| 〔1〕Mark L.Sirower,The Synergy Trap,New York:The Free Press,1997.Michael E.Porter:《竞争优势》,北京:中国财政经济出版社,1988年,第295页。〔2〕Teece,“Profiting from technological innovation:implications for integration,collaboration,licensing and public policy”,Research Policy,vol.15,no.6 (1986),pp.285-305.〔3〕Cooke,P.,Schienstock,G.“Structural competiveness and learning regions”,Enterprise and Innovation Management Studies,vol.1,no.3 (2000),p.65.〔4〕Barnett,W.P.,“The organizational ecology of a technological system ”,Administrative Science Quarterly,vol.35,no.1 (1990),pp.31-60.〔5〕Helper,Susan,“Comparative supplier relations in the U.S.and Japanese Auto industries:An exit voice approach”,Business Economic History,(1990),pp.153-162.〔6〕Larson,A.,“Network dyads in entrepreneurial settings:a study of the governance of exchange relationships”,Administrative Science Quarterly,vol.37,no.1 (1992).Lazerson,M.,“A new phoenix:modern putting-out in the modena knitwear industry”,Administrative Science Quarterly,vol.40,no.1 (1995).〔7〕Von Foerster,H.“Principles of self-organization in socio—managerial context”,in H.Ulrich and G J.B.Probst,eds.,Self-organization and Management of Social Systems,Berlin:Springer—Verlag,1984,pp.2-24.Nonaka I.,“Creating organizational order out of chaos:Self-renewal in Japanese firms”,California Management Review,(1988),pp.57-73.K.Zimmerman,Ross,D.R.,“Evaluating reported determinants of labour demand,”Labour Economics,no.1 (1993),pp.71-84. |
