开放式创新视角下双元与绩效关系研究脉络与未来展望
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外国经济与管理 2015 年 第 37 卷第 07 期, 页码：
摘要
参考文献
摘要
开放式创新为解决探索与应用共存的双元难题提供了新的视角与方向，吸引着学者们不断探讨开放式创新下双元对绩效的影响。本文在双元理论基础上，融合开放式创新的视角，对开放式创新下双元与绩效关系的研究脉络与最新进展进行了梳理。文章首先回顾了开放式创新视角下双元定义与测量的演变；其次，从和谐观和分离观两个角度归纳开放式创新下双元与绩效关系的研究进展和双元实现方式；进一步，从资源基础观、动态资源管理观、环境观和组织观四个角度出发，讨论双元与绩效间的调节机制；最后，从四个方面提出开放式创新视角下的双元未来研究方向。文章在双元研究中融入开放式创新的视角，使双元理论的研究与应用打破了组织界限，为后续开展跨越组织界限的双元研究提供了基础，为企业面对开放式创新挑战实现探索与应用双元提供了借鉴。
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［3］Benner M J and Tushman M L. Exploitation，exploration and process management：The productivity dilemma revisited ［J］. Academy of Management Review,2003,28:238-256.
［4］Bierly P E and Daly P S. Alternative knowledge strategies，competitive environment，an organizational performance in small manufacturing firms［J］.Entrepreneurship Theory and Practice,2007,31:493-516.
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［7］Cao Q，Simsek Z，and Zhang H P. Modeling the joint impact of the CEO and the TMT on organizational ambidexterity ［J］. Journal of Management Studies,2010,47(7):1272-1296.
［8］CaspinWagner，et al. Balancing exploration and exploitation for firm’s superior performance：The role of the environment［C］. Paper presented at the annual meetings of the Academy of Management，2012.
［9］Chandrasekaran A ，et al. Antecedents to ambidexterity competency in high technology organizations ［J］. Journal of Operations Management,2012,30(1-2):134-151.
［10］Geerts，et al .Achieving a balance between exploration and exploitation in service firms：A longitudinal study［C］. Paper presented at the annual meetings of the Academy of Management,2010.
［11］Gibson C and Birkinshaw J. The antecedents，consequences and mediating role of organizational ambidexterity［J］. Academy of Management Journal,2004,47(2):209-266.
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［13］Goosen ,et al. Consistently capricious：The performance effects of simultaneous and sequential ambidexterity［C］. Paper presented at the annual meetings of the Academy of Management，2012.
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［19］Huang S and Cummins J N. When critical knowledge is most critical： Centralization in knowledgeintensive teams ［J］. Small Group Research，2011，42(6):669-699.
［20］Im G and Rai A . Knowledge sharing ambidexterity in longterm interorganizational relationships［J］.Management Science,2008,54:1281-1296.
［21］Jansen J J ,Vera D and Crossan M. Strategic leadership for exploration and exploitation：The moderating role of environmental dynamism ［J］. The Leadership Quarterly,2009,20:5-18.
［22］Jansen J P ,et al. Managing potential and realized absorptive capacity：How do organizational antecedents matter? ［J］Academy of Management Journal，2005，48:999-1015.
［23］Jansen J J，Simsek Z and Cao Q .Ambidexterity and performance in multiunit contexts：Crosslevel moderating effects of structural and resource attributes ［J］. Strategic Management Journal,2012,33(11):1286-1303.
［24］Jansen J J ，et al. Structural differentiation and ambidexterity:The mediating role of integration mechanisms ［J］. Organization Science,2009,20:797-811.
［25］Jansen J，Van Den Bosch F and Volberda H W. Exploratory innovation，exploitative innovation and performance：Effects of organizational antecedents and environmental moderators［J］. Management Science，2006，52:1661-1674.
［26］Junni P ,et al. Organizational ambidexterity and performance：A metaanalysis ［J］. The Academy of Management Perspectives,2013,27(4):299-312.
［27］Lavie D，Kang J and Rosenkopf L. Balance within and across domains：The performance implications of exploration and exploitation in alliances［J］.Organization Science,2011,22(6):1517-1538.
［28］Lavie D and Rosenkopf L . Balancing exploration and exploitation in alliance formation ［J］. Academy of Management Journal,2006,49(4):797-818.
［29］Lavie D ，Stettner U and Tushman M. Exploration and exploitation within and across organizations［J］. Academy of Management Annals,2010,4(1):109-155.
［30］Lin Z，Yang H B and Demirkan I .The performance consequences of ambidexterity in strategic alliance formations：Empirical investigation and computational theorizing ［J］. Management Science,2007,53：1645-1658.
［31］Lubatkin M H ,et al. Ambidexterity and performance in Smallto MediumSized firms:The pivotal role of top management team behavioral integration ［J］. Journal of Management,2006,32(5):646-672.
［32］MaY.C.and Li P. Resource Structuring and Ambidexterity：The contingent role of managerial ties in new ventures［C］. Paper presented at the annual meetings of the Academy of Management，2014.
［33］March J G. Exploration and exploitation in organizational learning ［J］. Organization Science,1991,2:71-87.
［34］Mom T J M,et al.Understanding variation in managers’ ambidexterity:Investigating direct and interaction effects of formal structural and personal coordination mechanisms［J］.Organization Science,2009,20(4):812-828.
［35］Mudambi R and Swift T. Knowing when to leap：Transitioning between exploitative and explorative R&D［J］. Strategic Management Journal，2014,35(1):126-145.
［36］O’Reilly C A and Tushman M L. The ambidextrous organization ［J］. Harvard Business Review,2004,82:74-81.
［37］O’Reilly C A and Tushman M L. Ambidexterity as a dynamic capability:Resolving the innovator’s dilemma ［J］. Research in Organizational Behavior,2007,28:1-60.
［38］O’Reilly C A and Tushman M L. Organizational ambidexterity：Past，present and future ［J］. The Academy of Management Perspectives,2013，27（4）：324-338.
［39］Phene A ,et al . When do acquisitions facilitate technological exploration and exploitation? ［J］.Journal of Management,2012,38:753-783.
［40］Raisch S and Birkinshaw J. Organizational ambidexterity：antecedents， outcomes， and moderators［J］. Journal of Management，2008，34（3）：375-409.
［41］Raisch S,et al.. Organizational ambidexterity：Balancing exploitation and exploration for sustained performance［J］.Organization Science，2009，20（4）：685-695.
［42］Rothaermel F T and Alexandre M T .Ambidexterity in technology sourcing：The moderating role of absorptive capacity ［J］. Organization Science，2009，20（4）：759-780.
［43］Russo A.and Vurro C.. Crossboundary ambidexterity：Balancing exploration and exploitation in the fuel cell industry ［J］. European Management Review，2010，7：30-45.
［44］Smith W K and Tushman M L. Managing strategic contradictions：A top management model for managing innovation streams ［J］. Organization Science，2005，16：522-536.
［45］Sidhu J S. Exploring exploration orientation and its determinants： Some empirical evidence ［J］. Journal of Management Studies，2004，41：913-932.
［46］Siggelkow N and Rivkin J W. Speed and search： Designing organizations for turbulence and complexity ［J］. Organization Science，2005，16：101-122.
［47］Simsek Z,et al. A typology for aligning organizational ambidexterity’s dimension， antecedents，and performance outcomes［J］. Journal of Management Studies，2009， 46（5）：864-894.
［48］Stettner U and Lavie D. Ambidexterity under scrutiny：Exploration and exploitation via internal organization， alliances， and acquisitions［J］.Strategic Management Journal， 2014，35（12）：1903-1929.
［49］Su P and McNamara P. Exploration and exploitation within and across intraorganizational domains and their reactions to firmlevel failure［J］. Technology Analysis & Strategic Management，2012,24(2)：129-149.
［50］Su Z F,et al. Exploratory learning and exploitative learning in different organizational structures ［J］. Asia Pacific Journal of Management， 2011，28（4）：697-714.
［51］Tempelaar M P and Van De V V. Dynamism，munificence，internal and external explorationexploitation and their performance effects［C］. Paper presented at the annual meetings of the Academy of Management,2012.
［52］Tushman M L and O’Reilly C A . Ambidextrous organizations：Managing evolutionary and revolutionary change ［J］. California Management Review，1996，38(4)：8-30.
［53］Tushman M L,et al.Organizational designs and innovation streams［R］.Working paper，Harvard Business School，2006.
［54］Tushman M L,et al. Organizational designs and innovation streams ［J］. Industrial and Corporate Change， 2010，19：1331-1366.
［55］Uotila J,et al.Exploration exploitation，and financial performance：analysis of S&P 500 corporations［J］.Strategic Management Journal，2009，30：221-231.
［56］Wang H L and Li J T . Untangling the effects of over exploration and over exploitation on organizational performance：The moderating role of organizational dynamism ［J］. Journal of Management，2008，34： 925-951.
［57］Wei Z L ,et al.Organizational learning ambidexterity，strategic flexibility，and new product development［J］.Journal of Product Innovation Management，2014，31（4）：832-847.
［58］Wei Z，et al. Organizational ambidexterity，market orientation，and firm performance ［J］. Journal of Engineering and Technology Management，2014，33：134-153.
［59］Yang H B and AtuaheneGima K. Ambidexterity in product innovation management： The direct and contingent effects on firm performance［C］. Paper presented at the annual meetings of the Academy of Management,2007.
［60］Yang H，Zheng Y and Zhao X. Exploration or exploitation? Small firms’ alliance strategies with large firms ［J］. Strategic Management Journal，2014，35(1)：146-157.
［61］Zhao J and Li Y. Organizational Ambidexterity，comparative balance，and coordination effectiveness［C］. Paper presented at the International Association for Chinese Management Research,2014.
［62］Zhou K Z and Wu F. Technological capability，strategic flexibility，and product innovation ［J］. Strategic Management Journal，2010，31(5)：547-560.
［63］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.
［64］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.
［65］张玉利，李乾文.双元型组织研究评介［J］.外国经济与管理，2010，28(1)：1-8.
［66］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.
［2］Auh S and Menguc B. Balancing exploration and exploitation:The moderating role of competitive intensity ［J］. Journal of Business Research,2005,58:1652-1661.
［3］Benner M J and Tushman M L. Exploitation，exploration and process management：The productivity dilemma revisited ［J］. Academy of Management Review,2003,28:238-256.
［4］Bierly P E and Daly P S. Alternative knowledge strategies，competitive environment，an organizational performance in small manufacturing firms［J］.Entrepreneurship Theory and Practice,2007,31:493-516.
［5］Burton M D，O’Reilly C A and Bidwell M. Management systems for exploration and exploitation：The microfoundations of organizational ambidexterity［C］. Paper presented at the annual meetings of the Academy of Management，Boston，2012.
［6］Cao Q，Gedajlovic E and Zhang H P. Unpacking organizational ambidexterity：Dimensions，contingencies and synergistic effects［J］.Organization Science,2009,20:781-796.
［7］Cao Q，Simsek Z，and Zhang H P. Modeling the joint impact of the CEO and the TMT on organizational ambidexterity ［J］. Journal of Management Studies,2010,47(7):1272-1296.
［8］CaspinWagner，et al. Balancing exploration and exploitation for firm’s superior performance：The role of the environment［C］. Paper presented at the annual meetings of the Academy of Management，2012.
［9］Chandrasekaran A ，et al. Antecedents to ambidexterity competency in high technology organizations ［J］. Journal of Operations Management,2012,30(1-2):134-151.
［10］Geerts，et al .Achieving a balance between exploration and exploitation in service firms：A longitudinal study［C］. Paper presented at the annual meetings of the Academy of Management,2010.
［11］Gibson C and Birkinshaw J. The antecedents，consequences and mediating role of organizational ambidexterity［J］. Academy of Management Journal,2004,47(2):209-266.
［12］Gilbert C G . Change in the presence of residual fit:Can competing frames coexist? ［J］Organization Science,2006,17:150-167.
［13］Goosen ,et al. Consistently capricious：The performance effects of simultaneous and sequential ambidexterity［C］. Paper presented at the annual meetings of the Academy of Management，2012.
［14］Gupta A K，Smith K G and Shalley C E.The interplay between exploration and exploitation［J］. Academy of Management Journal，2006，49：693-706.
［15］He Z L and Wong P K. Exploration vs exploitation： An empirical test of the ambidexterity hypothesis ［J］. Organizational Science，2004，15：481-494.
［16］Hess A M ，Rothaermel F T . When are assets complementary? Star scientists， strategic alliances， and innovation in the pharmaceutical industry［J］. Strategic Management Journal，2011，32：895-909.
［17］Hill，S.A. and J. Birkinshaw，Ambidexterity and Survival in Corporate Venture Units. Journal of Management，2014，40(7):1899-1931.
［18］Hoang H and Rothaermel F T .Leveraging internal and external experience：Exploration，exploitation，and R&D project performance ［J］. Strategic Management Journal，2010，31：734-758.
［19］Huang S and Cummins J N. When critical knowledge is most critical： Centralization in knowledgeintensive teams ［J］. Small Group Research，2011，42(6):669-699.
［20］Im G and Rai A . Knowledge sharing ambidexterity in longterm interorganizational relationships［J］.Management Science,2008,54:1281-1296.
［21］Jansen J J ,Vera D and Crossan M. Strategic leadership for exploration and exploitation：The moderating role of environmental dynamism ［J］. The Leadership Quarterly,2009,20:5-18.
［22］Jansen J P ,et al. Managing potential and realized absorptive capacity：How do organizational antecedents matter? ［J］Academy of Management Journal，2005，48:999-1015.
［23］Jansen J J，Simsek Z and Cao Q .Ambidexterity and performance in multiunit contexts：Crosslevel moderating effects of structural and resource attributes ［J］. Strategic Management Journal,2012,33(11):1286-1303.
［24］Jansen J J ，et al. Structural differentiation and ambidexterity:The mediating role of integration mechanisms ［J］. Organization Science,2009,20:797-811.
［25］Jansen J，Van Den Bosch F and Volberda H W. Exploratory innovation，exploitative innovation and performance：Effects of organizational antecedents and environmental moderators［J］. Management Science，2006，52:1661-1674.
［26］Junni P ,et al. Organizational ambidexterity and performance：A metaanalysis ［J］. The Academy of Management Perspectives,2013,27(4):299-312.
［27］Lavie D，Kang J and Rosenkopf L. Balance within and across domains：The performance implications of exploration and exploitation in alliances［J］.Organization Science,2011,22(6):1517-1538.
［28］Lavie D and Rosenkopf L . Balancing exploration and exploitation in alliance formation ［J］. Academy of Management Journal,2006,49(4):797-818.
［29］Lavie D ，Stettner U and Tushman M. Exploration and exploitation within and across organizations［J］. Academy of Management Annals,2010,4(1):109-155.
［30］Lin Z，Yang H B and Demirkan I .The performance consequences of ambidexterity in strategic alliance formations：Empirical investigation and computational theorizing ［J］. Management Science,2007,53：1645-1658.
［31］Lubatkin M H ,et al. Ambidexterity and performance in Smallto MediumSized firms:The pivotal role of top management team behavioral integration ［J］. Journal of Management,2006,32(5):646-672.
［32］MaY.C.and Li P. Resource Structuring and Ambidexterity：The contingent role of managerial ties in new ventures［C］. Paper presented at the annual meetings of the Academy of Management，2014.
［33］March J G. Exploration and exploitation in organizational learning ［J］. Organization Science,1991,2:71-87.
［34］Mom T J M,et al.Understanding variation in managers’ ambidexterity:Investigating direct and interaction effects of formal structural and personal coordination mechanisms［J］.Organization Science,2009,20(4):812-828.
［35］Mudambi R and Swift T. Knowing when to leap：Transitioning between exploitative and explorative R&D［J］. Strategic Management Journal，2014,35(1):126-145.
［36］O’Reilly C A and Tushman M L. The ambidextrous organization ［J］. Harvard Business Review,2004,82:74-81.
［37］O’Reilly C A and Tushman M L. Ambidexterity as a dynamic capability:Resolving the innovator’s dilemma ［J］. Research in Organizational Behavior,2007,28:1-60.
［38］O’Reilly C A and Tushman M L. Organizational ambidexterity：Past，present and future ［J］. The Academy of Management Perspectives,2013，27（4）：324-338.
［39］Phene A ,et al . When do acquisitions facilitate technological exploration and exploitation? ［J］.Journal of Management,2012,38:753-783.
［40］Raisch S and Birkinshaw J. Organizational ambidexterity：antecedents， outcomes， and moderators［J］. Journal of Management，2008，34（3）：375-409.
［41］Raisch S,et al.. Organizational ambidexterity：Balancing exploitation and exploration for sustained performance［J］.Organization Science，2009，20（4）：685-695.
［42］Rothaermel F T and Alexandre M T .Ambidexterity in technology sourcing：The moderating role of absorptive capacity ［J］. Organization Science，2009，20（4）：759-780.
［43］Russo A.and Vurro C.. Crossboundary ambidexterity：Balancing exploration and exploitation in the fuel cell industry ［J］. European Management Review，2010，7：30-45.
［44］Smith W K and Tushman M L. Managing strategic contradictions：A top management model for managing innovation streams ［J］. Organization Science，2005，16：522-536.
［45］Sidhu J S. Exploring exploration orientation and its determinants： Some empirical evidence ［J］. Journal of Management Studies，2004，41：913-932.
［46］Siggelkow N and Rivkin J W. Speed and search： Designing organizations for turbulence and complexity ［J］. Organization Science，2005，16：101-122.
［47］Simsek Z,et al. A typology for aligning organizational ambidexterity’s dimension， antecedents，and performance outcomes［J］. Journal of Management Studies，2009， 46（5）：864-894.
［48］Stettner U and Lavie D. Ambidexterity under scrutiny：Exploration and exploitation via internal organization， alliances， and acquisitions［J］.Strategic Management Journal， 2014，35（12）：1903-1929.
［49］Su P and McNamara P. Exploration and exploitation within and across intraorganizational domains and their reactions to firmlevel failure［J］. Technology Analysis & Strategic Management，2012,24(2)：129-149.
［50］Su Z F,et al. Exploratory learning and exploitative learning in different organizational structures ［J］. Asia Pacific Journal of Management， 2011，28（4）：697-714.
［51］Tempelaar M P and Van De V V. Dynamism，munificence，internal and external explorationexploitation and their performance effects［C］. Paper presented at the annual meetings of the Academy of Management,2012.
［52］Tushman M L and O’Reilly C A . Ambidextrous organizations：Managing evolutionary and revolutionary change ［J］. California Management Review，1996，38(4)：8-30.
［53］Tushman M L,et al.Organizational designs and innovation streams［R］.Working paper，Harvard Business School，2006.
［54］Tushman M L,et al. Organizational designs and innovation streams ［J］. Industrial and Corporate Change， 2010，19：1331-1366.
［55］Uotila J,et al.Exploration exploitation，and financial performance：analysis of S&P 500 corporations［J］.Strategic Management Journal，2009，30：221-231.
［56］Wang H L and Li J T . Untangling the effects of over exploration and over exploitation on organizational performance：The moderating role of organizational dynamism ［J］. Journal of Management，2008，34： 925-951.
［57］Wei Z L ,et al.Organizational learning ambidexterity，strategic flexibility，and new product development［J］.Journal of Product Innovation Management，2014，31（4）：832-847.
［58］Wei Z，et al. Organizational ambidexterity，market orientation，and firm performance ［J］. Journal of Engineering and Technology Management，2014，33：134-153.
［59］Yang H B and AtuaheneGima K. Ambidexterity in product innovation management： The direct and contingent effects on firm performance［C］. Paper presented at the annual meetings of the Academy of Management,2007.
［60］Yang H，Zheng Y and Zhao X. Exploration or exploitation? Small firms’ alliance strategies with large firms ［J］. Strategic Management Journal，2014，35(1)：146-157.
［61］Zhao J and Li Y. Organizational Ambidexterity，comparative balance，and coordination effectiveness［C］. Paper presented at the International Association for Chinese Management Research,2014.
［62］Zhou K Z and Wu F. Technological capability，strategic flexibility，and product innovation ［J］. Strategic Management Journal，2010，31(5)：547-560.
［63］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.
［64］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.
［65］张玉利，李乾文.双元型组织研究评介［J］.外国经济与管理，2010，28(1)：1-8.
［66］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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张 洁, 安立仁, 张宸璐. 开放式创新视角下双元与绩效关系研究脉络与未来展望[J]. 外国经济与管理, 2015, 37(7): 0.
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