探索与开发之间的张力及其解决机制探析
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外国经济与管理 2010 年 第 32 卷第 12 期, 页码：19 - 26
摘要
参考文献
摘要
本文遵循"表现形式——形成机理——解决机制——组织结果"的分析框架,深入探讨了有关探索与开发间张力的问题。首先,文章从探索性活动与开发性活动之间的张力在组织各个领域的表现形式和特征入手,阐述了探索与开发间张力的形成机理,然后从专业性市场交易机制、建立双元组织、实现搜寻平衡和创建互补性整合机制等方面阐述了解决企业探索与开发之间张力的机制,最后提出了未来相关研究的动态性、跨层次性和情境性问题。
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[2]Gupta,A,Smith,K G,and Shalley,C E.Theinterplay between exploration and exploitation[J].Academy of Management Journal,2006,49(4):693-706.
[3]Gibson,C B,and Birkinshaw,J.The antecedents,consequences and mediating role of organizational ambidexterity[J].Academy ofManagement Journal,2004,47(2):209-226.
[4]Floyd,S,and Lane,P.Strategizing throughout the organization:Managing role conflict in strategic renewal[J].Academy of Man-agement Review,2000,25(1):154-177.
[5]Ahuja,G,and Lampert,C.Entrepreneurshipin the large corporation:Alongitudinal study of howestablished firms create break-throughinventions[J].Strategic Management Journal,2001,22(5/6):521-543.
[6]Andriopoulos,C,and Lewis,M W.Exploitation-exploration tensions and organizational ambidexterity:Managing paradoxes of in-novation[J].Organization Science,2009,20(4):696-717.
[7]March,J G.Exploration and exploitationin organizational learning[J].Organization Science,1991,2(1):71-87.
[8]Smith,W K,and Tushman,M L.Managing strategic contradictions:Atop management model for managing innovation streams[J].Organization Science,2005,16(5):522-536.
[9]Leonard-Barton,D.Core capabilities and core rigidities:A paradox in managing new product development[J].Strategic Manage-ment Journal,1992,13(Sum.):111-125.
[10]Raisch,Birkinshaw.Organizational ambidexterity:Antecedents,outcomes,and moderators[J].Journal of Management,2008,34(3):375-409.
[11]Raisch,S,BirkinShaw,J,Probst,G,and Tushman,ML.Organizational ambidexterity:Balancing exploitation and exploration forsustained performance[J].Organizational Science,2009,20(4):685-695.
[12]Atuahene-Gi ma,K.Resolving the capability-rigidity paradoxin newproduct innovation[J].Journal of Marketing,2005,69(10):61-83.
[13]Jansen,J J P,van den Bosch,F A J,and Volberda,H W.Exploratory innovation,exploitative innovation,and performance:Effects of organizational antecedents and environmental moderators[J].Management Science,2006,52(11):1 661-1 674.
[14]Benner,MJ,and Tushman,M L.Exploitation,exploration,and process management:The productivity dilemma revisited[J].Academy of Management Review,2003,28(2):238-256.
[15]Tushman,ML,and O’Reilly,C A.Ambidextrous organizations:Managing evolutionary and revolutionary change[J].CaliforniaManagement Review,1996,38(4):8-30.
[16]Gilbert,C G.Unbundling the structure of inertia:Resource vs.routine rigidity[J].Academy of Management Journal,2005,48(5):741-763.
[17]Christensen,C M.The innovator’s dilemma[M].Cambridge,MA:Harvard Business School Press,1998.
[18]O’Reilly,C A,and Tushman,ML.The ambidextrous organization[J].Harvard Business Review,2004,82(4):74-81.
[19]凌鸿,赵付春,邓少军.双元性理论和概念的批判性回顾与未来研究展望[J].外国经济与管理,2010,32(1):25-33.
[20]Sidhu,J S,Commandeur,H R,and Volberda,H W.The multifaceted nature of exploration and exploitation:Value of supply,de-mand,and spatial search for innovation[J].Organizational Science,2007,18(1):20-38.
[21]Cyert,R M,and March,J G.Abehavioral theory of the firm[M].Englewood Ciffs,NJ:Prentice-Hall,1963.
[22]Taylor,A,and Helfat,C E.Organizational linkages for surviving technological change:Complementary assets,middle manage-ment,and ambidexterity[J].Organizational Science,2009,20(4):718-739.
引用本文
奉小斌, 陈丽琼. 探索与开发之间的张力及其解决机制探析[J]. 外国经济与管理, 2010, 32(12): 19–26.
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