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WHY "GOOD" FIRMS DO BAD THINGS: THE EFFECTS OF HIGH ASPIRATIONS, HIGH EXPECTATIONS, AND PROMINENCE ON THE INCIDENCE OF CORPORATE ILLEGALITY[J] . YURI MISHINA,BERNADINE J. DYKES,EMILY S. BLOCK,TIMOTHY G. POLLOCK.The Academy of Management Journal . 2010 (4)
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Specialized search and innovation performance – evidence across Europe[J] . WolfgangSofka,ChristophGrimpe.R&D Management . 2010 (3)
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Innovation search of new ventures in a technology cluster: the role of ties with service intermediaries[J] . YanZhang,HaiyangLi.Strat. Mgmt. J. . 2009 (1)
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Timing is everything: A meta-analysis of the relationships between organizational performance and innovation[J] . Frances E. Bowen,Mahdi Rostami,Piers Steel.Journal of Business Research . 2009 (11)
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A system dynamics model to analyze technology districts’ evolution in a knowledge-based perspective[J] . Rosa Maria Dangelico,Achille Claudio Garavelli,Antonio Messeni Petruzzelli.Technovation . 2009 (2)
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Capabilities Unveiled: The Role of Ordinary Activities in the Evolution of Product Development Processes[J] . Carlo Salvato.Organization Science . 2009 (2)
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Constrained Growth: How Experience, Legitimacy, and Age Influence Risk Taking in Organizations[J] . Vinit M. Desai.Organization Science . 2008 (4)
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Antecedents of Convergence and Divergence in Strategic Positioning: The Effects of Performance and Aspiration on the Direction of Strategic Change[J] . Kyung Min Park.Organization Science . 2007 (3)