闫帅,胡保亮,汝醒君. 高管团队跨界行为对商业模式创新的影响:创业导向的中介作用[J]. 科技进步与对策, 2019, 36(13): 105-111.
Yan Shuai,Hu Baoliang,Ru Xingjun. The Influence of TMT Boundary Behavior on the Business Model Innovation: the Intermediary Role of Entrepreneurial Orientation. SCIENCE & TECHNOLOGY PROGRESS AND POLICY, 2019, 36(13): 105-111.
[1] SVEJENOVA S,PLANELLAS M,VIVES L.An individual business model in the making: a chef's quest for creative freedom[J].LongRange Planning,2010,43(2-3): 408-430.[2] ANCONA D G,CALDWELL D F.Bridging the boundary :external activity and performance in organizational teams[J].Administratives Science Quarterly,1992(a),37(4): 634-665. [3] MARRONE J A,TESLUK P E,CARON J B.A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior[J].Academy of Management Journal,2007,50(6): 1423-1439.[4] FARAJ S,AIMIN Y.Boundary work in knowledge teams[J].Journal of Applied Psychology,2009,94(3): 604-617.[5] GIBSON C,VERMEULEN F.A healthy divide: subgroups as a stimulus for team learning behavior[J] .Administrative Science Quarterly,2003,48(2): 202-239.[6] DOZ Y L,KOSONEN M.Embedding strategic agility: a leadership agenda for accelerating business model renewal[J].Long Range Planning,2010,43(2-3):370-382.[7] TIMMERS P.Business models for electronic markets[J].Electronic Markets,1998,8(2): 3-8.[8] AMIT R,ZOTT C.Value creation in e-business[J].Strategic Management Journal,2001,22: 493-520.[9] CHESBROUGH H W,ROSENBLOOM R S.The role of the business model in capturing value from innovation: evidence from Xerox corporation's technology spinoff companies[J].Industrial and Corporate Change,2002,11: 533-534.[10] MAGRETTA J.Why business models matter[J].Harvard Business Review,2002,80(5): 86-92.[11] MORRIS M,SCHINDEHUTTE M,ALLEN J.The entrepreneur's business model: toward a unified perspective[J].Journal of Business Research,2005,58: 726-35.[12] JOHNSON M W,CHRISTENSEN C C,KAGERMANN H.Reinventing your business model[J].Harvard Business Review,2008,86(12): 50-59.[13] CASADESUS-MASANELL R,RICART J E.From strategy to business models and to tactics[J].Long Range Planning,2010(43): 195-215.[14] TEECE D J.Business models,business strategy and innovation[J].Long Range Planning,2010(43): 172-194.[15] CASADESUS-MASANELL R,ZHU F.Business model innovation and competitive imitation: the case of sponsor-based business model[J].Strategic Management Journal,2013,34(4): 464-482. [16] MITCHELL D, COLES C. The ultimate competitive advantage of continuing business model innovation[J].Journal of Business Strategy,2003,24(5): 15-21.[17] ZOTT C,AMIT R.Business model design: an activity system perspective[J].Long Range Planning,2010,43 (2): 216-226.[18] DEMIL B AND LECOCQ X.Business model evolution: in search of dynamic consistency[J].Long range planning,2011,43(2): 227-246.[19] CLAUSS T. Measuring business model innovation: conceptualization,scale development,and proof of performance[J].R&D Management,2017,47(3): 385-403.[20] SCOTT W R. Organization: rational, nature, and open systems[M].Englewood Cliffs,N.J.:Prentice Hall,Inc.,1998.[21] CHOI J M.External activities and team effectiveness: review and theoretical development[J].Small Group Research,2002,33(2): 181-208.[22] SUN RUI,ZHOU FEI.Corparate social ties,resource bricolage and business model innovation.Chinese Journal of management,2017,17(12):1811-1817[23] CHESBROUGH H W.The market for innovation: implications for corporate strategy[J].California Management Review,2007,49(3):45-66.[24] GEIGER S W,MAKRI M.Exploration and exploitation innovation processes: the role of organizational slack in R&D intensive firms[J].Journal of High Technology Management Research,2006,17(1) : 97-108.[25] MILLER D.The correlates of entrepreneurship in three types of firms[J].Management Science,1983,29(7): 770-791.[26] COVIN J G,SLEVIN D P.Strategic management of small firms in hostile and benign environments[J].Strategic Management Journal,1989,10(1): 75-87.[27] LUMPKIN G T,DESS G G.Clarifying the entrepreneurial orientation construct and linking it to performance[J].Academy of Management Review,1996,21(1): 135-172.[28] MORRIS M H, COOMBES S, SCHINDEHUTTE M, et al. Antecedents and outcomes of entrepreneurial and market orientations in a non-profit context: theoretical and empirical insights[J].Journal of Leadership & Organizational Studies,2007,13(4) :12-39.[29] LI Y,CHEN H,LIU Y,et al.Managerial ties,organizational learning and opportunity capture: a social capital perspective[J].Asia Pacific Journal of Management,2014,31(1): 271-291.[30] CAO Q,SIMSEK Z,JANSEN J J P.CEO social capital and entrepreneurial orientation of the firm: bonding and bridging effects[J].Journal of Management,2015,41(7):1957-1981.[31] LUMPKIN G T,DESS G G.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):429-527.[32] ZHAO Y,LI Y,LEE S H.Entrepreneurial orientation,organizational learning,and performance: evidence from China[J].Entrepreneurship Theory and Practice,2011,35(2): 293-317.[33] ZOTT C,AMIT R.Business model design and the performance of entrepreneurial firms[J].Organization Science,2007,18(2),181-199.[34] ESBEN RAHBEK GJERDRUM PEDERSEN,WENCKE GWOZDZ,KERLI KANT HVASS.Exploring the relationship between business model innovation,corporate sustainability,and organisational values within the fashion industry[J].Journal of Business Ethics,2016(1):1-18.