合作组织惯例形成影响因素研究述评与未来展望
5151 
774
外国经济与管理 2014 年 第 36 卷第 03 期, 页码：56 - 64
摘要
参考文献
摘要
惯例是维持并协调网络稳定、高效运行的核心要素,有关合作组织惯例的研究已成为当务之急。本文从组织个体层面、组织网络属性层面、组织间合作层面以及网络整体层面对合作组织惯例形成影响因素的研究成果进行了系统梳理,提出了一个合作组织惯例形成的整合研究框架,并对未来研究进行了简要展望。
[1]Abell P,et al.Building micro-foundations for the routines,capabilities,and performance links[J].Managerial and Decision Economics,2008,29(6):489-502.
[2]Becker M.Organizational routines:A review of the literature[J].Industrial and Corporate Change,2004,13(4):643-678.
[3]Becker M.A framework for applying organizational routines in empirical research:Linking antecedents,characteristics and performance outcomes of recurrent interaction patterns[J].Industrial and Corporate Change,2005,14(5):817-846.
[4]Blume A,et al.Dynamic coordination via organizational routines[R].Working Paper,European School of Management and Technology,2011.
[5]Botero I and Van Dyne L.Employee voice behavior interactive effects of LMX and power distance in the United States and Colombia[J].Management Communication Quarterly,2009,23(1):84-104.
[6]Bresman H.Changing routines:A process model of vicarious group learning in pharmaceutical R&D[J].Academy of Management Journal,2013,56(1):35-61.
[7]Chassang S.Building routines:Learning,cooperation,and the dynamics of incomplete relational contracts[J].American Economic Review,2010,100(1):448-465.
[8]Clemson T and Evans T.The emergence of leadership in social networks[J].Physica A:Statistical Mechanics and its Applications,2012,391(4):1434-1444.
[9]Cohen M.Perceiving and remembering routine action:Fundamental micro-level origins[J].Journal of Management Studies,2012,49(8):1383-1388.
[10]Dacin M,et al.The legitimacy of strategic alliances:An institutional perspective[J].Strategic Management Journal,2007,28(2):169-187.
[11]Dangelico R,et al.A system dynamics model to analyze technology districts’evolution in a knowledge-based perspective[J].Technovation,2010,30(2):142-153.
[12]Das T and Kumar R.Regulatory focus and opportunism in the alliance development process[J].Journal of Management,2011,37(3):682-708.
[13]De Clercq D and Dimov D.Internal knowledge development and external knowledge access in venture capital investment performance[J].Journal of Management Studies,2007,45(3):585-612.
[14]Dhanaraj C and Parkhe A.Orchestrating innovation networks[J].Academy of Management Review,2006,31(3):659-669.
[15]Dionysiou D and Tsoukas H.Understanding the(re)creation of routines from within:A symbolic interactionist perspective[J].Academy of Management Review,2013,38(2):181-205.
[16]Dyer J and Singh H.The relational view:Cooperative strategy and sources of interorganizational competitive advantage[J].Academy of Management Review,1998,23(4):660-679.
[17]Elsner W,et al.Simplistic vs.complex organization:Markets,hierarchies,and networks in an organizational triangle—A simple heuristic to analyze real-world organizational forms[J].Journal of Economic Issues,2010,44(1):1-30.
[18]Essén A.Variability as a source of stability:Studying routines in the elderly home care setting[J].Human Relations,2008,61(11):1617-1644.
[19]Farh J,et al.Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China:Comparing the effects of power distance and traditionality[J].Academy of Management Journal,2007,50(3):715-729.
[20]Feldman M.A performative perspective on stability and change in organizational routines[J].Industrial and Corporate Change,2003,12(4):727-752.
[21]Feldman M and Pentland B.Reconceptualizing organizational routines as a source of flexibility and change[J].Administrative Science Quarterly,2003,48(1):94-118.
[22]Friesl M and Larty J.Replication of routines in organizations:Existing literature and new perspectives[J].International Journal of Management Reviews,2012,15(1):106-122.
[23]Garud R,et al.Path dependence or path creation?[J].Journal of Management Studies,2009,47(4):760-774.
[24]Gassmann O,et al.Implementing radical innovation in the business:The role of transition modes in large firms[J].R&D Management,2012,42(2):120-132.
[25]Goerzen A and Beamish P.The effect of alliance network diversity on multinational enterprise performance[J].Strategic Management Journal,2005,26(4):333-354.
[26]Hkansson H and Snehota I.No business is an island:the network concept of business strategy[J].Scandinavian Journal of Management,1989,5(3):187-200.
[27]Jackson S,et al.Recent research on team and organizational diversity:SWOT analysis and implications[J].Journal of Management,2003,29(6):801-830.
[28]Jimeno J and Thomas C.Collective bargaining,firm heterogeneity and unemployment[J].European Economic Review,2013,59(5):63-79.
[29]Joshi A.The influence of organizational demography on the external networking behavior of teams[J].Academy of Management Review,2006,31(3):583-595.
[30]Koza M and Lewin A.The co-evolution of strategic alliances[J].Organization Science,1998,9(3):255-264.
[31]Kumar K,et al.Strategic orientation,innovation patterns and performances of SMEs and large companies[J].Journal of Small Business and Enterprise Development,2012,19(1):132-145.
[32]Labatut J,et al.Discipline and change:How technologies and organizational routines interact in new practice creation[J].Organization Studies,2012,33(1):39-69.
[33]Leonardi P.When flexible routines meet flexible technologies:Affordance,constraint,and the imbrication of human and material agencies[J].Mis Quarterly,2011,35(1):147-167.
[34]Li C.To learn or not to learn:A question of power relations in organizational routines[J].Management Review,2010,29(1):107-117.
[35]Li Y,et al.Entrepreneurial orientation,strategic flexibilities and indigenous firm innovation in transitional China[J].International Journal of Technology Management,2008,41(1):223-246.
[36]Lin C and Lin H.Maker-buyer strategic alliances:An integrated framework[J].Journal of Business&Industrial Marketing,2009,25(1):43-56.
[37]Liu T.Knowledge transfer:Past research and future directions[J].Business Review,2007,7(1):273-281.
[38]Massini S,et al.Innovators and imitators:Organizational reference groups and adoption of organizational routines[J].Research Policy,2005,34(10):1550-1569.
[39]McEvily B and Marcus A.Embedded ties and the acquisition of competitive capabilities[J].Strategic management journal,2005,26(11):1033-1055.
[40]Miller K,et al.Dynamics of performing and remembering organizational routines[J].Journal of Management Studies,2012,49(8):1536-1558.
[41]Mohamed H,et al.Rise and fall of knowledge power:An in-depth investigation[J].Humanomics,2008,24(1):17-27.
[42]Mller K and Svahn S.Role of knowledge in value creation in business nets[J].Journal of Management Studies,2006,43(5):985-1007.
[43]Nishiyama H and Yamaguchi M.Technological constraints,firm heterogeneity,and location choice of multinational enterprises[J].Review of International Economics,2013,21(5):996-1005.
[44]Pavlov A and Bourne M.Explaining the effects of performance measurement on performance:An organizational routines perspective[J].International Journal of Operations&Production Management,2011,31(1):101-122.
[45]Pentland B and Feldman M.Designing routines:On the folly of designing artifacts,while hoping for patterns of action[J].Information and Organization,2008,18(4):235-250.
[46]Pentland B,et al.Dynamics of organizational routines:A generative model[J].Journal of Management Studies,2012,49(8):1484-1508.
[47]Pierce L.Big losses in ecosystem niches:How core firm decisions drive complementary product shakeouts[J].Strategic Management Journal,2009,30(3):323-347.
[48]Powell W,et al.Interorganizational collaboration and the locus of innovation:Networks of learning in biotechnology[J].Administrative Science Quarterly,1996,41(1):116-145.
[49]Reinholt M,et al.Why a central network position isn’t enough:The role of motivation and ability for knowledge sharing in employee networks[J].Academy of Management Journal,2011,54(6):1277-1297.
[50]Swaminathan A.Framing interorganizational network change:A network inertia perspective[J].Academy of Management Review,2006,31(3):704-720.
[51]Tong J and Mitra A.Chinese cultural influences on knowledge management practice[J].Journal of knowledge management,2009,13(2):49-62.
[52]Tsai W and Ghoshal S.Social capital and value creation:The role of intrafirm networks[J].Academy of Management Journal,1998,41(4):464-476.
[53]Wallace C and Chen G.A multilevel integration of personality,climate,self-regulation,and performance[J].Personnel Psychology,2006,59(3):529-557.
[54]Wassmer U and Dussauge P.Value creation in alliance portfolios:The benefits and costs of network resource interdependencies[J].European Management Review,2011,8(1):47-64.
[55]Zaheer A and Bell G.Benefiting from network position:Firm capabilities,structural holes,and performance[J].Strategic Management Journal,2005,26(9):809-825.
[56]Zaheer A and Soda G.Network evolution:The origins of structural holes[J].Administrative Science Quarterly,2009,54(1):1-31.
[57]Zollo M,et al.Interorganizational routines and performance in strategic alliances[J].Organization Science,2002,13(6):701-713.
[58]陈学光,徐金发.网络组织及其惯例的形成——基于演化论的视角[J].中国工业经济,2006,(4):52-58.
[59]党兴华,孙永磊.技术创新网络位置对网络惯例的影响研究——以组织间信任为中介变量[J].科研管理,2013,(4):1-8.
[60]李彬,王凤彬,秦宇.动态能力如何影响组织操作常规?——一项双案例比较研究[J].管理世界,2013,(8):136-153.
[61]罗珉,任丽丽.组织间关系:界面规则的演进与内在机理研究[J].中国工业经济,2010,(1):84-93.
[62]孙永磊,党兴华.基于知识权力的网络惯例形成研究[J].科学学研究,2013,(9):1372-1380.
[63]王永伟,马洁,吴湘繁,等.变革型领导行为、组织学习倾向与组织惯例更新的关系研究[J].管理世界,2012,(9):110-119.
[2]Becker M.Organizational routines:A review of the literature[J].Industrial and Corporate Change,2004,13(4):643-678.
[3]Becker M.A framework for applying organizational routines in empirical research:Linking antecedents,characteristics and performance outcomes of recurrent interaction patterns[J].Industrial and Corporate Change,2005,14(5):817-846.
[4]Blume A,et al.Dynamic coordination via organizational routines[R].Working Paper,European School of Management and Technology,2011.
[5]Botero I and Van Dyne L.Employee voice behavior interactive effects of LMX and power distance in the United States and Colombia[J].Management Communication Quarterly,2009,23(1):84-104.
[6]Bresman H.Changing routines:A process model of vicarious group learning in pharmaceutical R&D[J].Academy of Management Journal,2013,56(1):35-61.
[7]Chassang S.Building routines:Learning,cooperation,and the dynamics of incomplete relational contracts[J].American Economic Review,2010,100(1):448-465.
[8]Clemson T and Evans T.The emergence of leadership in social networks[J].Physica A:Statistical Mechanics and its Applications,2012,391(4):1434-1444.
[9]Cohen M.Perceiving and remembering routine action:Fundamental micro-level origins[J].Journal of Management Studies,2012,49(8):1383-1388.
[10]Dacin M,et al.The legitimacy of strategic alliances:An institutional perspective[J].Strategic Management Journal,2007,28(2):169-187.
[11]Dangelico R,et al.A system dynamics model to analyze technology districts’evolution in a knowledge-based perspective[J].Technovation,2010,30(2):142-153.
[12]Das T and Kumar R.Regulatory focus and opportunism in the alliance development process[J].Journal of Management,2011,37(3):682-708.
[13]De Clercq D and Dimov D.Internal knowledge development and external knowledge access in venture capital investment performance[J].Journal of Management Studies,2007,45(3):585-612.
[14]Dhanaraj C and Parkhe A.Orchestrating innovation networks[J].Academy of Management Review,2006,31(3):659-669.
[15]Dionysiou D and Tsoukas H.Understanding the(re)creation of routines from within:A symbolic interactionist perspective[J].Academy of Management Review,2013,38(2):181-205.
[16]Dyer J and Singh H.The relational view:Cooperative strategy and sources of interorganizational competitive advantage[J].Academy of Management Review,1998,23(4):660-679.
[17]Elsner W,et al.Simplistic vs.complex organization:Markets,hierarchies,and networks in an organizational triangle—A simple heuristic to analyze real-world organizational forms[J].Journal of Economic Issues,2010,44(1):1-30.
[18]Essén A.Variability as a source of stability:Studying routines in the elderly home care setting[J].Human Relations,2008,61(11):1617-1644.
[19]Farh J,et al.Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China:Comparing the effects of power distance and traditionality[J].Academy of Management Journal,2007,50(3):715-729.
[20]Feldman M.A performative perspective on stability and change in organizational routines[J].Industrial and Corporate Change,2003,12(4):727-752.
[21]Feldman M and Pentland B.Reconceptualizing organizational routines as a source of flexibility and change[J].Administrative Science Quarterly,2003,48(1):94-118.
[22]Friesl M and Larty J.Replication of routines in organizations:Existing literature and new perspectives[J].International Journal of Management Reviews,2012,15(1):106-122.
[23]Garud R,et al.Path dependence or path creation?[J].Journal of Management Studies,2009,47(4):760-774.
[24]Gassmann O,et al.Implementing radical innovation in the business:The role of transition modes in large firms[J].R&D Management,2012,42(2):120-132.
[25]Goerzen A and Beamish P.The effect of alliance network diversity on multinational enterprise performance[J].Strategic Management Journal,2005,26(4):333-354.
[26]Hkansson H and Snehota I.No business is an island:the network concept of business strategy[J].Scandinavian Journal of Management,1989,5(3):187-200.
[27]Jackson S,et al.Recent research on team and organizational diversity:SWOT analysis and implications[J].Journal of Management,2003,29(6):801-830.
[28]Jimeno J and Thomas C.Collective bargaining,firm heterogeneity and unemployment[J].European Economic Review,2013,59(5):63-79.
[29]Joshi A.The influence of organizational demography on the external networking behavior of teams[J].Academy of Management Review,2006,31(3):583-595.
[30]Koza M and Lewin A.The co-evolution of strategic alliances[J].Organization Science,1998,9(3):255-264.
[31]Kumar K,et al.Strategic orientation,innovation patterns and performances of SMEs and large companies[J].Journal of Small Business and Enterprise Development,2012,19(1):132-145.
[32]Labatut J,et al.Discipline and change:How technologies and organizational routines interact in new practice creation[J].Organization Studies,2012,33(1):39-69.
[33]Leonardi P.When flexible routines meet flexible technologies:Affordance,constraint,and the imbrication of human and material agencies[J].Mis Quarterly,2011,35(1):147-167.
[34]Li C.To learn or not to learn:A question of power relations in organizational routines[J].Management Review,2010,29(1):107-117.
[35]Li Y,et al.Entrepreneurial orientation,strategic flexibilities and indigenous firm innovation in transitional China[J].International Journal of Technology Management,2008,41(1):223-246.
[36]Lin C and Lin H.Maker-buyer strategic alliances:An integrated framework[J].Journal of Business&Industrial Marketing,2009,25(1):43-56.
[37]Liu T.Knowledge transfer:Past research and future directions[J].Business Review,2007,7(1):273-281.
[38]Massini S,et al.Innovators and imitators:Organizational reference groups and adoption of organizational routines[J].Research Policy,2005,34(10):1550-1569.
[39]McEvily B and Marcus A.Embedded ties and the acquisition of competitive capabilities[J].Strategic management journal,2005,26(11):1033-1055.
[40]Miller K,et al.Dynamics of performing and remembering organizational routines[J].Journal of Management Studies,2012,49(8):1536-1558.
[41]Mohamed H,et al.Rise and fall of knowledge power:An in-depth investigation[J].Humanomics,2008,24(1):17-27.
[42]Mller K and Svahn S.Role of knowledge in value creation in business nets[J].Journal of Management Studies,2006,43(5):985-1007.
[43]Nishiyama H and Yamaguchi M.Technological constraints,firm heterogeneity,and location choice of multinational enterprises[J].Review of International Economics,2013,21(5):996-1005.
[44]Pavlov A and Bourne M.Explaining the effects of performance measurement on performance:An organizational routines perspective[J].International Journal of Operations&Production Management,2011,31(1):101-122.
[45]Pentland B and Feldman M.Designing routines:On the folly of designing artifacts,while hoping for patterns of action[J].Information and Organization,2008,18(4):235-250.
[46]Pentland B,et al.Dynamics of organizational routines:A generative model[J].Journal of Management Studies,2012,49(8):1484-1508.
[47]Pierce L.Big losses in ecosystem niches:How core firm decisions drive complementary product shakeouts[J].Strategic Management Journal,2009,30(3):323-347.
[48]Powell W,et al.Interorganizational collaboration and the locus of innovation:Networks of learning in biotechnology[J].Administrative Science Quarterly,1996,41(1):116-145.
[49]Reinholt M,et al.Why a central network position isn’t enough:The role of motivation and ability for knowledge sharing in employee networks[J].Academy of Management Journal,2011,54(6):1277-1297.
[50]Swaminathan A.Framing interorganizational network change:A network inertia perspective[J].Academy of Management Review,2006,31(3):704-720.
[51]Tong J and Mitra A.Chinese cultural influences on knowledge management practice[J].Journal of knowledge management,2009,13(2):49-62.
[52]Tsai W and Ghoshal S.Social capital and value creation:The role of intrafirm networks[J].Academy of Management Journal,1998,41(4):464-476.
[53]Wallace C and Chen G.A multilevel integration of personality,climate,self-regulation,and performance[J].Personnel Psychology,2006,59(3):529-557.
[54]Wassmer U and Dussauge P.Value creation in alliance portfolios:The benefits and costs of network resource interdependencies[J].European Management Review,2011,8(1):47-64.
[55]Zaheer A and Bell G.Benefiting from network position:Firm capabilities,structural holes,and performance[J].Strategic Management Journal,2005,26(9):809-825.
[56]Zaheer A and Soda G.Network evolution:The origins of structural holes[J].Administrative Science Quarterly,2009,54(1):1-31.
[57]Zollo M,et al.Interorganizational routines and performance in strategic alliances[J].Organization Science,2002,13(6):701-713.
[58]陈学光,徐金发.网络组织及其惯例的形成——基于演化论的视角[J].中国工业经济,2006,(4):52-58.
[59]党兴华,孙永磊.技术创新网络位置对网络惯例的影响研究——以组织间信任为中介变量[J].科研管理,2013,(4):1-8.
[60]李彬,王凤彬,秦宇.动态能力如何影响组织操作常规?——一项双案例比较研究[J].管理世界,2013,(8):136-153.
[61]罗珉,任丽丽.组织间关系:界面规则的演进与内在机理研究[J].中国工业经济,2010,(1):84-93.
[62]孙永磊,党兴华.基于知识权力的网络惯例形成研究[J].科学学研究,2013,(9):1372-1380.
[63]王永伟,马洁,吴湘繁,等.变革型领导行为、组织学习倾向与组织惯例更新的关系研究[J].管理世界,2012,(9):110-119.
引用本文
孙永磊, 党兴华, 宋晶. 合作组织惯例形成影响因素研究述评与未来展望[J]. 外国经济与管理, 2014, 36(3): 56–64.
导出参考文献，格式为：
下一篇：合作式谈判研究述评与展望
