|
余泰魁,(2006). 認知型態與網路教學課程採用行為意向之實證研究. 教育與心理研究(TSSCI), 29(4), 687-717. Allinson, C.W. & Hayers, J. (1996). The cognitive style index: A measure of intuition-analysis for organizational research. Journal of Management Studies, 33(1), 119-135. Armstrong J.S. (2010). The influence of individual cognitive style on performance in management education. Educational Psychology, 20(3), 323-339. Armstrong, S. & Priola, V. (2001). Individual differences in cognitive style and their effects on task and social orientations of self-managed work teams. Small group research, 32, 283–312. Avolio, J.B., Bass, M.B. & Jung, I.D. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72, 441–462. Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall. Bass, B.M. & Avolio, B.J. (1990). The implication of transactional and transformational leadership for individual, teams, and organizational development. Research in Organizational Behavior, 4, 231-272. Berson, Y., Oreg, S. & Dvir (2008). CEO values, organizational culture and firm outcomes. Journal of Organizational Behavior, 29, 615–633. Bliese, P.D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel Theory, Research, and Methods in Organizations. San Francisco: Jossey-Bass. Bryk, A.S., & Raudenbush, S.W. (1992). Hierarchical linear models. Newbury Park, CA: Sage. Brislin, R.W. (1985). Translation and content analysis of oral and written material. Handbook of Cross-cultural Psychology, 2(2), 349-444. Burns, T., & Stalker, G.M. (1961). The management of innovation. London: Tavistock. Cable, M.D. & Edwards, R.J. (2004). Complementary and supplementary fit: A theoretical and empirical integration. Journal of Applied Psychology, 89(5), 822–834. Cao, Q., Gedajlovic, E. & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781–796. Chaiken, S. & Trope, Y. (1999) Dual-Process Theories in Social Psychology. Guilford Press, New York. Christensen, C., Cook, S., & Hall, T. (2005). Marketing malpractice. Harvard Business Review, 12, 74-83. Cohen, J., Cohen, P., West, S.G., & Aiken, L.S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd). Mahwah, NJ: Erlbaum. Crosby, P.B. (1989). Let’s talk quality. New York: McGraw-Hill. Damanpour, F. (1996). Bureaucracy and innovation revisited: effects of contingency factors, industrial sectors, and innovation characteristics. The Journal of High Technology Management Research, 7(2), 149-173. Edwards, J.R. (1991). Person–job fit: A conceptual integration, literature review, and methodological critique. International review of industrial and organizational psychology, 6, 283–357. Feldman, M.S., & Pentland, B.T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48, 94 –118. Geerts, A., Blindenbach-Driessen, F., & Gemmel, P. (2010). Achieving a balance between exploration and exploitation in service firms: A longitudinal study. Academy of Management, 1, 1-6. Gibson, B.C. & Birkinshaw, J. (2004). The antecedents, consequences, and mediating roles of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226. Gilson, L.L., Mathieu J.E., Shalley, C.E. & Ruddy, T.M. (2005). Creativity and standardization: Complementary or conflicting drivers of team effectiveness? Academy of Management Journal, 48 (3), 521–531. Gilson, L.L., & Shalley, C.E. (2004). A little creativity goes a long way: An examination of teams’ engagement in creative processes. Journal of Management, 30, 453– 470. Good, D. & Michel, J.E. (2013). Individual ambidexterity: Exploring and exploiting in dynamic contexts. The Journal of Psychology, 147(5), 435–453 Gupta, A.K., Smith, K.G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49, 693–706. Gregory, W.R. & Keil, M. (2014), Blending bureaucratic and collaborative management styles to achieve control ambidexterity in IS projects. European Journal of Information Systems, 23, 343–356 Hair, J.F., Anderson, R.E., Tatham, R.L., & Black, W.C. (1998). Multivariate data analysis (5th ed.). Upper Saddle River, NJ: Prentice-Hall. Harreld, J.B., O'Reilly, C.A., & Tushman, M.L, (2007). Dynamic capabilities at IBM: Driving strategy into action. California Management Review, 49, 21-43. Hsieh, Y.M. & Hsieh, A.T. (2001). Enhancement of service quality with job standardization. The Service Industries Journal, 21 (3), 147-166. Hsieh, Y. M. & Hsieh, A.T. (2003). Does job standardization increase job burnout? International Journal of Manpower, 24, (5), 590-641. Hills, T.T., Todd, P.M., & Goldstein, R.L. (2010). The central executive as a search process: Priming exploration and exploitation across domains. Journal of Experimental Psychology: General, 139, 590–609. Hill, S.A., & Birkinshaw, J. (2014). Ambidexterity and survival in corporate venture units. Journal of Management, 40(7), 1899-1931. Hitlin, S., & Piliavin, J.A. (2004). Values: Reviving a dormant concept. Annual Review of Sociology, 30,359–393. Junni, P., Sarala, M.R., Taras, V. & Tarba, Y.S. (2013). Organizational ambidexterity and performance: A meta-analysis. The Academy of Management Perspectives, 27(4), 324-338. Kilmann, R.H. (1998). Beyond the Quick: Managing Five Tracks to Organizational Success. London: Josscy-Bass. Kauppila, O. P. (2010). Creating ambidexterity by integrating and balancing separate interorganizational partnerships. Strategic Organization, 8, 283-312. Lubatkin, H.M. Simsek, Z., Ling, Y. & Veiga, F.J. (2006). Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration. Journal of Management, 32, 646-672. Laureiro-Martinez, D., Brusoni, S., & Zollo, M. (2010). The neuroscientific foundations of the exploration-exploitation dilemma. Journal of Neuroscience, Psychology, and Economics, 3, 95–115. March, J.G. (1991). Exploration and exploitations in organizational learning. Organization Science, 21, 71– 87. Messick, S. (1984). The nature of cognitive styles: problems and promise in educational practice. Educational Psychologist, 19(2), 59-74. Mom, T.J., Van Den Bosch, F.A., & Volberda, H.W. (2007). Investigating managers’ exploration and exploitation activities: The influence of top-down, bottom-up, and horizontal knowledge inflows. Journal of Management Studies, 44(6), 910-931. Narayanan,V.K. & Chen, T. (2012). Research on technology standards: Accomplishment and challenges. Research Policy, 41 (8) 1375–1406. O’Reilly, A.C., Tushman, L.M., (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324-338. Piao, M. (2010). Thriving in the new: Implication of exploration on organizational longevity. Journal of Management, 36, 1529-1554. Raisch, S. & Birkinshaw, J. (2008). Organizational Ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375-408. Rosing, K., Frese, M & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. The Leadership Quarterly, 22, 956–974. Scott, S.G., & Bruce, R.A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of management journal, 37(3), 580-607. Sias, P.M., Smith, G., & Avdeyeva, T. (2003). Sex and sex-composition differences and similarities in peer workplace friendship development. Communication Studies, 54(3), 322-340. Soka, P., & O'Cass, A. (2015). Examining the new product innovation – performance relationship: Optimizing the role of individual-level creativity and attention-to-detail. Industrial Marketing Management, 47, 156–165. Tellis, G.J., Prabhu, J.C. Chandy, R. (2009). Radical innovation across nations: The preeminence of Corporate Culture. Journal of Marketing, 73(1), 3-23. Visser, M. & Faems. D. (2015). Exploration and exploitation within firms: The impact of CEOs’ cognitive style on incremental and radical innovation performance. Creativity and innovation management, 24(3), 359-372. Wallach, E.J. (1983). Individuals and Organizations: The cultural match. Training & Development Journal, 37(2), 28-36. Woodman, R.W., Sawyer, J.E., & Griffin, R.W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18, 293-332. West, M.A., & Farr, J.L. (1990). Innovation and creativity at work: Psychological and organizational strategies. Chichester, U.K.: Wiley. Taylor, F.W. (1911). The principles of scientific management. New York: Harper & Brothers. Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509-533. Thompson, J.D. (1967). Organizations in action: Social sciences bases of administrative theory. New York: McGraw-Hill. Yuan, F. & Woodman, R.W., (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323–342. Zacher, H., Robinson, A.J. & Rosing, K. (2014). Ambidextrous Leadership and employees’ self-reported innovative performance: The role of exploration and exploitation behaviors. The Journal of Creative Behavior, 50(1), 24–46. Zacher, H. & Wilden, G.R. (2014). A daily diary study on ambidextrous leadership and self-reported employee innovation. Journal of Occupational and Organizational Psychology, 87, 813–820.
|