.,Marino,L.D.,Zhang,Y.L.& Li,Q. W. Exploring an inverted U-shape relationship between entrepreneurial orientation and performance in Chinese ventures [J]. Entrepreneurship Theory and Practice,2008,32(1):219-239.
    [135] Tippins,M.J.,Sohi,R.S. IT competency and firm performance: is organizational learning a missing link? [J]. Strategic Management Journal,2003,24(8):745-761.
    [136] Urban et al. Market share rewards to pioneering brands:an empirical analysis and strategic implications [J]. Management Science,1986,32(6):645-661.
    [137] Venkataraman. The distinctive domain of entrepreneurship research [J]. Advances in entrepreneurship,1997,15(7):197-223.
    [138] Venkatraman, N., Ramanujam, V. Measurement of business performance in strategy research:a comparison of approaches[J]. Academy of Management Review,1986,11(4):801-815.
    [139] Voss,Z.,Voss,G.,and Moorman,C. An Empirical Examination of the Complex Relationships between Entrepreneurial Orientation and Stakeholder Support [J]. European Journal of Marketing,2005,39(10):1132-1150.
    [140] Wiklund J. The sustainability of the entrepreneurial orientation-performance relationship [J]. Entrepreneurship Theory and Practice,1999,24:37-48.
    [141] Wiklund,Shepherd. Research notes and commentaries:knowledge-based resources,entrepreneurial orientation,and the performance of small and medium-sized business[J]. Strategic Management Journal,2003,24(13): 1307-1314.
    [142] Zahra Shaker A,Sapienza,Harry J,Davidsson Per. Entrepreneurship and dynamic capabilities:A review,model and research agenda [J]. Journal of Management Studies,2006,43(4):917-955.
    [143] Zahra,Neubaum. Environmental Adversity and the Entrepreneurial Activities of New Ventures [J]. Journal of Developmental Entrepreneurship,1998,3(2): 123-140.
    [144] Zahra , S , Covin , J.C. Contextual influences on the corporate entrepreneurship-performance relationship:A longitudinal analysis [J]. Journal of Business Venturing,1995,10(1):43-58.
    [145] Zahra,Covin. Contextual influences on the corporate entrepreneurship- Performance relationship: a Longitudinal Analysis[J]. Journal of Business Venture,1995,10(3):43-58.
    [146] Zahra,Covin. Contextual influences on the corporate entrepreneurship -Performance relationship:a Longitudinal Analysis[J]. Journal of Business Venture,1995,10(3):43-58.
    [147] Zahra , Garvis. International corporate entrepreneurship and firm performance:The moderating effect of international environmental hostility[J]. Journal of Business Venturing,2000,15(5-6):469-492.
    [148] Zahra,Nielsen,Bogner. Corporate entrepreneurship,knowledge,and competence development [J]. Entrepreneurship:Theory and Practice,1999,23(8):158-175.
    [149] Zahra,S.A.,Jennings,D.F.& Kuratko,D. Guest Editors' Introduction: Corporate Entrepreneurship in a Global Economy. Entrepreneurship [J]. Theory and Practice,1999,24(l):5-8.
    [150] Zahra. A conceptual model of entrepreneurship as firm behavior:a critique and extension[J]. Entrepreneurship:Theory and Practice,1993,17(4):5-21.
    [151] Zahra,S. A.,Nielsen,A. P. & Bonger,W. Corporate entrepreneurship, knowledge,and competence development [J]. Entrepreneurship:Theory and Practice,1999,23(3):69-90.
    [152] Z.C. Li,Hung-Tsai Huang,J. Huang. Super convergence and Stability for Boundary Penalty Techniques of Finite Difference Methods[J]. Numerical Methods for Partial Differential Equations,2008,24(3):972-990.

© 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