李杰义,万晓筱. 国际策略情境、国际双元学习与后发企业创新赶超[J]. 科技进步与对策, 2021, 38(14): 91-99.
Li Jieyi,Wan Xiaoxiao. International Strategic Context， International Ambidextrous Learning and Innovation Catch-up of Latecomer Enterprises. SCIENCE & TECHNOLOGY PROGRESS AND POLICY, 2021, 38(14): 91-99.
[1] MATHEWS J A.Competitive advantages of the latecomer firm: a resource-based account of industrial catch-up strategies [J].Asia Pacific Journal of Management, 2002, 19 (4):467-488.[2] 许强，高一帆.企业R&D组织方式与创新绩效：资源因素的调节[J].科研管理, 2016,37(12):55-64.[3] MAKINO S，LAU C M，YEH R S.Asset-exploitation versus asset-seeking：implications for location choice of foreign direct investment from newly industrialized economies[J].Journal of International Business Studies，2002，33（3）：403-421.[4] 吴航，陈劲.企业实施国际化双元战略的创新效应——以竞争强度为调节[J].科学学研究,2018,36(2):334-341.[5] 彭新敏,郑素丽,吴晓波等.后发企业如何从追赶到前沿——双元性学习的视角[J].管理世界,2017，33(2):142-158.[6] 肖鹏,宣珊珊.国际化双元效应有利于提升中国跨国企业创新绩效吗——东道国管制制度调节视角[J].科技进步与对策,2020,37(13):112-119.[7] LUO Y, RUI H.An ambidexterity perspective toward multinational enterprises from emerging economies [J].The Academy of Management Perspectives, 2009, 23(4): 49-70.[8] SIMSEK Z.Organizational ambidexterity: towards a multilevel understanding [J].Journal of Management Studies, 2009, 46(4): 597-624.[9] LUO Y, TUNG R L.A general theory of springboard MNEs [J].Journal of International Business Studies, 2018, 49(2): 129-152.[10] 吴晓波,余璐,雷李楠.超越追赶：范式转变期的创新战略[J].管理工程学报,2020,34(1):1-8.[11] SHIN J.Dynamic catch-up strategy, capability expansion and changing windows of opportunity in the memory industry [J].Research Policy, 2017, 46(2): 404-416.[12] GHOSHAL S, BARTLETT C A.Creation, adoption and diffusion of innovations by subsidiaries of multinational corporations [J].Journal of International Business Studies, 1988, 19(3):365-388.[13] JOHANSON J, VAHLNE J.The internationalization process of the firm: a model of knowledge development and increasing foreign commitments [J].Journal of International Studies, 1977, 8(1): 23-32.[14] ANTWELL J, JANNE O.Technological globalization and innovative centers: the role of corporate technological leadership and locational hierarchy [J].Research Policy, 1999, 28(2-3):119-144.[15] YAMIN M, ANDERSSON U.Subsidiary importance in the MCN: what role does internal embeddedness play[J].International Business Review, 2011, 20(2):151-162.[16] BRESCIANI S, FERRARIS A.Innovation-receiving subsidiaries and dual embeddedness: impact on business performance[J].Baltic Journal of Management, 11(1):108-130.[17] GABRIELSSON P, GABRIELSSON M.A dynamic model of growth phases and survival in international business-to-business new ventures:the moderating effect of decision-making logic [J].Industrial Marketing Management, 2013, 42(8):1357-1373.[18] HOSKISSON R E, WRIGHT M FILATOTCHEV I.Emerging multinationals from mid-range economies: the influence of institutions and factor markets [J].Journal of Management Studies, 2013, 50(7):1295-1320.[19] COLOMBO M G, DOGANOVA L, PIVA E, et al.Hybrid alliances and radical innovation: the performance implications of integrating exploration and exploitation [J].The Journal of Technology Transfer, 2015, 40(4): 696-722.[20] OSSENBRINK J, HOPPMANN J, HOFFMANN V H.Hybrid ambidexterity: how the environment shapes incumbents'use of structural and contextual approaches [J].Organization Science, 2019, 30(6): 1319-1348.[21] CHANDRASEKARAN A, LINDERMAN K, SCHROEDER R.Antecedents to ambidexterity competency in high technology organizations[J].Journal of Operations Management, 2012, 30(1/2):134-151.[22] TIWANA A.Do bridging ties complement strong ties? an empirical examination of alliance ambidexterity[J].Strategic Management Journal, 2008, 29(3)： 251-272.[23] OVIATT B M, MCDOUGALL P P.The internationalization of entrepreneurship [J].Journal of International Business Studies, 2005, 36(1):2-8.[24] 李杰义,左秀雯.海外网络嵌入与国际化速度对技术创新的影响[J].科技进步与对策, 2019, 36(11): 9-15.[25] SHIN J S.Dynamic catch-up strategy, capability expansion and changing windows of opportunity in the memory industry [J].Research Policy, 2017, 46(2):404-416.[26] CAO Q, GEDAJLOVIC E, ZHANG H.Unpacking organizational ambidexterity:dimensions,contingencies, and synergistic effects [J].Organization Science, 2009, 20(4):781-796.[27] GIBSON C B, BIRKINSHAW J.The antecedents, consequences, and mediating role of organizational ambidexterity [J].The Academy of Management Journal, 2004, 47(2):209-226.[28] LUBATKIN M H.Ambidexterity and performance in small-to medium-sized firms: the pivotal role of top management team behavioral integration [J].Journal of Management, 2006, 32(5):646-672.[29] HO M H W, WANG F.Unpacking knowledge transfer and learning paradoxes in international strategic alliances: contextual differences matter [J].International Business Review, 2015, 24(2): 287-297.[30] 刘国巍，张停停.跨国公司逆向知识转移网络:内涵、模型与机制——基于ESS和CAS理论分析视角[J].科技进步与对策,2015,32(7):122-128.[31] MATHEWS J A,CHO D S.Combinative capabilities and organizational learning in latecomer firms: the case of the Korean semiconductor industry[J].Journal of World Business, 1999, 34(2):139-156.[32] 许晖,许守任,冯永春.新兴国际化企业的双元平衡及实现路径——基于产品—市场情境矩阵的多案例研究[J].管理学报,2014,11(8):1132-1142.[33] KIM L, LIM C.Technological regimes, catching-up and leapfrogging: findings from the Korean industries [J].Research Policy, 2001, 30(3):459-483.[34] WU H, CHEN J, JIAO H．Dynamic capabilities as a mediator linking international diversification and innovation performance of firms in an emerging economy [J].Journal of Business Research, 2016, 69(8): 2678-2686．[35] PRANGE C.Ambidextrous internationalization strategies: the case of Chinese firms entering the world market [J].Organizational Dynamics, 2012, 41(3):245-253.[36] 李新剑.后技术赶超时期创新赶超模式研究——创新网络构建视角[J].科技进步与对策,2019,36(21):26-34.
