基于战略视角的创业资源与创业绩效关系研究
|
摘要
创业活动正在全球范围内如火如荼的展开，无论是发达国家还是发展中国家，对于创业活动都是极其重视的，创业活动对于国家或地区经济有着极大的推动作用，提供就业，拉动需求，促进技术革新，培育优秀的创业者与创业团队，从而提升国家或地区的综合竞争实力，可以说，创业活动是国家与地区经济发展的重要动因与基本要素。
基于创业活动此种重要作用，在理论界也催生了大量对创业及创业管理的研究与探讨。在这些研究与探讨中，学者们关注的一个重要议题就是创业绩效，什么是创业绩效？如何来衡量创业绩效？如何提升创业绩效？一直都是学者们讨论的热点问题。诚然，对于创业绩效的认定与衡量并未有统一的标准，对于如何提升创业绩效，很多学者选取的角度亦不相同，但不能否认的是，在经济快速发展的今天，在知识信息大爆炸的今天，资源对于任何一个创业企业开展创业活动都是极其重要的。创业绩效的提升是创业活动的目标，影响创业活动的因素有很多，创业资源亦是其中重要的一项因素，创业资源是企业创业活动开展的基础，决定着企业在创业过程中能够采用何种企业战略来达成创业绩效的实现。可以说，创业资源既直接影响着创业绩效的提升，又通过对于企业战略的选择间接影响着创业绩效，企业战略是两者之间重要的中介因素。
人们在讨论创业活动过程中，总会提到创业环境，这是因为创业活动并不可能处于真空空间，总是在一定的内外部环境中进行。创业环境本身也许不会直接影响到创业绩效本身，但是创业环境的特征会制约和影响着创业活动的诸因素作用的发挥与运作，如创业资源就大量的孕育在创业环境中，不同环境特征中同样的创业资源会产生不同的创业效果，所以我们在讨论创业资源与创业绩效的关系过程中不能忽视创业环境的影响，同样创业环境也在影响和调节着创业资源影响作用的发挥。
本文出于对于以上问题的深入思考，在大量搜索和分析文献的基础之上，综合分析和总结了创业资源、企业战略与创业绩效三者之间的关系，并适当考虑了创业环境在创业资源与创业绩效之间关系的调节作用，在此基础之上构建本文的基础理论研究模型，在模型基础之上给出本文的研究问题假设，通过问卷调查的方式来进行数据的收集，并经过结构方程模型、多元回归分析的数据分析方法对回收的数据进行处理，通过对结果的分析与解释来进一步验证本文提出的研究假设。经过本文研究假设的验证最终得到如下结论：
第一、创业资源、企业战略与创业绩效之间关系
对于创业资源的划分有很多种方式，本文选取的是国内学者林嵩（2007）对于创业资源划分的维度，将创业资源分为管理资源、人力资源、资金资源、政策资源、科技资源和信息资源，通过实证分析的数据结果来看，以上六种创业资源都对创业绩效有着积极的正向影响作用。即当企业的管理资源、人力资源、资金资源、政策资源、科技资源和信息资源较为丰富的情况下，会促进创业企业创业绩效的提升，与本文的假设相符。另外从数据结果来看，在以上六种创业资源中，人力资源对于提升创业绩效的影响作用最为显著，之后的顺序依次为资金资源、信息资源、管理资源、科技资源及政策资源。从数据结果来看，资金资源和信息资源亦是重要影响因素，而管理资源、科技资源和政策资源虽然对于提升创业绩效的影响作用并不十分显著，但是在竞争激烈的创业市场，仍然是不容忽视的因素，所以创业企业应最大限度的获取相关的创业资源，以期达到提升创业绩效的最终目标。
另外在探讨企业战略的中介作用时，在查阅相关文献过程中总结了众多学者对于企业战略的讨论与分析，最终将企业战略主要划分为创新导向战略与市场导向战略。企业在选取企业战略时往往要考虑自身拥有的资源状况适合哪种战略类型，所以创业资源情况会影响到对于企业战略的选择。根据本文的实证研究我们发现，对于创新导向战略来说，管理资源、人力资源、资金资源、政策资源、科技资源和信息资源均会对其有正向的影响作用，这些资源的增加都会有利于创新导向战略的制定与实施，而对于市场导向战略来说，本文只验证了管理资源、人力资源、资金资源和信息资源对其的正向影响作用，而未能验证政策资源和科技资源对于市场导向战略制定与实施的正向影响作用，与本文最初的假设部分相符。在企业战略的中介作用中要探讨的另一部分内容就企业战略对创业绩效的影响作用，从实证分析的结果来看，无论创业企业制定和实施创新导向战略或者市场导向战略都会正向促进创业绩效的提升，而在这两种战略中，由于创业市场的特殊性，创新导向战略相较于市场导向战略有着更显著的影响作用，更有利于帮助创业企业实现创业绩效，与本文假设相符。可以说企业战略在创业资源与创业绩效中起到了桥梁作用，创业资源不但通过企业战略加大了对于创业绩效提升的促进作用，甚至通过企业战略的间接影响大过了其对创业绩效的直接影响，因此，企业战略在两者影响关系中起到积极的正向中介作用，与本文假设相符。
第二、环境敌对性与环境动态性的调节作用
在对创业环境进行划分时，本文查阅了相关文献，最终选取了被广泛认可的Lumpkin和Dess（2001）的划分方式，即将创业环境换分为环境敌对性与环境动态性。
从本文的实证研究分析结果来看，环境的敌对性特征会促进创业资源对于创业绩效的影响作用。也就是在环境敌对性比较显著的情况下，企业会更加善用自身的资源，当企业拥有越多的创业资源，对资源使用的越有效率，就会创造出比平时更高的创业绩效，也就是说当环境敌对性存在时，凸显出来资源对于创业的重要性，而当创业环境敌对性较低的情况下，市场存在着大量的机会与优势条件，不论企业是否拥有优质资源，都可能在这样相对友好的环境中获得生存与发展的空间，赢得市场机会，实现创业绩效，那么创业资源对与创业绩效的影响作用就会被这种现象所掩盖，与本文假设相符。
而当外部环境中动态性情况明显时，会影响和削弱管理资源、人力资源、资金资源和政策资源对于创业绩效的正向影响作用，而信息资源和科技资源则仍体现出了显著的正向作用，也就是说，当外部环境变化快速时，以往的管理经验，内部拥有的人力资源，政府的相关政策措施或者企业拥有的资金资源都未能体现出很好的促进作用，而当企业注重对于信息的搜索与获取和科学技术创新时，可以帮助创业企业洞察在瞬息万变的市场上存在着哪些机会，满足瞬息万变的市场对于新技术新科技的需要等以此来占得先机，从而获得竞争优势，实现组织的创业绩效，与本文假设部分相符。
Taken seriously both in developed and developing countries, entrepreneurialactivities are developing on the global scope like a raging fire. Entrepreneurialactivities play a great role in promoting the national or regional economics, includingproviding employment, stimulating demand, promoting technological innovation,nurturing outstanding entrepreneurs and entrepreneurial team, thus enhancingcomprehensive competitiveness of countries or regions. Entrepreneurial activity is afundamental factor as well as an important motive force for economic development.
Based on this important role of entrepreneurial activities, the theoretical circlehas conducted a large scale of studies on entrepreneurship and entrepreneurialmanagement. A topic of the hot issues that scholars pay more attention to isentrepreneurial performance. What is entrepreneurial performance? How to measureit? How to improve it? These are always hot issues discussed by scholars. Indeed,there is no accepted standard on the definition and measurement of entrepreneurialperformance. Scholars hold different perspectives on means of improvingentrepreneurial performance. However, resources are undoubtedly crucial toentrepreneurial activities in this economic and information-exploding age. The aim ofentrepreneurial activities is boosting entrepreneurial performance, which is influencedby many factors, the most important being resources, among others. As the basis ofentrepreneurial activities, entrepreneurial resources determine the means of achievingentrepreneurial performance in start-ups. In other words, entrepreneurial resources donot only influence entrepreneurial performance directly, but also determine strategiesapplied. Entrepreneurs’ strategies are considered terminating factors betweenentrepreneurial resources and performance.
When people talk about the process of entrepreneurial activities, entrepreneurialenvironment is always mentioned. This is because entrepreneurial activities cannotexist in the vacuum, but develop in a certain internal and external environment.Entrepreneurial environment may not affect entrepreneurial performance directly, butthe feature of entrepreneurial environment restrict and affect the operation of variousfactors of entrepreneurial activities, for instance, a large number of entrepreneurialresources exist in entrepreneurial environment. The same entrepreneurial resource indifferent environment will produce different entrepreneurial effects. So as we discussthe relationship between entrepreneurial resources and entrepreneurial performance,the effect of entrepreneurial environment cannot be neglected. Similarly,entrepreneurial environment will also affect and adjust the operation ofentrepreneurial resources.
For the deep thinking to the problems mentioned above, this dissertationanalyzes and concludes the relationship among entrepreneurial resources, strategiesand performances on the basis of a great quantity of literature researches and analysis.The dissertation has also considered the adjustment effect of entrepreneurialenvironment between entrepreneurial resources and performance. On this basis, theresearch model of basic theories has been constructed; and on the basis of researchmodel the dissertation has proposed a hypothesis to the question this work studies.This dissertation collects data by questionnaires, undertakes structural equation model,processes the recycled data through the data analysis method of multiple regressionanalysis, and confirms the proposed hypothesis by analyzing the results and theexplanation. After verifying this hypothesis, the final conclusions are as followed:
The Relationship Between Entrepreneurial Resources, Strategies andPerformance
There are several means of classifying entrepreneurial resources. Thedissertation lends domestic scholar Mr. Song Lin’s (2007) theory, dividing entrepreneurial resources into management resources, human resources, capitalresources, policy resources, scientific and technological resources, and informationresources. Empirically speaking, they all have positive influence on entrepreneurialperformance. Statistics show when the six resources are all abundant, entrepreneurialperformance is boosted accordingly, which is in line with the dissertation’shypothesis. In addition, statistics show human resources plays a leading role inboosting entrepreneurial performance, with capital, information, management,science&technology and policy followed respectively. The roles of capital andinformation also make a big difference. Although management, science&technologyand policy play less important roles, they can not be neglected in fierce marketcompetition; therefore, enterprises should spare no efforts in obtaining maximumresources in order to boost entrepreneurial performance ultimately.
In analyzing the intermediary function of entrepreneurial strategies, the authorreferred to many literatures, summarized related scholars’ studies, and finallyclassified entrepreneurial strategies as Innovation oriented strategy and Marketoriented strategy. When opting entrepreneurial strategies, enterprises tend to weightheir own resource situation; in this sense, entrepreneurial resources may influenceentrepreneurial strategies. As for Innovation oriented strategy, empirically speaking,all the six resources listed above have positive effect on it, because the increasing ofany kind leads to a better design and implementation of strategies. However, when itcomes to Market oriented strategy, the dissertation only attests the positive effect ofhuman, capital, information and management resources, with science&technologyand policy resources two exceptions, which also accords to the earlier hypothesis ofthe dissertation. Another topic, in entrepreneurial strategies’ intermediary function,is the influence of entrepreneurial strategies on entrepreneurial performance.According to empirical analysis, both Innovation oriented strategy and Marketoriented strategy help to improve entrepreneurial performance. Of the two, Innovation oriented strategy shows a more significant role in achieving better entrepreneurialperformance due to the market’s specialty, which is also identical with thedissertation’s hypothesis. It is safe to say entrepreneurial strategies serve a bridgingfunction between entrepreneurial resources and entrepreneurial performance. For onething, entrepreneurial resources boost entrepreneurial performance throughentrepreneurial strategies directly; for another, they even exert bigger though indirectinfluence of entrepreneurial strategies. To sum up, as the dissertation’s hypothesisstates, entrepreneurial strategies play positive role between entrepreneurial resourcesand entrepreneurial performance.
The Regulatory Roles of Hostile Environment and Dynamic Environment
In classifying entrepreneurial environment, the dissertation finally adopts awidely accepted method proposed by Lumpkin and Dess (2001), namely hostileenvironment and dynamic environment.
Based upon empirical analysis, the hostile environment will enhance theinfluence of entrepreneurial strategies on entrepreneurial performance. Specifically,enterprises can make better use of their resources in hostile environment. The moreresources owned; the more efficient in resource use; the higher performance thencreated. That is to say, the importance of resources is highlighted in hostileenvironment. When the market environment is less hostile, there are moreopportunities and favorable conditions. No matter enterprises own high-qualityresources or not, they can obtain space for survival and development, win marketopportunities and boost entrepreneurial performance. In this case, the rolesentrepreneurial resources play on entrepreneurial performance may be covered.
Whereas, when dynamic situation in external environment is apparent, thepositive effect of management, human, capital and policy resources onentrepreneurial performance will be affected and weakened, but the information andscience&technology resources will still display obvious positive effect. That’s to
say, when the external environment changes rapidly, the previous managementexperience, the internal human resources, the relevant government policies andmeasures, and the financial resources possessed by enterprises cannot play positiveand promoting roles. However, when the enterprises attach importance to theinformation collection and the innovation of science and technology, they will haveinsight to the existed opportunities in the fast changing market so as to meet themarket need for new science&technology, thus taking the leadership, winningcompetitive advantage, and achieving expected goal. All of these echo to thedissertation’s hypothesis.
基于创业活动此种重要作用，在理论界也催生了大量对创业及创业管理的研究与探讨。在这些研究与探讨中，学者们关注的一个重要议题就是创业绩效，什么是创业绩效？如何来衡量创业绩效？如何提升创业绩效？一直都是学者们讨论的热点问题。诚然，对于创业绩效的认定与衡量并未有统一的标准，对于如何提升创业绩效，很多学者选取的角度亦不相同，但不能否认的是，在经济快速发展的今天，在知识信息大爆炸的今天，资源对于任何一个创业企业开展创业活动都是极其重要的。创业绩效的提升是创业活动的目标，影响创业活动的因素有很多，创业资源亦是其中重要的一项因素，创业资源是企业创业活动开展的基础，决定着企业在创业过程中能够采用何种企业战略来达成创业绩效的实现。可以说，创业资源既直接影响着创业绩效的提升，又通过对于企业战略的选择间接影响着创业绩效，企业战略是两者之间重要的中介因素。
人们在讨论创业活动过程中，总会提到创业环境，这是因为创业活动并不可能处于真空空间，总是在一定的内外部环境中进行。创业环境本身也许不会直接影响到创业绩效本身，但是创业环境的特征会制约和影响着创业活动的诸因素作用的发挥与运作，如创业资源就大量的孕育在创业环境中，不同环境特征中同样的创业资源会产生不同的创业效果，所以我们在讨论创业资源与创业绩效的关系过程中不能忽视创业环境的影响，同样创业环境也在影响和调节着创业资源影响作用的发挥。
本文出于对于以上问题的深入思考，在大量搜索和分析文献的基础之上，综合分析和总结了创业资源、企业战略与创业绩效三者之间的关系，并适当考虑了创业环境在创业资源与创业绩效之间关系的调节作用，在此基础之上构建本文的基础理论研究模型，在模型基础之上给出本文的研究问题假设，通过问卷调查的方式来进行数据的收集，并经过结构方程模型、多元回归分析的数据分析方法对回收的数据进行处理，通过对结果的分析与解释来进一步验证本文提出的研究假设。经过本文研究假设的验证最终得到如下结论：
第一、创业资源、企业战略与创业绩效之间关系
对于创业资源的划分有很多种方式，本文选取的是国内学者林嵩（2007）对于创业资源划分的维度，将创业资源分为管理资源、人力资源、资金资源、政策资源、科技资源和信息资源，通过实证分析的数据结果来看，以上六种创业资源都对创业绩效有着积极的正向影响作用。即当企业的管理资源、人力资源、资金资源、政策资源、科技资源和信息资源较为丰富的情况下，会促进创业企业创业绩效的提升，与本文的假设相符。另外从数据结果来看，在以上六种创业资源中，人力资源对于提升创业绩效的影响作用最为显著，之后的顺序依次为资金资源、信息资源、管理资源、科技资源及政策资源。从数据结果来看，资金资源和信息资源亦是重要影响因素，而管理资源、科技资源和政策资源虽然对于提升创业绩效的影响作用并不十分显著，但是在竞争激烈的创业市场，仍然是不容忽视的因素，所以创业企业应最大限度的获取相关的创业资源，以期达到提升创业绩效的最终目标。
另外在探讨企业战略的中介作用时，在查阅相关文献过程中总结了众多学者对于企业战略的讨论与分析，最终将企业战略主要划分为创新导向战略与市场导向战略。企业在选取企业战略时往往要考虑自身拥有的资源状况适合哪种战略类型，所以创业资源情况会影响到对于企业战略的选择。根据本文的实证研究我们发现，对于创新导向战略来说，管理资源、人力资源、资金资源、政策资源、科技资源和信息资源均会对其有正向的影响作用，这些资源的增加都会有利于创新导向战略的制定与实施，而对于市场导向战略来说，本文只验证了管理资源、人力资源、资金资源和信息资源对其的正向影响作用，而未能验证政策资源和科技资源对于市场导向战略制定与实施的正向影响作用，与本文最初的假设部分相符。在企业战略的中介作用中要探讨的另一部分内容就企业战略对创业绩效的影响作用，从实证分析的结果来看，无论创业企业制定和实施创新导向战略或者市场导向战略都会正向促进创业绩效的提升，而在这两种战略中，由于创业市场的特殊性，创新导向战略相较于市场导向战略有着更显著的影响作用，更有利于帮助创业企业实现创业绩效，与本文假设相符。可以说企业战略在创业资源与创业绩效中起到了桥梁作用，创业资源不但通过企业战略加大了对于创业绩效提升的促进作用，甚至通过企业战略的间接影响大过了其对创业绩效的直接影响，因此，企业战略在两者影响关系中起到积极的正向中介作用，与本文假设相符。
第二、环境敌对性与环境动态性的调节作用
在对创业环境进行划分时，本文查阅了相关文献，最终选取了被广泛认可的Lumpkin和Dess（2001）的划分方式，即将创业环境换分为环境敌对性与环境动态性。
从本文的实证研究分析结果来看，环境的敌对性特征会促进创业资源对于创业绩效的影响作用。也就是在环境敌对性比较显著的情况下，企业会更加善用自身的资源，当企业拥有越多的创业资源，对资源使用的越有效率，就会创造出比平时更高的创业绩效，也就是说当环境敌对性存在时，凸显出来资源对于创业的重要性，而当创业环境敌对性较低的情况下，市场存在着大量的机会与优势条件，不论企业是否拥有优质资源，都可能在这样相对友好的环境中获得生存与发展的空间，赢得市场机会，实现创业绩效，那么创业资源对与创业绩效的影响作用就会被这种现象所掩盖，与本文假设相符。
而当外部环境中动态性情况明显时，会影响和削弱管理资源、人力资源、资金资源和政策资源对于创业绩效的正向影响作用，而信息资源和科技资源则仍体现出了显著的正向作用，也就是说，当外部环境变化快速时，以往的管理经验，内部拥有的人力资源，政府的相关政策措施或者企业拥有的资金资源都未能体现出很好的促进作用，而当企业注重对于信息的搜索与获取和科学技术创新时，可以帮助创业企业洞察在瞬息万变的市场上存在着哪些机会，满足瞬息万变的市场对于新技术新科技的需要等以此来占得先机，从而获得竞争优势，实现组织的创业绩效，与本文假设部分相符。
Taken seriously both in developed and developing countries, entrepreneurialactivities are developing on the global scope like a raging fire. Entrepreneurialactivities play a great role in promoting the national or regional economics, includingproviding employment, stimulating demand, promoting technological innovation,nurturing outstanding entrepreneurs and entrepreneurial team, thus enhancingcomprehensive competitiveness of countries or regions. Entrepreneurial activity is afundamental factor as well as an important motive force for economic development.
Based on this important role of entrepreneurial activities, the theoretical circlehas conducted a large scale of studies on entrepreneurship and entrepreneurialmanagement. A topic of the hot issues that scholars pay more attention to isentrepreneurial performance. What is entrepreneurial performance? How to measureit? How to improve it? These are always hot issues discussed by scholars. Indeed,there is no accepted standard on the definition and measurement of entrepreneurialperformance. Scholars hold different perspectives on means of improvingentrepreneurial performance. However, resources are undoubtedly crucial toentrepreneurial activities in this economic and information-exploding age. The aim ofentrepreneurial activities is boosting entrepreneurial performance, which is influencedby many factors, the most important being resources, among others. As the basis ofentrepreneurial activities, entrepreneurial resources determine the means of achievingentrepreneurial performance in start-ups. In other words, entrepreneurial resources donot only influence entrepreneurial performance directly, but also determine strategiesapplied. Entrepreneurs’ strategies are considered terminating factors betweenentrepreneurial resources and performance.
When people talk about the process of entrepreneurial activities, entrepreneurialenvironment is always mentioned. This is because entrepreneurial activities cannotexist in the vacuum, but develop in a certain internal and external environment.Entrepreneurial environment may not affect entrepreneurial performance directly, butthe feature of entrepreneurial environment restrict and affect the operation of variousfactors of entrepreneurial activities, for instance, a large number of entrepreneurialresources exist in entrepreneurial environment. The same entrepreneurial resource indifferent environment will produce different entrepreneurial effects. So as we discussthe relationship between entrepreneurial resources and entrepreneurial performance,the effect of entrepreneurial environment cannot be neglected. Similarly,entrepreneurial environment will also affect and adjust the operation ofentrepreneurial resources.
For the deep thinking to the problems mentioned above, this dissertationanalyzes and concludes the relationship among entrepreneurial resources, strategiesand performances on the basis of a great quantity of literature researches and analysis.The dissertation has also considered the adjustment effect of entrepreneurialenvironment between entrepreneurial resources and performance. On this basis, theresearch model of basic theories has been constructed; and on the basis of researchmodel the dissertation has proposed a hypothesis to the question this work studies.This dissertation collects data by questionnaires, undertakes structural equation model,processes the recycled data through the data analysis method of multiple regressionanalysis, and confirms the proposed hypothesis by analyzing the results and theexplanation. After verifying this hypothesis, the final conclusions are as followed:
The Relationship Between Entrepreneurial Resources, Strategies andPerformance
There are several means of classifying entrepreneurial resources. Thedissertation lends domestic scholar Mr. Song Lin’s (2007) theory, dividing entrepreneurial resources into management resources, human resources, capitalresources, policy resources, scientific and technological resources, and informationresources. Empirically speaking, they all have positive influence on entrepreneurialperformance. Statistics show when the six resources are all abundant, entrepreneurialperformance is boosted accordingly, which is in line with the dissertation’shypothesis. In addition, statistics show human resources plays a leading role inboosting entrepreneurial performance, with capital, information, management,science&technology and policy followed respectively. The roles of capital andinformation also make a big difference. Although management, science&technologyand policy play less important roles, they can not be neglected in fierce marketcompetition; therefore, enterprises should spare no efforts in obtaining maximumresources in order to boost entrepreneurial performance ultimately.
In analyzing the intermediary function of entrepreneurial strategies, the authorreferred to many literatures, summarized related scholars’ studies, and finallyclassified entrepreneurial strategies as Innovation oriented strategy and Marketoriented strategy. When opting entrepreneurial strategies, enterprises tend to weightheir own resource situation; in this sense, entrepreneurial resources may influenceentrepreneurial strategies. As for Innovation oriented strategy, empirically speaking,all the six resources listed above have positive effect on it, because the increasing ofany kind leads to a better design and implementation of strategies. However, when itcomes to Market oriented strategy, the dissertation only attests the positive effect ofhuman, capital, information and management resources, with science&technologyand policy resources two exceptions, which also accords to the earlier hypothesis ofthe dissertation. Another topic, in entrepreneurial strategies’ intermediary function,is the influence of entrepreneurial strategies on entrepreneurial performance.According to empirical analysis, both Innovation oriented strategy and Marketoriented strategy help to improve entrepreneurial performance. Of the two, Innovation oriented strategy shows a more significant role in achieving better entrepreneurialperformance due to the market’s specialty, which is also identical with thedissertation’s hypothesis. It is safe to say entrepreneurial strategies serve a bridgingfunction between entrepreneurial resources and entrepreneurial performance. For onething, entrepreneurial resources boost entrepreneurial performance throughentrepreneurial strategies directly; for another, they even exert bigger though indirectinfluence of entrepreneurial strategies. To sum up, as the dissertation’s hypothesisstates, entrepreneurial strategies play positive role between entrepreneurial resourcesand entrepreneurial performance.
The Regulatory Roles of Hostile Environment and Dynamic Environment
In classifying entrepreneurial environment, the dissertation finally adopts awidely accepted method proposed by Lumpkin and Dess (2001), namely hostileenvironment and dynamic environment.
Based upon empirical analysis, the hostile environment will enhance theinfluence of entrepreneurial strategies on entrepreneurial performance. Specifically,enterprises can make better use of their resources in hostile environment. The moreresources owned; the more efficient in resource use; the higher performance thencreated. That is to say, the importance of resources is highlighted in hostileenvironment. When the market environment is less hostile, there are moreopportunities and favorable conditions. No matter enterprises own high-qualityresources or not, they can obtain space for survival and development, win marketopportunities and boost entrepreneurial performance. In this case, the rolesentrepreneurial resources play on entrepreneurial performance may be covered.
Whereas, when dynamic situation in external environment is apparent, thepositive effect of management, human, capital and policy resources onentrepreneurial performance will be affected and weakened, but the information andscience&technology resources will still display obvious positive effect. That’s to
say, when the external environment changes rapidly, the previous managementexperience, the internal human resources, the relevant government policies andmeasures, and the financial resources possessed by enterprises cannot play positiveand promoting roles. However, when the enterprises attach importance to theinformation collection and the innovation of science and technology, they will haveinsight to the existed opportunities in the fast changing market so as to meet themarket need for new science&technology, thus taking the leadership, winningcompetitive advantage, and achieving expected goal. All of these echo to thedissertation’s hypothesis.
引文
1郁义鸿，李志能，Robert D.Hishrich.创业学.上海复旦大学出版社，2000:7-14
2Dess, G. G, Lumpking, G. T.,&Covin, J. G. Entrepreneurial strategy making and firmperformance: Tests ofcontingency and configurational models. Strategic ManagementJournal,1997,18(9):677-695
Duncan, Robert B.(1972) Characteristics of Perceived Environments and Perceived EnvironmentalUncertainty. Administrative Science Quarterly,17, pp.314.
4乔治·斯蒂纳，约翰·斯蒂纳(Steiner, George A&Steiner, John F.)《企业、政府与社会》，华夏出版社，2002年.
5理查德L.达夫特(Daft, Richard L.)《管理学》，机械工业出版社，2003年.
[1] A.Carmeli.High-and low-Performance firms:do they have different Profiles ofPerceived core intangible resources and businessenvironment?[J].Teehnovation.2001,21:661-671.
[2] Achrol, R. Stern, LW. Environmental determinants of decision-making inmarketing channels[J]. Journal of Marketing Research,1988,25(2),36-50.
[3] Afuah A. Innovation Management: Strategic, Implementation, and Profits[M].London: Oxford University Press,1998:13-15.
[4] Ahuja G., C. Lampert. Entrepreneurship in the Large Corporation: A LongitudinalStudy of How Established Firms Create Breakthrough Inventions[J]. StrategicManagement Journal,2001(22):521-543.
[5] Aldrich, H. E.&Martinez, M. A. Many are Called,but Few are Chosen: AnEvolutionary Perspective for the Study of Entrepreneurship[J]. EntrepreneurshipTheory and Practice,2001,25(4),1-34.
[5] Aldrich, H., Reese, P. R., and Dubuni, P. Women on the Verge of a Breakthrough:Strategying among Entrepreneurs in the United States andItaly[J],Entrepreneurship and Regional Development,1989:339-356.
[6] Aldrich, H., Rosen, B., and Woodward, B.L., Social Behavior and EntrepreneurialStrategys, Summarized in Frontiers of Entrepreneurship Research[D]. Wellesley,MA, Center for Entrepreneurship Studies Babson Collage,1986,239-240.
[7] Aldrich, H., Rosen, B., and Woodward, B.L., The Impact of Social Strategy onBusiness Founding and Profit: A Longitudinal Study in Frontiers ofEntrepreneurship Research[D]. Wellesley, MA, Center for EntrepreneurshipStudies Babson Collage,1987:154-168.
[8] Alexandrova, M. Entrepreneurship in a transition economy: the impact ofenvironment on entrepreneurial orientation[J]. Problems&Perspectives inManagement,2004,2,140-148.
[9] Amsden, A. H., Big Business and Urban Congestion in Taiwan: the Origins ofSmall Enterprise and Regionally Decentralized Industry[J]. WorldDevelopment,1991,9(9):1121-1135.
[10] Ang,S.&Cummings, L. L. Strategic Response to Institutional Influences onInformation Systems Outsourcing[J]. Organization Science,1997,8(3),235-256.
[11] Antoncic, B.&Hisrich, R. D. Intrapreneurship: Construct refinement andcross-cultural validation[J]. Journal of Business Venturing,2001,16(5),495-527.
[12] Ardichvili, A., Cardozo, R.&Ray, S. A theory of entrepreneurial opportunityidentification and development[J]. Journal of Business Venturing,2003,18(1),105-123.
[13] Arora, A.&Nandkumar, A. Cash-Out or Flameout! Opportunity Cost andEntrepreneurial Strategy: Theory, and Evidence from the Information SecurityIndustry[J]. Management Science,2011,57(10),1844-1860.
[14] Audretscha,D. B., Bonteb, W.&Kdlbach,M. Entrepreneurship capital and itsimpact on knowledge diffusion and economic performance[J]. Journal ofBusiness Venturing,2008,23(6),687-698.
[15] Baker, T.&Nelson, R. Creating something from nothing: Resource constructionthrough entrepreneurial bricolage[J]. Administrative ScienceQuarterly,2005,50(3),329-366.
[16] Baker, T. Resources in play: Bricolage in the toy store[J]. Journal of BusinessVenturing,2007,22(5),694-711.
[17] Baker, W. E., Market Strategys and Corporate Behavior[J], American Journal ofSociology,1990,96:589-625.
[18] Barney, J. B. Firm Resources and Sustained Competitive Advantage[J]. Journalof Management,1991,17(1),99-120.
[19] Baron, R. A.&Tang, J. T. The role of entrepreneurs in firm-levelinnovateon:Joint effects of positive affect,creativity, and environmentaldynamism[J].Journal of Business Venturing,2011,26(1),49-60.
[20] Baum R, the relation of traits, competencies, motivation, strategy, and strectureto venture growth,1995, University of Maryland.
[21] Baum, J. R.&Wally, S. Strategic decision speed and firmperformance[J].Strategic Management Journal,2003,24(11),1107-1129.
[22] Begley T, and Boyd D. Psychological characteristics associated withperformance in entrepreneurial firms and smaller business[J]. Journal ofBusiness Venturing,1987,79-93.
[23] Bhave, M. P. A process model of entrepreneurial venture creation[J]. Journal ofBusiness Venturing,1994,9(3),223-242.
[24] Bhide, A. How Entrepreneurs Craft Strategies That Work[J]. Harvard BusinessReview,1994,72(2),150-161.
[25] Biggadike, R. E. Corporate Diversification: Entry, Strategy and PerformanceDivision of Research[M]. Boston: Harvard Business School Press,1976.
[26] Birley, S., Cromie, S., and Myers, A., Entrepreneurial Strategys: TheirEmergence in Ireland and Overseas[J], International Journal of SmallBusiness,1991,9.
[27] Birley, S., Cromie, S., Social Strategys and Entrepreneurship in NorthernIreland[C]. Paper presented at Enterprise in Action Conference, Belfast(September),1988.
[28] Birley, S.&Stockley,S. Entrepreneurial teams and venture growth. In: Sexton,D.L.&Landstrom, H.(Eds.)[M]. The Blackwell handbook ofentrepreneurship.Oxford: Black-well Business,2000.
[29] Birley, S., The role of strategys in the entrepreneurial process[J]. Journal ofBusiness Venturing，1985，1（1）：107–117.
[30] Bouncken, R. B. Cultural Diversity in Entrepreneurial Teams: Findings of NewVentures in Germany. Creativity&InnovationManagement,2004,13(4),240-253.
[31] Boyd, B. K.,Dess, G. G.&Rasheed,A. M. A. Divergence Between ArchivalandPerceptual Measures of the Environment: Causes and Consequences[J].Academyof Management Review,1993,18(2),204-226.
[32] Brouthers,K. D.&Bakos, G. SME Entry Mode Choice and Performance:Transaction Cost Perspective[J]. Entrepreneurship Theory and Practice,2004,28(3),229-247.
[33] Brown, B., and Butler, J. E., Competitors as Allies: A Study of EntrepreneurialStrategys in the U.S. Wine Industry[J]. Journal of Small Business Management,1995,33(3):67-83.
[34] Brown, T. E. Resource orientation,entrepreneurial orientation and growth: Howthe perception of resource availability affects small firm growth[D]. DoctoralDissertation, Rutgers University,1996.
[35] Bruno, A. V.&Tyebjee,T. T. The environment for entrepreneurship. In Kent,C.A., Sexton, D. L.&Vesper, K. H. Encyclopedia ofEntrepreneurship[M].Englewood Clifs, NJ: Prentice-Hall,1982.
[36] Brush, C. G.&Vanderwerf, P. A. A comparison of methods and sources forobtaining estimates of new venture Performance[J]. Journal of BusinessVenturing,1992,7(2),157-170.
[37] Brush, C. G, Chaganti, R., Businesses without glamour? An Analysis ofresourceson performance by size and age in small service and retail firms[J].Journal ofBusiness Venturing,1999,14(3):233-258.
[38] Brush, C. G., Greene,P. G.&Hart, M. M. From Initial Idea to Unique Advantage:The Entrepreneurial Challenge of Constructing a Resource Base[J].Academy ofManagement Executive,2001,15(1),64-78.
[39] Bruyat,C.&Jiilien, P. Defining the Field of Research inEntrepreneurship[J].Journal of Business Venturing,2000,16(2),165-180.
[40] Burt, R. S. The network structure of social capital. In Sutton, R.1.&Staw,B.M.(Eds.)[M]. Research in Organizational Behavior. Greenwich, CT: JAIPress,2000.
[41] Busenitz,L. W., West III,G. P., Shepherd, D.,Nelson, T” Chandler, G. N.&Zacharakis,A. Entrepreneurship Research in Emergence: Past Trends and FutureDirections[J]. Journal of Management,2003,29(3),285-308.
[42] Butler, J., Hansen, G. S., Strategy evolution, entrepreneurial success, andregional development[J]. Entrepreneurship and Regional Development，1991，（3）：1-16.
[43] Bygrave, W., and Minniti, M., The Social Dynamics ofEntrepreneurship[J].Entrepreneurship Theory and Practice,2000,24(3):25-36.
[44] Camagni, R.,(ed.), Innovation Strategys: Spatial Perspectives[M].London,Belhaven Press,1991.
[45] Carmona, R, Momparler, A.&Gieure,C. The performance of entrepreneurialsmall-and medium-sized enterprises[J]. Service Industries Journal,2012,32(15),2463-2487.
[46] Carpenter, M. A,&Fredrickson, J. W, Top management teams, global strategicposture and the moderating role of uncertainty[J]. Academy of ManagementJournal,2001,44(3),533-545.
[47] Cavalluzzo, K. S.&Ittner,C. D. Implementing performance measurementinnovations: evidence from government[J]. Accounting, Organizations andSociety,2004,29(3/4),243-267.
[48] Caves, R. E. Industrial organization, corporate strategy and structure[J]. JournalofEconomic Literature,1980,18(1),64-92.
[49] Chakravarthy, B. S. Flexible commitment: a key to strategic success[J]. Strategy&Leadership,1996,24(3),14-20.
[50] Chakravarthy, B. S. Measuring strategic Performance[J]. Strategic ManagementJournal1986,7(5),437-458.
[51] Chandler, G N, Hanks, S H, Founder competence, environment, and ventureperformance[J].Entrepreneurship Theory and Practice,1994,18(3)：77–89.
[52]Chandler, G. N.&Hanks, S. H. Market attractiveness, resource-basedcapabilities,venture strategies, and venture performance[J]. Journal of BusinessVenturing,1994,9(4),331-349.
[53] Child, J. Organization structure, environment, and performance: The role ofstrategic choice[J]. Sociology,1972,6(1),1-22.
[54] Chrisman, J. J., Bauerschmidt, A.&Hofer,C. W. The determinants of newventure performance: an extended model[J]. Entrepreneurship: Theory andPractice,1998,23(1),5-29.
[55] Chu, P., Social Strategy Models of Overseas Chinese Entrepreneurship: TheExperience in Hong Kong and Canada[J].Canadian Journal of AdministrativeSciences,1996,13(4):358-365.
[56] Clarke, J. Revitalizing Entrepreneurship: How Visual Symbols are Used inEntrepreneurial Performances[J]. Journal of Management Studies,2011,48(6),1365-1391.
[57] Coelho, F., Eastingwood, C., Determinants of multiple channel choice infinancial services: an environmental uncertainty model[J]. The Journal ofServices Marketing，2005，19（4）：199-212.
[58] Collis D., Montgomery C., Competing on resources: Strategy in the1990s[J].Harvard Business Review,1995.73(4),118-128.
[59] CooPer,A.C.Strategic management:New ventures and small businesses[J].LongRange Planning1981,14(5):39-45.
[60] CooPer,A.C.,&Gimeno-Gascon,F.J.Entrepreneurs,Processes of founding andnew firm Performance.In D.Sexton and J.Kasarda, eds. The State of the Art ofEntrepreneurship[M].Boston,MA:PWS Kent,1992:301-340.
[61] Cosh, A., Fu, X. L,&Hughes, A. Organisation structure and innovation1performance in different environments[J]. Small Business Economics,2012,39(2),301-317.
[62] Covin,J.G.&Slevin,D.P A conceptual model of entrepreneurship as firmBehavior[J].Entrepreneurship:Theory and Practice,1991,16(1):7-25
[63] Covin, J. G.,&Miles, M. P. Corporate entrepreneurship and the pursuit ofcompetitive advantage[J]. Entrepreneurship Theory and Practice,1999,23(3):47-63.
[64] Covin,J. G.&Slevin,D. P. A Conceptual Model of Entrepreneurship as FirmBehavior[J]. Entrepreneurship: Theory and Practice,1991,16(1),7-25.
[65] Covin,J. G.&Slevin, D. R Strategic management of small firms in hostile andbenign environments[J]. Strategic management journal,1989,10(1),75-87.
[66] Covin, J. G, Slevin, D. P.&Schultz, R. L. Implementing strategicmissions:effective strategic, structural and tactical choices[J]. Journal ofManagement studies,1994,31(4):481-505.
[67] Cromie, S., Birley, S., and Callaghan, I., Community Brokers: Their Role in theFormation and Development of Business Ventures, In Veciana, J. M.,(ed),SMEs:Internationalization, Strategys and Strategy[M].Publisher Aveburg,Singapore.1994.
[68] Danny Miller. The structural and environmental correlates of businessstrategy[J].Strategic Management Journal (1986-1998); Jan/Feb1987;8,1;ABI/INFORM Global pg.55.
[69] Das, T.K., Teng, B.S., Aresource-based theory of strategic alliances[J]. Journal ofManagement,2000,26：31-61.
[70] DeBresson, Christian, An Entrepreneur Cannot Innovate Alone: StrategysofEntreprises are Required[C]. paper presented at the DRUID conference onSystems of Innovation, Aalborg, Denmark,1999:9-11.
[71] Delaney, J. T.&Husdid,M. A. The impact of human resource managementpractices on perceptions of organizational performanee[J]. The Academy ofManagement Journal,1996,39(4),949-969.
[72] Dess,G. G.&Beard, D. W. Dimensions of organizational task environments[J].Administrative Science Quarterly,1984,29(1),52-73.
[73] Dess, G. G.&Davis, P. S. Porter's (1980) generic strategies as determinants ofstrategic group membership and organizational performance[J]. The Academy ofManagement Journal,1984,27(3),467-488.
[74] Dess, G G.&Lumpkin, G. T. Entrepreneurial strategy making and firmperformance: Tests of contingency and configurational models[J]. StrategicManagement Journal,1997,18(9),677-760.
[75] Dollinger, M. J. Entrepreneurship: Strategies and Resources (3ed.)[M]. NewYork: Prentice Hall,2003.
[76] Dollinger, M. J. Environmental contacts and financial performance of the smallfirm[J].Journal of Small Business Management,1985,23(1),24-30.
[77] Donckels, R., and Lambrecht, J., Strategys and Small Business Growth: AnExplanatory Model[J].Small Business Economics,1995,7:273-289.
[78] Doutriaus,J. Emerging high-tech firms: how durable are their comparativestart-up advantage?[J].Journal of BusinessVenturing,1992,7(4),303-322.
[79] Duncan, R. B. Characteristics of organizational environments and perceivedenvironmental uncertainty[J]. Administrative Science Quarterly,1972,17(3),313-327.
[80] Dutton J, and Duncan R. The creation of momentum for change through theprocess of strategic issue diagnosis[J]. Strategic Management Journal,1987,(8):279～295.
[81] Eckhardt, J. T.&Shane,S. A. Opportunities and entrepreneurship[J]. Journal ofManagement,2003,29(3),333-349.
[82] Eisenhardt, K. M&Schoonhoven, C. B. Resource-based view of strategicalliance formation: Strategic and social effects in entrep reneurialfirms[J].Organization Science,1996,7(2),136-150.
[83] Ensley, M. D.,Pearce, C_L.&Hmieleski, K. M. The moderating effect ofenvironmental dynamism on the relationship between entrepreneur leadershipbehavior and new venture performance[J]. Journal of Business Venturing,2006,21(2),243-263.
[84] Ensley, M. D.,Pearson, A. W.&Amason,A. C. Understanding the dynamics ofnew venture top management teams cohesion,conflict, and new ventureperformance[J]. Journal of Business Venturing,2002,17(4),365-386.
[85] Evans, D. S., Jovanovic, B., An Estimated Model of Entrepreneurial ChoiceUnder Liquidity Constraints[J]. The Journal of Political Economy,1989,97(4):808-828.
[86] Falemo, B., The Firms External Persons: Entrepreneurs or StrategyActors?[J].Entrepreneurship and Regional Development,1989,1:167-77.
[87] Fayolle, A., Servais, I., The influence of the support system on theentrepreneurial process[C].7th Global Conference on EntrepreneurshipResearch,1997.
[88] Feeser, H. R.&Willard, G. E. Founding Strategy and Performance: AComparison of High and Low Growth High Tech Firms[J]. StrategicManagement Journal,1990,11(2),87-98.
[89] Flahvin, A. Why small businesses fail?[J] Australian Accountant,1985,55(9),56-72.
[90] Fredrickson, J. W. Strategic process research: questions andrecommendations[J].The Academy of Management Review,1983,8(4),565-575.
[91] Fredrickson, J. W. The comprehensiveness of strategic decisionprocesses:Extension, observations, future directions[J]. Academy ofManagement Journal,1984,27(3),445-466.
[92] Galbraith, C.&D. Schendel. An empirical analysis of strategy types[J]. StrategyManagement Journal,1973.
[93] Galunic, D C, Rodan, S., Resource recombinations in the firm: Knowledgestructures and the potential for Schumpeterian innovation[J]. StrategicManagement Journal,1998,19(12):1193-1205.
[94] Gartner, W. B. What are We Talking about when We Talk about Entrepreneurship.Journal of Business Venturing,1990,5(1),15-28.
[95] Georgellis, Y., Wall, H. J., Entrepreneurship and the PolicyEnvironment[J].Review-Federal Reserve Bank of St. Louis. St,2006,88(2):95-112.
[96] Giannetti, M.&Simonov,A. Social Interactions and EntrepreneurialActivity[J].Journal of Economics&Management Strategy,2009,18(3),665-709.
[97] Gibb, A.A., Key Factors in the Design of Policy Support for the Small andMedium Enterprise (SME) Development Process: an overview[J].Entrepreneurship and Regional Development,1993,7:1-24.
[98] Gilbert, B. A., McDougall,P. P.&Audretsch, D. B. Clusters, knowledgespillovers and new venture performance: An empirical examination[J]. Journalof Business Venturing,2008,23(4),405-422.
[99] Gnyawali, D. R., Fogel, D. S., Environments for entrepreneurship development:key dimensions and research implications. Entrepreneurship Theory andPractice，1994，18（4）：43–62.
[100] Grande, J.,Madsen, E. L.&Borch,0. J. The relationship betweenresources,entrepreneurial orientation and performance in farm-basedventures[J].Entrepreneurship&Regional Development,2011,23(3/4),89-111.
[101] Granovetter, M., Economic Action and Social Structure: the Problem ofEmbeddedness[J]. American Journal of Sociology,1985,91(3):481-510.
[102] Greene, P. G., Brush, C. G., Brown, T.1997. Resources in small firms: Anexploratory study[J].Journal of Small Business Strategy,8(2):25-40.
[103] Greve, A., Strategys and Entrepreneurship-An Analysis of SocialRelations,Occupational Background, and Use of Contacts During theEstablishment Process[J].Scandinavian Journal of Management,1995,11(1):1-24.
[104] Greve, A.&Salaff,J. W. Social Networks and Entrepreneurship[J].Entrepreneurship Theory and Practice,2003,28(1),1-22.
[105] Gulati, R., Strategy Location and Learning: The Influence of StrategyResources and Firm Capabilities on Alliance Formation[J]. StrategicManagement Journal,1999,20:397-420.
[106] Gulati, R., and Gargiulo, M., Where do Inter-Organizational StrategysComefrom?[J]. American Journal of Sociology,1999：177-231.
[107] Hakansson, H.，Snehota, I., No business is an island: the strategy concept ofbusiness strategy[J]. Scandinavian Journal of Management，1989，14：187-195.
[108] Hall, R. A framework linking intangible resources and capabiliites tosustainable competitive advantage[J]. Strategic management journal,1993,14(8),607-618.
[109] Hall, S. Representation: cultural representations and signifyingpractices[M].Thousands Oaks,California: Sage Publications,1997.
[110] Harrigan K. R., Joint ventures and competitive strategy[J]. StrategicManagement Journal,1988,9:141–158.
[111] Heavey,C.,Simsek, Z.,Roche, F.&Kelly,A. Decision Comprehensiveness andCorporate Entrepreneurship; The Moderating Role of Managerial UncertaintyPreferences and Environmental Dynamism[J].Journal of ManagementStudies,2009,46(8),1289-1314.
[112] Helfat,C. E,Raubitschek, R.S, Product sequencing: Co-evolution of knowledge,capabilities and products[J].Strategic Management Journal,2000,21(10/11):961-981.
[113] Henri Grundstén. Entrepreneurial Intentions and the EntrepreneurialEnvironment[D].Helsinki University of Technology: Dissertation for the degreeof Doctor,2004:1-162.
[114] Hmieieski, K. M.&Ensley, M. D. A contextual examination of new ventureperformance: entrepreneur leadership behavior, top management teamheterogeneity, and environmental dynamism[J]. Journal of OrganizationalBehavior,2007,28(7),865-889.
[115] Hofer, C. W.&Bygrave, W. D. Researching Entrepreneurship[J].Entrepreneurship:Theory&Practice,1992,16(3),91-100.
[116] Hofer, C. W. Improving new venture performance: Some guidelines forsuccess[J].American Journal of Small Business,1987,12(1),11-25.
[117] Homburg, C.,Krohmer, H.&Workman, Jr. J. P. Strategic consensus andperformance; The role of strategy type and market-related dynamism[J].StrategicManagement Journal,1999,20(4),339-357.
[118] Hyungrae J, Lee, J., The. Relationship between an Entrepreneurs Backgroundand Performance. in a Firm[J].Tecnovation,1996,16(4):125-136.
[119] Jackson, M. O., Wolinsky. A., A Strategic Model of Social and EconomicStrategys[J].Journal of Economic Theory,1996,71(44):44-74.
[120] Jarillo, J. C., Entrepreneurship and Growth: The Strategic Use of externalResources[J].Journal of Business Venturing,1989,4:133-47.
[121] Jarillo, J. C., On Strategic Strategys[J].Strategic Management Journal,1988,9:31-41.
[122] Johannisson, B, Business Formation: A Strategy Approach[J]. ScandinavianJournal of Management,1988,31(3):83-99.
[123] Johannisson, B., Anarchist and Organizers-Entreprene urs in a StrategyPerspective[J].International Studies of Management and Organization,1987,17:49-63.
[124] Johannisson, B., Building an Entrepreneurial Career in a Mixed Economy:Needfor Social and Business Ties in Personal Strategys[C]. Paper presented at theAcademy of Management Annual Meeting, San Francisco,1990:12-15.
[125] Keats, B. W.&Hitt,M. A. A causal model of linkages among environmentaldimensions, macro organizational characteristics, and performance[J]. Academyof Management Journal,1988,31(3),570-598.
[126] Kessler, E. H.&Bierly,P. E. Is faster really better? An empirical test of theimplications of innovation speed[J]. IEEE Transactions on EngineeringManagement,2002,49(1),2-12.
[127] Keuschnigg C, Nielsen S B. Tax policy, venture capital, andentrepreneurship[J].Journal of Public Economics,2003，87(1)：175～203.
[128] Kirznei, I. Entrepreneurial discovery and competitive market process: AnAustrian approach[J]. The journal of economic literature,1997,35(1),60-85.
[129] Krackhardt, D., Entrepreneurial Opportunities in an Entrepreneurial Firm: AStructural Approach[J]. Entrepreneurship Theory and Practice, Spring,1995:53-69.
[130] Kreiser,R M.,Marino,L. D.&Weaver, K. M. Reassessing the environment-EOlink: the impact of environmental hostility on the dimensions of entrepreneurialorientation[J].Academy of Management Proceedings,2002.
[131] Kundu, S. C.&Sunita, R. Entrepreneurial tendencies of aspiring humanresources in India: a multivariate analysis[J].International Journal ofManagement&Enterprise Development,2010,8(4),333-357.
[132] Larson, A, A., and Starr, J. A., A Strategy Model of OrganizationFormation[J].Entrepreneurship Theory and Practice, Winter,1993:5-15.
[133] Larson, A., Starr, J. A.,A strategy model of organizationformation[J].Entrepreneurship Theory and Practice,1993.,17(2):5-16.
[134] Lechler, T. Social interaction: A determinant of entrepreneurial team venturesuccess[J]. Small Business Economics,2001,16(4),263-278.
[135] Lemer,M.&Brush, C. Israeli women entrepreneurs: An examination of factorsaffecting performance[J]. Journal of Business Venturing,1997,12(4),315-339.
[136] Leung, A., Zhang, J., Wong, P K, Foo, M. D., The use of strategys in humanresource acquisition for entrepreneurial firms: Multiple "fit"considerations[J].Journal of Business Venturing,2006,21(5):664-684.
[137] Liao, J, Welsch, H., Social capital and entrepreneurial growth aspiration: Acomparison of technology-and non-technology-based nascententrepreneurs[J].Journal of High Technology Management Research,2003,14(1):149-167.
[138] Lu, J. Y.&Tao,Z. G Determinants of entrepreneurial activities inChina[J].Journal of Business Venturing,2010,25(3),261-273.
[139] Lumpkin, G. T.&Dess,G. G. Clarifying the entrepreneurial orientationconstruct and linking it to performance[J]. The Academy of ManagementReview,1996,21(1),135-172.
[140] Lumpkin, G. T.&Dess, G. G., Linking two dimensions of entrepreneurialorientation to firm performance: The moderating role of environment andindustry life cycle[J]. Journal of Business Venturing，2001，16（5）：429-451.
[141] Lumpkin, G. T.&Sloat, C. Do family firms have an entrepreneurialorientation?[J]. Frontiers of Entrepreneurship Research,2001,14(2),347-365.
[142] Mahoney, J T., Pandian, J. R., The Resource-Based View Within theConversation of Strategic Management[J].Strategic Management Journal,1992,13(5):363-381.
[143] Makadok, K., Toward a synthesis of the resource-based and dynamic-capabilityviews of rent creation[J]. Strategic Management Jounal，2001，22：387–401.
[144] Mark P Sharfman and James W Dean,Jr. Conceptualizing and measuring theorganizational environment: a multidimensional approach-includesappendix[J].Journal of Management, Dec.1991.
[145] Mascarenhas, B. Flexibility: Its Relationship to Environmental Dynamism andComplexity[J].International Studies of Management and Organization,XIV(4):107-124.1985.
[146] McDougall, P. P&Robinson, R. B. New venture strategies; An empiricalidentification of eight “arche types” of competitive strategies ofentry[J].Strategic Management Journal,1990,11(6),447-467.
[147] McGee, J. E.,Dowing, M. J.&Meggson, W. L. Cooperative strategy and newventure performance; the role of business of strategy and managementexperience[J].Strategic Management Journal,1995,16(7),565-580.
[148] Miles, R. E.&Snow, C. C. Organizational Strategy, Structure, andProcess[M].New York: McGrwa-Hill,1978.
[149] Miller, A.&Camp, B. Exploring determinants of success in corporateventures[J].Journal of Business Venturing,1985,1(1),87-105.
[150] Miller, D.&Friesen, P. H. Innovation in conservative and entrepreneurialfirms:Two models of strategic momentum[J].Strategic Management Journal,1982,3(1):1-25.
[151] Miller,D. Configurations of strategy and structure: Towards asynthesis[J].Strategic Management Journal,1986,7(3),233-249.
[152] Miller, D. Generic strategies; classification, combination andcontext[M].Greenwich,CT: JAI Press,1992.
[153] Miller, D. Organizational configurations: Cohesion,change, andprediction[J].Human Relations,1990,43(8),771-789.
[154] Miller, D. The correlates of entrepreneurship in three types offirms[J].Management Science,1983,29(7),770-791.
[155] Miller, D.,Friesen, P. H.&Mintzberg,H. Organizations: A quantumview[M].Englewood Cliffs, New Jersey: Prentice-Hall,1984.
[156] Mintzberg H. Strategy making in three modes[J]. California ManagementReview,1973,16(2):44～53.
[157] Mintzberg,H. An emerging strategy of direct" research[J]. AdministrativeScience Quarterly,1979,24(4),582-589.
[158] Moorman, C. Organizational market information processes: culturalantecedents and new product outcomes[J]. Journal of Marketing Research,1995,32(3),318-335.
[159] Morris M H., Schindehutte M., Values as a Factor in Ethnic Entrepreneurship:AComparison of Seven Sub-Cultures[C]. Babson College: Frontiers ofEntrepreneurship Research,2002.
[160] Murphy, G. B.,Trailer, J. W.&Hill, R. C. Measuring performance inEntrepreneurship research[J]. Journal of Business Research,1996,36(1),15-23.
[161] Murray, J. A. A concept of entrepreneurial strategy[J].Strategic ManagementJournal,1984,5(1),1-13.
[162] Naman,J. L.&Slevin,D. P. Entrepreneurship and the concept of fit: A modeland empirical tests[J]. Strategic management journal,1993,14(2),137-153.
[163] Neill, S.&York, J. L. The entrepreneurial perceptions of strategymakers:Constructing an exploratory path in the pursuit of radical growth[J].Journal of Business Research,2012,65(7),1003-1009.
[164] Niels,B., Mirjam, P., Roy T., Gerrit,W., The Value of Human and Social CapitalInvestments for the Business Performance of Startups[J]. Small BusinessEconomics,2004,23(3):227-240.
[165] Obloj, T.,Obloj, K.&Pratt, M. G Dominant Logic and EntrepreneurialFirms’Performance in a Transition Economy[J]. Entrepreneurship: Theory&Practice,2010,34(1),151-170.
[166] Obschonka,M., Silbereisen,R. K.&Schmitt-Rodermund, E. ExplainingEntrepreneurial Behavior: Dispositional Personality Traits, Growth of PersonalEntrepreneurial Resources, and Business Idea Generation[J]. CareerDevelopment Quarterly,2012,60(2),178-190.
[167] Olson, P. D., Entrepreneurship and Management[J].Journal of Small BusinessManagement,1987,25(3):7-13.
[168] Osborn, R. N., and Hagedoorn, J., The Institutionalization and EvolutionaryDynamics of Inter-organizational Alliances and Strategys[J].Academy ofanagement Journal,1997,40(2):261-278.
[169] Ostgaard, T.A., and Birley, S., Firm Growth and Personal Strategys[J]. Journalof Business Research,1996,36(1):37-50.
[170] Ottum, B. D.&Moore, W. L. The role of market information in new productsuccess/failure[J]. Journal of Product Innovation Management,1997,14(4),258-273.
[171] Palich L, Bagby R. Using cognitive theory to explain entrepreneurial risktaking: Challenging conventional wisdom[J]. Journal of BusinessVenturing,1995,(10):425～438.
[172] Park, S.&Bae, Z. T. New venture strategies in a developing country:Identifying a typology and examining growth patterns through casestudies[J].Journal of Business Venturing,2004,19(1),81-105.
[173] Peng, M.W., Heath, P.S., The growth of the firm in planned economies intransition: institutions, organizations, and strategic choice[J]. Academy ofManagement Review,1996，21(2):492-528.
[174] Peteraff, M A,1993. The cornerstones of competitive advantage: Aresource-based view[J]. Strategic Management Journal,14(3):179-192.
[175] Porter, M. E. Competitive strategy: Techniques for analyzing industries andcompetition[M]. New York: Free Press,1980.
[176] Porter, M. E. What Is Strategy?[J]. Harvard Business Review,1996,74(6),61-78.
[177] Porter, M. On Competition[M]. Harvard Business School Press:Boston.1998.
[178] Powers, J. B, McDougall P P. University start-up formation and technologylicensing with firms that go public: a resource-based view of academicentrepreneurship[J]. Journal of Business Venturing，2005，20(3)：291～311.
[179] Priem, R. L.,Raheed,A. M. A.&Kotulic, A. G. Rationality in strategic decisionprocesses, environmental dynamism and firm performance[J]. Journal ofManagement,1995,21(5),913-929.
[180] Ring, P.S., Processes Facilitating Reliance on Trust in Iter-OrganizationalStrategys, In Ebers Mark,(ed) The Formation of Inter-OrganizationalStrategys[M].Oxford University Press, Oxford,1997.
[181] Robinson, K. C. An examination of the influence of industry structure on eightmeasures of new venture performance for high potential in dependent newventures[J]. Journal of Business Venturing,1998,14(2),165-187.
[182] Robinson, K. C. Measures of Entrepreneurial Value Creation: An Investigationof the Impact of Strategy and Industry Structure on the Economic Performanceof Independent New Ventures[D]. The Doctor's Degree Dissertation ofUniversity of Georgia, Athens, America,1995.
[183] Romanelli,E. Environments and strategies of organization start-up: Effectson early survival[J]. Administrative Science Quarterly,1989,34(3),369-387.
[184] Roper, S. Entrepreneurial characteristics, strategic choice and small businessperformance[J]. Small Business Economics,1998,11(1),11-24.
[185] Russell, R. D.&Russell, C. J: An examination of the effects of organizationalnorms, organizational structure, and environmental uncertainty onentrepreneurial strategy[J].Journal of Management,1992,18(4),639-656.
[186] Sandberg, W. R.&Hofer, C. W. Improving new venture performance: The roleof strategy,industry structure, and the entrepreneur[J]. Journal of BusinessVenturing,1987,2(1),5-28.
[187] Sarasvathy, D. K. How Do Firms Come to Be? Towards a Theory of theEntrepreneurial Process[J]. Frontiers of Entrepreneurship Research,1997,10(3),207-226.
[188] Shane, S. A. Prior knowledge and the discovery of entrepreneurialopportunities[J].Organization Science,1999,11(4),448-469.
[189] Shane, S. A.&Venkataraman, S. The Promise of Entrepreneurship as a Fieldof Research[J]. Academy of Management Review,2000,25(1),217-226.
[190] Shane, S, Cable, D, Strategy ties, reputation, and the financing offirms[J].Management Science,2002,48(3):364-382.
[191] Shane,S.,Stuart, T., Organizational endowments and the performance ofuniversity start-ups[J].Management Science,2002,48(1):154-171.
[192] Shrader, R. C.&Simon. M. Corporate versus independent newventures:resource, strategy, and performance differences[J].Journal of BusinessVenturing,1997,12(1),47-66.
[193] Sirmon,D. G,Hitt, M. A.&Ireland, R. D. Managing firm resources in dynamicenvironments to create value: Looking inside the black box[J]. Academy ofManagement Review,2007,32(1),273-292.
[194] Sirmon, D. G., and Hitt, M. A., Managing resources: linking unique resourcesmanagement and wealth creation in family firms[J]. Entrepreneurship Theoryand Practice，2003，27（4）：339–358.
[195] Slevin, D. P.&Covin, J. G Juggling entrepreneurial style and organizationalstructure-how to get your act together[J]. Sloan Management Review,1990,31(2),43-53.
[196] Slevin, D. P.&Covin,J. G Time,growth, complexity, and transitions:Entrepreneurial challenges for the future[J]. Entrepreneurship Theory andPractice,1997,22(2),53-68.
[197] Stalk,Jr. G Time-the next source of competitive advantage[J]. Harvard BusinessReview,1988,66(4),41-51.
[198] Starbuck, W. H. Organizations and their environments. In Dunnette,M.D.(Ed.)[M]. Handbook of organizational Psychology, Rand McNally Chicago,IL.1976.
[199] Steiner, M. P.&Solem,0. Factors for success in small manufacturingfirms[J].Journal of Small Business Management,1988,26(1),51-56.
[200] Stevenson, H. H.&Gumpert,D. E. The heart of entrepreneurship[J]. HarvardBusiness Review,1985,63(2),85-94.
[201] Stevenson L, Lundstr m A., Towards a Framework for the Development ofEntrepreneurship Policy and Practice[C].Babson College: Frontiers ofEntrepreneurship Research,2001.
[202] Su, Z. F.,Xie, E., Wang, D.&Li, Y. Entrepreneurial strategy making,resources,and firm performance; evidence from China[J]. Small BusinessEconomics,2011,36(2),235-247.
[203] Szarka, J, Strategying and Small Firms[J].Journal of International SmallBusiness,1990,8(2):10-22.
[204] Tan,R. R.&Dong, S. C. The formulation of performance indicators inevaluating the implementation of automation in the constructionindustry[J].Construction Management&Economics,1993,11(5),398-403.
[205] Tan, J J., Litschert, R. J., Environment-strategy relationship and its performanceimplications: An empirical study of the Chinese electronics industry[J].StrategicManagement Journal,1994,15(1):1-21.
[206] Tan, J. J., Perceived environment, Strategy orientation, ownership effect andimplication in a transition economy: an empirical study in the Peoples Republicof China[D]. Doctoral dissertation of Virginia Polytechnic Institute and StateUniversity，1993.
[207] Tang,Z.&Hull, C. An Investigation of Entrepreneurial Orientation,Perceived Environmental Hostility,and Strategy Application among ChineseSMEs[J].Journal of Small Business Management,2012,50(1),132-158.
[208] Terpstra, D. E.,&Olson, P. D., Entrepreneurial Start-up and Growth: AClassification of Problems[J].Entrepreneurship Theory and Practice.1993.
[209] Timmons, J. A. New Venture Creation(5ed.)[M]. New York: McGraw-Hill,1999.
[210] Tushman, Michael L.&Philip Anderson, Technological Discontinuities andOrganizational Environments[J]. Administrative Science Quarterly,31(September),1986, p439-465.
[211] Tsai, W., Ghoshal, S., Social capital and value creation: The role of intrafirmstrategys[J]. Academy of Management Journal,1998,41(4):464-477.
[212] Ucbasaran, D., Westhead,P.&Wright, M. The Focus of EntrepreneurialResearch: Contextual and Process Issues[J]. Entrepreneurship Theory andPractice,2001,26(2),57-80.
[213] Ulrich, D.&Barney, J. B. Perspectives in organizations: resourcedependence,efficiency,and population[J]. Academy of ManagementReview,1984,9(3),471-481.
[214] Uzzi, B., Social Structure and Competition in Inter-firm Strategys: The Paradoxof Embeddedness[J]. Administrative Science Quarterly,1997,42(1):5-67.
[215] Uzzi, B., The Sources and Consequences of Embeddedness for the EconomicPerformance of Organization: The Strategy Effect[J].American SociologicalReview,1996,61:674-98.
[216] Veciana, J.M., and Clarke, A. M., Theoretical Approaches toEntrepreneurship:The Social Strategy Approach, European Doctoral Programmein Entrepreneurship and Small Business Management, University ofAutonoma,Barcelona,1996.
[217] Venkatraman N. Strategic orientation of business enterprises: Theconstruct,dimensionality, and measurement[J]. Management Science,1989(8),942-963.
[218] Venkataraman,S. The distinctive domain of entrepreneurship research: Aneditor's perspective. In Katz,J. A.(Ed.). Advances in entrepreneurship, firmemergence and growth[M].Greenwich, CT: JAI Press,1997.
[219] Venkatraman, N.&Ramanujam, V. Measurement of business performance instrategy research: A comparison of approaches[J].Academy of ManagementReview,1986,11(4),801-814.
[220] Voss, Cx,&Voss, G (2000) Strategic orientation and firm performance in anartistic environment[J].Journal of Marketing64(1),67-84.
[221] Wall, T. D.,Michie, J.,Patterson,M.,Wood,S.J.,Sheehan, M.,Clegg,C. W.&West,M. On the validity of subjective measures of company performance[J].PersonnelPsychology,2004,57(1),95-118.
[222] Watson, D.,Clark,L. A.&Tdlegen,A. Development and validation ofbriefmeasures of positive and negative affect: the PANAS scales[J]. Journal ofPersonality and Social Psychology,1988,54(6),1063-1070.
[223] Watson, W. E., Ponthieu, L. D.&Critelli, J. W. Team interpersonal processeffectiveness in venture partnerships and its connection to perceivedsuccess[J].Journal of Business Venturing,1995,10(3),393-411.
[224] Watts, A. D.&Hamilton, R. D. Scientific foundation, organizationstructure,and performance of biotechnology and pharmaceutical firms[J]. Journalof High Technology Management Research,2011,22(2),81-93.
[225] Wen, C. H.&Jung,Y. Y. Conflict, conflict management, and performance inERP teams[J]. Social Behaviour and Personality,2007,35(8),1035-1048.
[226] Wemerfelt, B. A resource-based view of the firm[J].Strategic ManagementJournal,1984,5(2),171-180.
[227] Wickham, P. A. Developing a mission for an entrepreneurial venture[J].Management Decision,1997,35(5),373-381.
[228] Wickham, P. A. The representativeness heuristic in judgements involvingentrepreneurial success and failure[J]. Management Decision,2003,41(2),156-167.
[228] Wiklund, J., Small firm growth and performance: entrepreneurship andbeyond[J]. Jonkoping International Business School，1998，（5）：138-139.
[230] Wiklund, J&Shepherd,D. Entrepreneurial orientation and small businessperformance: a configurational approach[J]. Journal of Business Venturing,2005,20(1),71-91.
[231] Wiklund, J. The sustainability of the entrepreneurial orientation-performancerelationship[J]. Entrepreneurship theory and practice,1999,24(1),39-50.
[232] Witt, P. Entrepreneurs' networks and the success of start-ups[J].Entrepreneurship&Regional Development,2004,16(5),391-412.
[233] Woo, C. Y.&Willard, G. Performance representation in business policy researchdiscussion and recommendation[C]. Paper Presented at the23rd Annual NationalMeetings of the Academy of Management, Dallas,1983.
[234] Yan, A.&Gray, B. Bargaining power, management control, and performance inUnited States-China joina ventures: Acomparative case study[J]. Academy ofManagement Journal,1994,37(6),1478-1517.
[235] Yoo, M., the ties that (un)bind: Social strategys and entrepreneurship in hightechnology industries, a dissertation submitted in partial fulfillment of therequirements for the degree of doctor of philosophy in the university ofMichigan,2003.
[236] Yusuf, A. Critical success factors for small business: Perceptions of southpacific entrepreneurs[J]. Journal of Small Business Management,1995,33(2),68-73.
[237] Zahra, S. A.&Bogner, W. C. Technology strategy and software newventures'Performance: exploring the moderating effect of the competitiveenvironment[J].Journal of Business Venturing,2000,15(2),135-173.
[238] Zahra, S. A.&George, G. International entrepreneurship; The current status ofthe field and future research agenda2002[M]. Oxford: Blackwell Publishers,2002.
[239] Zahra, S. A. Environment, corporate entrepreneurship and financialperformance: A taxonomic approach[J]. Journal of Business Venturing,1993,8(4),319-340.
[240] Zahra, S. A.,Neubaum, D.0.&EI-Hagrassey,G. M. Competitive Analysis andNew Venture Performance: Understanding the Impact of Strategic Uncertaintyand Venture Origin[J]. Entrepreneurship Theory and Practice,2002,27(1),1-28.
[241] Zahra, S. A.,Sapienza, H. J.&Davidsson, P. Entrepreneurship and DynamicCapabilities: A Review, Model and Research Agenda[J]. Journal of ManagementStudies,2006,43(4),917-955.
[242] Zajac, E.J., Kraatz, M., Bresser, R.,2000. Modeling the dynamics of strategicfit: a normative approach to strategic change[J]. Strategic Manage. J.21,429–453.
[243] Zampetakis, L. A.,Vekini, M.&Moustakis, V. Entrepreneurialorientation,access to financial resources, and product performance in the Greekcommercial TV industry[J]. Service Industries Journal,2011,31(6),897-910.
[244] Zeffane, R. Dynamics of strategic change: critical issues in fostering positiveorganizational change[J]. Leadership&Organization Development Journal,1996,17(7),36-43.
[245] Zhang, J., Wong, P., SOH, P., Social strategy, prior knowledge, andentrepreneurial resource acquisition[R]. NUS Entrepreneurship Centre，2005.
[246] Zimmer, C., Aldrich, H. E., Resource mobilization through ethnicstrategys:kinship and friendship ties of shopkeepers in England[J]. SociologicalPerspectives，1987，30（4）：422-455.
[247]蔡莉,崔启国,刘静.基于网络视角的创业环境:概念、体系构成和分析框架[J].管理现代化,2007(3),26-28.
[248]蔡莉,崔启国,史琳.创业环境研究框架[J].吉林大学社会科学学报,2007,47(1),50-56.
[249]蔡莉,王旭,李雪灵.科技型企业创生要素的系统分析[J].科研管理,2005,26(2),29-34.
[250]陈浩义.基于信息资源视角的创业机会识别过程研究[J].情报科学,2008,26(9),1413-1418.
[251]池仁勇.美日创业环境比较研究[J].外国经济与管理，2002,24(9):13-19.
[256]陈震红,董俊武.成功创业的关键——如何获取创业资源[J].科技创业月刊，2003，（9）：48-49.
[252]陈震红,董俊武.国外创业研究的研究与新兴学科发展的分析方法[J].科技管理研究，2004(5).
[253]陈忠卫,郝喜玲.创业团队企业家精神与公司绩效关系的实证研究[J].管理科学,2008,21(1),39-48.
[254]丁岳讽.创业组织学习与创业绩效关系研究[D].浙江大学,2006.
[255]付广军,宋琦.现代企业管理与分析方法[M],兵器工业出版社，1993.
[256]高建,姜彦福,李习保,程源.全球创业观察中国报告一基于2005年数据的分析[M].北京:清华大学出版社,2006.
[257]葛建新.创业学[M].北京:清华大学出版社,2004.
[258]耿新.企业家社会资本对创业绩效影响的研究[D].山东大学，2008.
[259]顾桥.中小企业创业资源的理论研究[D].武汉理工大学,2003.
[260]郭成,企业战略管理[M].河南：郑州大学出版社,2004：75-103.
[261]何斌.创业策略、创业认知与绩效关系研究[D].浙江大学,2004.
[262]贺远琼,田志龙.外部利益相关者对企业规范化行为的影响研究[J].华东经济管理,2005,19(11),92-94.
[263]侯杰泰,温忠麟,成子娟,张雷.结构方程模型及其应用[M].上海:教育出版社,2004.
[264]侯志平.基于资源与环境的创业力与创业绩效的关系研究[D].西南交通大学,2008.
[265]黄俊英,林震岩.SAS精析与实例(初版)[M].台北:华泰书局,1994.
[266]姜彦福,张帏.创业管理学[M].清华大学出版社，2005.
[267]揭筱纹,张黎明.企业战略管理[M].北京:清华大学出版社,2006.
[268]郎滔.创业团队中的领导模式研究[D].重庆大学,2006.
[269]雷家骑,冯婉玲.高新技术创业管理[M].北京:机械工业出版社,2001.
[270]李良成.创业科技企业企业战略与创业缋效的关系实证分析[J].现代财经,2007,27(3),31-36.
[271]李乾文.创业绩效四种理论视角及其评述[J].经济界,2004(6),93-96.
[272]李宇.中小企业创业缋效影响因素研究——以吉林省为例[D].硕士学位论文,吉林大学,2009.
[273]李正卫.动态环境条件下的组织学习与企业缋效[D].浙江大学,2003.
[274]林强,姜彦福.创业理论及其架构分析[J].经济研究,2001(9),85-94.
[275]林嵩,姜彦福.结构方程模型理论及其在管理研究中的应用[J]，科学学与科学技术管理，2006，（2）：38-42.
[276]林嵩,姜彦福.创业研究进展综述与分析[J].管理现代化,2005(6),22-24.
[277]林嵩,姜彦福,张祎.创业机会识别:概念、过程、影响因素和分析架构[J].科学学与科学技术管理,2005(6),128-132.
[278]林嵩,张帏，姜彦福.创业机会的特征与创业企业的战略选择一基于中国创业企业案例的探索性研究[J].科学学研究,2006,24(2),268-272.
[279]林嵩,张伟,姜彦福.企业战略的选择:维度,影响因素和研究[J].科学学研究,2006,24(1),79-84.
[280]林嵩,张伟,林强.高科技创业企业资源整合模式研究[J].科学学与科学技术管理,2005(3),143-147.
[281]林嵩,张伟,邱琼.创业过程的研究评述及发展动向[J].南开管理评论,2004,7(3),47-50.
[282]林嵩.创业机会识别研究一一基于过程的观点[J].中南民族大学学报(人文社会科学版),2007a,27(5),129-132.
[283]林嵩.创业资源的获取与整合一一创业过程的一个解读视角[J].经济问题探索,2007b,(6),166-169.
[284]刘帮成,王重鸣.国际创业模式与组织绩效关系：一个基于知识的概念模型[J],科研管理,2005.4.
[285]刘常勇,谢如梅.创业管理学术研究之回顾与展望:理论与模式之建立[J].创业管理研究,2006,1(1),1-44.
[286]刘常勇.创业管理的12课堂[M].台北:天下文化出版社,2002.
[287]刘霞.新企业创业要素体系的构建研究[J].科技管理研究,2008(18),255-257.
[288]刘雪锋.网络嵌入性与差异化战略及企业绩效关系研究[D].浙江大学,2007.
[289]刘艳梅.企业竞争战略管理理论三大主流学派的回顾与思考[J].哈尔滨工业大学学报(社会科学版),2002,4(2),39-43.
[290]刘志超.基于资源基础观的创业企业战略管理研究[J].现代商贸工业,2011(3),36-37.
[291]柳燕.创业环境、企业战略与创业绩效关系的实证研究——基于汽车行业大型跨国企业的创业经验[D].吉林大学,2007.
[292]苗青,王一,葛宝山.企业资源与国际创业绩效作用关系的实证研究[J].管理现代化,2010(5),27-29.
[293]彭新敏.企业网络对技术创新绩效的作用机制研究[D].浙江大学,2009.
[294]彭杨.高技术企业创业学习及其影响因素研究[D].浙江大学,2005.
[295]曲波等，结构方程模型及其应用[M].中国卫生统计，2005，22（6）：405-407.
[296]沈超红,罗亮.创业成功关键因素与创业绩效指标研究[J].中南大学学报(社会科学版),2006,12(2),231-235.
[297]司岩.中国企业跨国经营实证与战略[M].企业管理出版社，2003.
[298]覃蓉芳,马昆姝.不确定环境下创业机会与创业力关系的理论研究[J].世界科技研究与发展,2008,30(1),100-103.
[299]田莉,薛红志.创业团队先前经验、承诺与新技术企业初期绩效个交互效应模型及其启示[J].研究与发展管理,2009,21(4),1-9,36.
[300]田淑荆.经营战略与方法[M].机械工业出版社，1990.
[301]王聪轩.不同环境与组织结构下创业导向对创业绩效的影响[D].西南交通大学,2008.
[302]王晓文,张玉利,李凯.创业资源整合的战略选择和实现手段一一基于租金创造机制视角[J].经济管理,2009,31(1),61-66.
[303]王延荣.基于创业的信息资源管理探析[J].华北水利水电学院学报(社科版),2003,19(3),34-36.
[304]王重鸣,刘帮成.技术能力与创业绩效:基于战略导向的解释[J].科学学研究,2005,23(6),765-771.
[305]王重鸣,阳浙江.创业理论分析——基于系统思考的观点[J].技术经济,2005(5),5-7.
[306]王永贵.战略柔性与竞争绩效：环境动荡性的调节效应[J].管理科学学报，2004，7（6）：70-78.
[307]魏梅芳,郑雪东,金玉石.基于Kaplan Norton BSC法的高科技网络及软件创业企业绩效评价体系研究[J].工业技术经济,2004,23(6),103-105.
[308]肖远飞,张诚.联盟网络与持续竞争优势:基于关系资源的视角[J].科技进步与对策,2011,28(12),1-5.
[309]项保华.战略管理：艺术与实务[M].华夏出版社，2001：71-126.
[310]徐二明.公司型企业战略.南开学报(哲学社会科学版),2004(1),17-18.
[311]颜波.国际化经营：流通企业的战略性选择[M].中国商业出版社，1997.
[312]杨波,张卫国.不确定性环境下的创业机会识别研究[J].经济与管理,2009,23(5),21-25.
[313]杨俊,张玉利.社会资本、创业机会与创业初期绩效理论模型的构建与相关研究命题的提出[J].外国经济与管理,2008,30(10),17-24.
[314]杨锡怀.企业战略管理[M],东北大学出版社，1994.
[315]姚梅芳,黄金睿,张旭阳.基于关键创业要素的生存型创业绩效评价研究[J].管理现代化,2008(4),16-18.
[316]张东升.战略管理[M].机械工业出版社,2002.1.
[317]张健,姜彦福,林强.创业理论研究与发展动态[J].经济学动态,2003(5),22-24.
[318]张秀娥,周荣鑫,王于佳.创业团队成员信任对社会网络与企业创新能力关系的影响[J].经济与管理研究.2012(3）,105-111.
[319]张秀娥,孙中博.创业机会识别机制解析[J].云南社会科学,2012(4),94-97..
[320]张秀娥,王天力.创业机会成长与实现的“幸运”机制[J].学习与探索,2012(5),89-91.
[321]张秀娥.创业管理[M]，专著，厦门大学出版社，2012.
[322]张秀娥.新时期提升吉林省全民创业理念研究[M].吉林大学出版社，2012.
[323]张秀娥,王勃.创业警觉性、创造性思维与创业机会识别关系研究[J].社会科学战线,2013(2),78-84.
[324]张秀娥,孙中博,王冰.创业团队异质性对创业绩效的影响——基于对七省市264家创业企业的调研分析[J].华东经济管理,2013(7),112-115.
[325]张秀娥,孙中博.基于效果逻辑的创业行为与创业绩效研究[J].商业研究,2013(3),91-95.
[326]张映红.动态环境对公司企业战略与绩效关系的调节效应研究[J].中国工业经济,2008(1),105-113.
[327]张玉利,李乾文.公司创业活动与组织绩效一一基于中国成长期私营企业的实证研究[J].科研管理,2005(26),28-39.
[328]张玉利,李乾文.双元型组织研究评介[J].外国经济与管理,2006,28(1),1-8.
[329]张玉利,李新春.创业管理[M].清华大学出版社，2006.
[330]郑烟章,李占乔,朱燕空.基于环境视角的创业研究框架构建[J].技术经济与管理研究,2009(6),34-36.
[331]周兵.创业精神、创业策略模式与创业绩效关系研究[D].浙江大学,2000.
[332]朱炎.创业管理[M].北京:经济科学出版社,2000.
2Dess, G. G, Lumpking, G. T.,&Covin, J. G. Entrepreneurial strategy making and firmperformance: Tests ofcontingency and configurational models. Strategic ManagementJournal,1997,18(9):677-695
Duncan, Robert B.(1972) Characteristics of Perceived Environments and Perceived EnvironmentalUncertainty. Administrative Science Quarterly,17, pp.314.
4乔治·斯蒂纳，约翰·斯蒂纳(Steiner, George A&Steiner, John F.)《企业、政府与社会》，华夏出版社，2002年.
5理查德L.达夫特(Daft, Richard L.)《管理学》，机械工业出版社，2003年.
[1] A.Carmeli.High-and low-Performance firms:do they have different Profiles ofPerceived core intangible resources and businessenvironment?[J].Teehnovation.2001,21:661-671.
[2] Achrol, R. Stern, LW. Environmental determinants of decision-making inmarketing channels[J]. Journal of Marketing Research,1988,25(2),36-50.
[3] Afuah A. Innovation Management: Strategic, Implementation, and Profits[M].London: Oxford University Press,1998:13-15.
[4] Ahuja G., C. Lampert. Entrepreneurship in the Large Corporation: A LongitudinalStudy of How Established Firms Create Breakthrough Inventions[J]. StrategicManagement Journal,2001(22):521-543.
[5] Aldrich, H. E.&Martinez, M. A. Many are Called,but Few are Chosen: AnEvolutionary Perspective for the Study of Entrepreneurship[J]. EntrepreneurshipTheory and Practice,2001,25(4),1-34.
[5] Aldrich, H., Reese, P. R., and Dubuni, P. Women on the Verge of a Breakthrough:Strategying among Entrepreneurs in the United States andItaly[J],Entrepreneurship and Regional Development,1989:339-356.
[6] Aldrich, H., Rosen, B., and Woodward, B.L., Social Behavior and EntrepreneurialStrategys, Summarized in Frontiers of Entrepreneurship Research[D]. Wellesley,MA, Center for Entrepreneurship Studies Babson Collage,1986,239-240.
[7] Aldrich, H., Rosen, B., and Woodward, B.L., The Impact of Social Strategy onBusiness Founding and Profit: A Longitudinal Study in Frontiers ofEntrepreneurship Research[D]. Wellesley, MA, Center for EntrepreneurshipStudies Babson Collage,1987:154-168.
[8] Alexandrova, M. Entrepreneurship in a transition economy: the impact ofenvironment on entrepreneurial orientation[J]. Problems&Perspectives inManagement,2004,2,140-148.
[9] Amsden, A. H., Big Business and Urban Congestion in Taiwan: the Origins ofSmall Enterprise and Regionally Decentralized Industry[J]. WorldDevelopment,1991,9(9):1121-1135.
[10] Ang,S.&Cummings, L. L. Strategic Response to Institutional Influences onInformation Systems Outsourcing[J]. Organization Science,1997,8(3),235-256.
[11] Antoncic, B.&Hisrich, R. D. Intrapreneurship: Construct refinement andcross-cultural validation[J]. Journal of Business Venturing,2001,16(5),495-527.
[12] Ardichvili, A., Cardozo, R.&Ray, S. A theory of entrepreneurial opportunityidentification and development[J]. Journal of Business Venturing,2003,18(1),105-123.
[13] Arora, A.&Nandkumar, A. Cash-Out or Flameout! Opportunity Cost andEntrepreneurial Strategy: Theory, and Evidence from the Information SecurityIndustry[J]. Management Science,2011,57(10),1844-1860.
[14] Audretscha,D. B., Bonteb, W.&Kdlbach,M. Entrepreneurship capital and itsimpact on knowledge diffusion and economic performance[J]. Journal ofBusiness Venturing,2008,23(6),687-698.
[15] Baker, T.&Nelson, R. Creating something from nothing: Resource constructionthrough entrepreneurial bricolage[J]. Administrative ScienceQuarterly,2005,50(3),329-366.
[16] Baker, T. Resources in play: Bricolage in the toy store[J]. Journal of BusinessVenturing,2007,22(5),694-711.
[17] Baker, W. E., Market Strategys and Corporate Behavior[J], American Journal ofSociology,1990,96:589-625.
[18] Barney, J. B. Firm Resources and Sustained Competitive Advantage[J]. Journalof Management,1991,17(1),99-120.
[19] Baron, R. A.&Tang, J. T. The role of entrepreneurs in firm-levelinnovateon:Joint effects of positive affect,creativity, and environmentaldynamism[J].Journal of Business Venturing,2011,26(1),49-60.
[20] Baum R, the relation of traits, competencies, motivation, strategy, and strectureto venture growth,1995, University of Maryland.
[21] Baum, J. R.&Wally, S. Strategic decision speed and firmperformance[J].Strategic Management Journal,2003,24(11),1107-1129.
[22] Begley T, and Boyd D. Psychological characteristics associated withperformance in entrepreneurial firms and smaller business[J]. Journal ofBusiness Venturing,1987,79-93.
[23] Bhave, M. P. A process model of entrepreneurial venture creation[J]. Journal ofBusiness Venturing,1994,9(3),223-242.
[24] Bhide, A. How Entrepreneurs Craft Strategies That Work[J]. Harvard BusinessReview,1994,72(2),150-161.
[25] Biggadike, R. E. Corporate Diversification: Entry, Strategy and PerformanceDivision of Research[M]. Boston: Harvard Business School Press,1976.
[26] Birley, S., Cromie, S., and Myers, A., Entrepreneurial Strategys: TheirEmergence in Ireland and Overseas[J], International Journal of SmallBusiness,1991,9.
[27] Birley, S., Cromie, S., Social Strategys and Entrepreneurship in NorthernIreland[C]. Paper presented at Enterprise in Action Conference, Belfast(September),1988.
[28] Birley, S.&Stockley,S. Entrepreneurial teams and venture growth. In: Sexton,D.L.&Landstrom, H.(Eds.)[M]. The Blackwell handbook ofentrepreneurship.Oxford: Black-well Business,2000.
[29] Birley, S., The role of strategys in the entrepreneurial process[J]. Journal ofBusiness Venturing，1985，1（1）：107–117.
[30] Bouncken, R. B. Cultural Diversity in Entrepreneurial Teams: Findings of NewVentures in Germany. Creativity&InnovationManagement,2004,13(4),240-253.
[31] Boyd, B. K.,Dess, G. G.&Rasheed,A. M. A. Divergence Between ArchivalandPerceptual Measures of the Environment: Causes and Consequences[J].Academyof Management Review,1993,18(2),204-226.
[32] Brouthers,K. D.&Bakos, G. SME Entry Mode Choice and Performance:Transaction Cost Perspective[J]. Entrepreneurship Theory and Practice,2004,28(3),229-247.
[33] Brown, B., and Butler, J. E., Competitors as Allies: A Study of EntrepreneurialStrategys in the U.S. Wine Industry[J]. Journal of Small Business Management,1995,33(3):67-83.
[34] Brown, T. E. Resource orientation,entrepreneurial orientation and growth: Howthe perception of resource availability affects small firm growth[D]. DoctoralDissertation, Rutgers University,1996.
[35] Bruno, A. V.&Tyebjee,T. T. The environment for entrepreneurship. In Kent,C.A., Sexton, D. L.&Vesper, K. H. Encyclopedia ofEntrepreneurship[M].Englewood Clifs, NJ: Prentice-Hall,1982.
[36] Brush, C. G.&Vanderwerf, P. A. A comparison of methods and sources forobtaining estimates of new venture Performance[J]. Journal of BusinessVenturing,1992,7(2),157-170.
[37] Brush, C. G, Chaganti, R., Businesses without glamour? An Analysis ofresourceson performance by size and age in small service and retail firms[J].Journal ofBusiness Venturing,1999,14(3):233-258.
[38] Brush, C. G., Greene,P. G.&Hart, M. M. From Initial Idea to Unique Advantage:The Entrepreneurial Challenge of Constructing a Resource Base[J].Academy ofManagement Executive,2001,15(1),64-78.
[39] Bruyat,C.&Jiilien, P. Defining the Field of Research inEntrepreneurship[J].Journal of Business Venturing,2000,16(2),165-180.
[40] Burt, R. S. The network structure of social capital. In Sutton, R.1.&Staw,B.M.(Eds.)[M]. Research in Organizational Behavior. Greenwich, CT: JAIPress,2000.
[41] Busenitz,L. W., West III,G. P., Shepherd, D.,Nelson, T” Chandler, G. N.&Zacharakis,A. Entrepreneurship Research in Emergence: Past Trends and FutureDirections[J]. Journal of Management,2003,29(3),285-308.
[42] Butler, J., Hansen, G. S., Strategy evolution, entrepreneurial success, andregional development[J]. Entrepreneurship and Regional Development，1991，（3）：1-16.
[43] Bygrave, W., and Minniti, M., The Social Dynamics ofEntrepreneurship[J].Entrepreneurship Theory and Practice,2000,24(3):25-36.
[44] Camagni, R.,(ed.), Innovation Strategys: Spatial Perspectives[M].London,Belhaven Press,1991.
[45] Carmona, R, Momparler, A.&Gieure,C. The performance of entrepreneurialsmall-and medium-sized enterprises[J]. Service Industries Journal,2012,32(15),2463-2487.
[46] Carpenter, M. A,&Fredrickson, J. W, Top management teams, global strategicposture and the moderating role of uncertainty[J]. Academy of ManagementJournal,2001,44(3),533-545.
[47] Cavalluzzo, K. S.&Ittner,C. D. Implementing performance measurementinnovations: evidence from government[J]. Accounting, Organizations andSociety,2004,29(3/4),243-267.
[48] Caves, R. E. Industrial organization, corporate strategy and structure[J]. JournalofEconomic Literature,1980,18(1),64-92.
[49] Chakravarthy, B. S. Flexible commitment: a key to strategic success[J]. Strategy&Leadership,1996,24(3),14-20.
[50] Chakravarthy, B. S. Measuring strategic Performance[J]. Strategic ManagementJournal1986,7(5),437-458.
[51] Chandler, G N, Hanks, S H, Founder competence, environment, and ventureperformance[J].Entrepreneurship Theory and Practice,1994,18(3)：77–89.
[52]Chandler, G. N.&Hanks, S. H. Market attractiveness, resource-basedcapabilities,venture strategies, and venture performance[J]. Journal of BusinessVenturing,1994,9(4),331-349.
[53] Child, J. Organization structure, environment, and performance: The role ofstrategic choice[J]. Sociology,1972,6(1),1-22.
[54] Chrisman, J. J., Bauerschmidt, A.&Hofer,C. W. The determinants of newventure performance: an extended model[J]. Entrepreneurship: Theory andPractice,1998,23(1),5-29.
[55] Chu, P., Social Strategy Models of Overseas Chinese Entrepreneurship: TheExperience in Hong Kong and Canada[J].Canadian Journal of AdministrativeSciences,1996,13(4):358-365.
[56] Clarke, J. Revitalizing Entrepreneurship: How Visual Symbols are Used inEntrepreneurial Performances[J]. Journal of Management Studies,2011,48(6),1365-1391.
[57] Coelho, F., Eastingwood, C., Determinants of multiple channel choice infinancial services: an environmental uncertainty model[J]. The Journal ofServices Marketing，2005，19（4）：199-212.
[58] Collis D., Montgomery C., Competing on resources: Strategy in the1990s[J].Harvard Business Review,1995.73(4),118-128.
[59] CooPer,A.C.Strategic management:New ventures and small businesses[J].LongRange Planning1981,14(5):39-45.
[60] CooPer,A.C.,&Gimeno-Gascon,F.J.Entrepreneurs,Processes of founding andnew firm Performance.In D.Sexton and J.Kasarda, eds. The State of the Art ofEntrepreneurship[M].Boston,MA:PWS Kent,1992:301-340.
[61] Cosh, A., Fu, X. L,&Hughes, A. Organisation structure and innovation1performance in different environments[J]. Small Business Economics,2012,39(2),301-317.
[62] Covin,J.G.&Slevin,D.P A conceptual model of entrepreneurship as firmBehavior[J].Entrepreneurship:Theory and Practice,1991,16(1):7-25
[63] Covin, J. G.,&Miles, M. P. Corporate entrepreneurship and the pursuit ofcompetitive advantage[J]. Entrepreneurship Theory and Practice,1999,23(3):47-63.
[64] Covin,J. G.&Slevin,D. P. A Conceptual Model of Entrepreneurship as FirmBehavior[J]. Entrepreneurship: Theory and Practice,1991,16(1),7-25.
[65] Covin,J. G.&Slevin, D. R Strategic management of small firms in hostile andbenign environments[J]. Strategic management journal,1989,10(1),75-87.
[66] Covin, J. G, Slevin, D. P.&Schultz, R. L. Implementing strategicmissions:effective strategic, structural and tactical choices[J]. Journal ofManagement studies,1994,31(4):481-505.
[67] Cromie, S., Birley, S., and Callaghan, I., Community Brokers: Their Role in theFormation and Development of Business Ventures, In Veciana, J. M.,(ed),SMEs:Internationalization, Strategys and Strategy[M].Publisher Aveburg,Singapore.1994.
[68] Danny Miller. The structural and environmental correlates of businessstrategy[J].Strategic Management Journal (1986-1998); Jan/Feb1987;8,1;ABI/INFORM Global pg.55.
[69] Das, T.K., Teng, B.S., Aresource-based theory of strategic alliances[J]. Journal ofManagement,2000,26：31-61.
[70] DeBresson, Christian, An Entrepreneur Cannot Innovate Alone: StrategysofEntreprises are Required[C]. paper presented at the DRUID conference onSystems of Innovation, Aalborg, Denmark,1999:9-11.
[71] Delaney, J. T.&Husdid,M. A. The impact of human resource managementpractices on perceptions of organizational performanee[J]. The Academy ofManagement Journal,1996,39(4),949-969.
[72] Dess,G. G.&Beard, D. W. Dimensions of organizational task environments[J].Administrative Science Quarterly,1984,29(1),52-73.
[73] Dess, G. G.&Davis, P. S. Porter's (1980) generic strategies as determinants ofstrategic group membership and organizational performance[J]. The Academy ofManagement Journal,1984,27(3),467-488.
[74] Dess, G G.&Lumpkin, G. T. Entrepreneurial strategy making and firmperformance: Tests of contingency and configurational models[J]. StrategicManagement Journal,1997,18(9),677-760.
[75] Dollinger, M. J. Entrepreneurship: Strategies and Resources (3ed.)[M]. NewYork: Prentice Hall,2003.
[76] Dollinger, M. J. Environmental contacts and financial performance of the smallfirm[J].Journal of Small Business Management,1985,23(1),24-30.
[77] Donckels, R., and Lambrecht, J., Strategys and Small Business Growth: AnExplanatory Model[J].Small Business Economics,1995,7:273-289.
[78] Doutriaus,J. Emerging high-tech firms: how durable are their comparativestart-up advantage?[J].Journal of BusinessVenturing,1992,7(4),303-322.
[79] Duncan, R. B. Characteristics of organizational environments and perceivedenvironmental uncertainty[J]. Administrative Science Quarterly,1972,17(3),313-327.
[80] Dutton J, and Duncan R. The creation of momentum for change through theprocess of strategic issue diagnosis[J]. Strategic Management Journal,1987,(8):279～295.
[81] Eckhardt, J. T.&Shane,S. A. Opportunities and entrepreneurship[J]. Journal ofManagement,2003,29(3),333-349.
[82] Eisenhardt, K. M&Schoonhoven, C. B. Resource-based view of strategicalliance formation: Strategic and social effects in entrep reneurialfirms[J].Organization Science,1996,7(2),136-150.
[83] Ensley, M. D.,Pearce, C_L.&Hmieleski, K. M. The moderating effect ofenvironmental dynamism on the relationship between entrepreneur leadershipbehavior and new venture performance[J]. Journal of Business Venturing,2006,21(2),243-263.
[84] Ensley, M. D.,Pearson, A. W.&Amason,A. C. Understanding the dynamics ofnew venture top management teams cohesion,conflict, and new ventureperformance[J]. Journal of Business Venturing,2002,17(4),365-386.
[85] Evans, D. S., Jovanovic, B., An Estimated Model of Entrepreneurial ChoiceUnder Liquidity Constraints[J]. The Journal of Political Economy,1989,97(4):808-828.
[86] Falemo, B., The Firms External Persons: Entrepreneurs or StrategyActors?[J].Entrepreneurship and Regional Development,1989,1:167-77.
[87] Fayolle, A., Servais, I., The influence of the support system on theentrepreneurial process[C].7th Global Conference on EntrepreneurshipResearch,1997.
[88] Feeser, H. R.&Willard, G. E. Founding Strategy and Performance: AComparison of High and Low Growth High Tech Firms[J]. StrategicManagement Journal,1990,11(2),87-98.
[89] Flahvin, A. Why small businesses fail?[J] Australian Accountant,1985,55(9),56-72.
[90] Fredrickson, J. W. Strategic process research: questions andrecommendations[J].The Academy of Management Review,1983,8(4),565-575.
[91] Fredrickson, J. W. The comprehensiveness of strategic decisionprocesses:Extension, observations, future directions[J]. Academy ofManagement Journal,1984,27(3),445-466.
[92] Galbraith, C.&D. Schendel. An empirical analysis of strategy types[J]. StrategyManagement Journal,1973.
[93] Galunic, D C, Rodan, S., Resource recombinations in the firm: Knowledgestructures and the potential for Schumpeterian innovation[J]. StrategicManagement Journal,1998,19(12):1193-1205.
[94] Gartner, W. B. What are We Talking about when We Talk about Entrepreneurship.Journal of Business Venturing,1990,5(1),15-28.
[95] Georgellis, Y., Wall, H. J., Entrepreneurship and the PolicyEnvironment[J].Review-Federal Reserve Bank of St. Louis. St,2006,88(2):95-112.
[96] Giannetti, M.&Simonov,A. Social Interactions and EntrepreneurialActivity[J].Journal of Economics&Management Strategy,2009,18(3),665-709.
[97] Gibb, A.A., Key Factors in the Design of Policy Support for the Small andMedium Enterprise (SME) Development Process: an overview[J].Entrepreneurship and Regional Development,1993,7:1-24.
[98] Gilbert, B. A., McDougall,P. P.&Audretsch, D. B. Clusters, knowledgespillovers and new venture performance: An empirical examination[J]. Journalof Business Venturing,2008,23(4),405-422.
[99] Gnyawali, D. R., Fogel, D. S., Environments for entrepreneurship development:key dimensions and research implications. Entrepreneurship Theory andPractice，1994，18（4）：43–62.
[100] Grande, J.,Madsen, E. L.&Borch,0. J. The relationship betweenresources,entrepreneurial orientation and performance in farm-basedventures[J].Entrepreneurship&Regional Development,2011,23(3/4),89-111.
[101] Granovetter, M., Economic Action and Social Structure: the Problem ofEmbeddedness[J]. American Journal of Sociology,1985,91(3):481-510.
[102] Greene, P. G., Brush, C. G., Brown, T.1997. Resources in small firms: Anexploratory study[J].Journal of Small Business Strategy,8(2):25-40.
[103] Greve, A., Strategys and Entrepreneurship-An Analysis of SocialRelations,Occupational Background, and Use of Contacts During theEstablishment Process[J].Scandinavian Journal of Management,1995,11(1):1-24.
[104] Greve, A.&Salaff,J. W. Social Networks and Entrepreneurship[J].Entrepreneurship Theory and Practice,2003,28(1),1-22.
[105] Gulati, R., Strategy Location and Learning: The Influence of StrategyResources and Firm Capabilities on Alliance Formation[J]. StrategicManagement Journal,1999,20:397-420.
[106] Gulati, R., and Gargiulo, M., Where do Inter-Organizational StrategysComefrom?[J]. American Journal of Sociology,1999：177-231.
[107] Hakansson, H.，Snehota, I., No business is an island: the strategy concept ofbusiness strategy[J]. Scandinavian Journal of Management，1989，14：187-195.
[108] Hall, R. A framework linking intangible resources and capabiliites tosustainable competitive advantage[J]. Strategic management journal,1993,14(8),607-618.
[109] Hall, S. Representation: cultural representations and signifyingpractices[M].Thousands Oaks,California: Sage Publications,1997.
[110] Harrigan K. R., Joint ventures and competitive strategy[J]. StrategicManagement Journal,1988,9:141–158.
[111] Heavey,C.,Simsek, Z.,Roche, F.&Kelly,A. Decision Comprehensiveness andCorporate Entrepreneurship; The Moderating Role of Managerial UncertaintyPreferences and Environmental Dynamism[J].Journal of ManagementStudies,2009,46(8),1289-1314.
[112] Helfat,C. E,Raubitschek, R.S, Product sequencing: Co-evolution of knowledge,capabilities and products[J].Strategic Management Journal,2000,21(10/11):961-981.
[113] Henri Grundstén. Entrepreneurial Intentions and the EntrepreneurialEnvironment[D].Helsinki University of Technology: Dissertation for the degreeof Doctor,2004:1-162.
[114] Hmieieski, K. M.&Ensley, M. D. A contextual examination of new ventureperformance: entrepreneur leadership behavior, top management teamheterogeneity, and environmental dynamism[J]. Journal of OrganizationalBehavior,2007,28(7),865-889.
[115] Hofer, C. W.&Bygrave, W. D. Researching Entrepreneurship[J].Entrepreneurship:Theory&Practice,1992,16(3),91-100.
[116] Hofer, C. W. Improving new venture performance: Some guidelines forsuccess[J].American Journal of Small Business,1987,12(1),11-25.
[117] Homburg, C.,Krohmer, H.&Workman, Jr. J. P. Strategic consensus andperformance; The role of strategy type and market-related dynamism[J].StrategicManagement Journal,1999,20(4),339-357.
[118] Hyungrae J, Lee, J., The. Relationship between an Entrepreneurs Backgroundand Performance. in a Firm[J].Tecnovation,1996,16(4):125-136.
[119] Jackson, M. O., Wolinsky. A., A Strategic Model of Social and EconomicStrategys[J].Journal of Economic Theory,1996,71(44):44-74.
[120] Jarillo, J. C., Entrepreneurship and Growth: The Strategic Use of externalResources[J].Journal of Business Venturing,1989,4:133-47.
[121] Jarillo, J. C., On Strategic Strategys[J].Strategic Management Journal,1988,9:31-41.
[122] Johannisson, B, Business Formation: A Strategy Approach[J]. ScandinavianJournal of Management,1988,31(3):83-99.
[123] Johannisson, B., Anarchist and Organizers-Entreprene urs in a StrategyPerspective[J].International Studies of Management and Organization,1987,17:49-63.
[124] Johannisson, B., Building an Entrepreneurial Career in a Mixed Economy:Needfor Social and Business Ties in Personal Strategys[C]. Paper presented at theAcademy of Management Annual Meeting, San Francisco,1990:12-15.
[125] Keats, B. W.&Hitt,M. A. A causal model of linkages among environmentaldimensions, macro organizational characteristics, and performance[J]. Academyof Management Journal,1988,31(3),570-598.
[126] Kessler, E. H.&Bierly,P. E. Is faster really better? An empirical test of theimplications of innovation speed[J]. IEEE Transactions on EngineeringManagement,2002,49(1),2-12.
[127] Keuschnigg C, Nielsen S B. Tax policy, venture capital, andentrepreneurship[J].Journal of Public Economics,2003，87(1)：175～203.
[128] Kirznei, I. Entrepreneurial discovery and competitive market process: AnAustrian approach[J]. The journal of economic literature,1997,35(1),60-85.
[129] Krackhardt, D., Entrepreneurial Opportunities in an Entrepreneurial Firm: AStructural Approach[J]. Entrepreneurship Theory and Practice, Spring,1995:53-69.
[130] Kreiser,R M.,Marino,L. D.&Weaver, K. M. Reassessing the environment-EOlink: the impact of environmental hostility on the dimensions of entrepreneurialorientation[J].Academy of Management Proceedings,2002.
[131] Kundu, S. C.&Sunita, R. Entrepreneurial tendencies of aspiring humanresources in India: a multivariate analysis[J].International Journal ofManagement&Enterprise Development,2010,8(4),333-357.
[132] Larson, A, A., and Starr, J. A., A Strategy Model of OrganizationFormation[J].Entrepreneurship Theory and Practice, Winter,1993:5-15.
[133] Larson, A., Starr, J. A.,A strategy model of organizationformation[J].Entrepreneurship Theory and Practice,1993.,17(2):5-16.
[134] Lechler, T. Social interaction: A determinant of entrepreneurial team venturesuccess[J]. Small Business Economics,2001,16(4),263-278.
[135] Lemer,M.&Brush, C. Israeli women entrepreneurs: An examination of factorsaffecting performance[J]. Journal of Business Venturing,1997,12(4),315-339.
[136] Leung, A., Zhang, J., Wong, P K, Foo, M. D., The use of strategys in humanresource acquisition for entrepreneurial firms: Multiple "fit"considerations[J].Journal of Business Venturing,2006,21(5):664-684.
[137] Liao, J, Welsch, H., Social capital and entrepreneurial growth aspiration: Acomparison of technology-and non-technology-based nascententrepreneurs[J].Journal of High Technology Management Research,2003,14(1):149-167.
[138] Lu, J. Y.&Tao,Z. G Determinants of entrepreneurial activities inChina[J].Journal of Business Venturing,2010,25(3),261-273.
[139] Lumpkin, G. T.&Dess,G. G. Clarifying the entrepreneurial orientationconstruct and linking it to performance[J]. The Academy of ManagementReview,1996,21(1),135-172.
[140] Lumpkin, G. T.&Dess, G. G., Linking two dimensions of entrepreneurialorientation to firm performance: The moderating role of environment andindustry life cycle[J]. Journal of Business Venturing，2001，16（5）：429-451.
[141] Lumpkin, G. T.&Sloat, C. Do family firms have an entrepreneurialorientation?[J]. Frontiers of Entrepreneurship Research,2001,14(2),347-365.
[142] Mahoney, J T., Pandian, J. R., The Resource-Based View Within theConversation of Strategic Management[J].Strategic Management Journal,1992,13(5):363-381.
[143] Makadok, K., Toward a synthesis of the resource-based and dynamic-capabilityviews of rent creation[J]. Strategic Management Jounal，2001，22：387–401.
[144] Mark P Sharfman and James W Dean,Jr. Conceptualizing and measuring theorganizational environment: a multidimensional approach-includesappendix[J].Journal of Management, Dec.1991.
[145] Mascarenhas, B. Flexibility: Its Relationship to Environmental Dynamism andComplexity[J].International Studies of Management and Organization,XIV(4):107-124.1985.
[146] McDougall, P. P&Robinson, R. B. New venture strategies; An empiricalidentification of eight “arche types” of competitive strategies ofentry[J].Strategic Management Journal,1990,11(6),447-467.
[147] McGee, J. E.,Dowing, M. J.&Meggson, W. L. Cooperative strategy and newventure performance; the role of business of strategy and managementexperience[J].Strategic Management Journal,1995,16(7),565-580.
[148] Miles, R. E.&Snow, C. C. Organizational Strategy, Structure, andProcess[M].New York: McGrwa-Hill,1978.
[149] Miller, A.&Camp, B. Exploring determinants of success in corporateventures[J].Journal of Business Venturing,1985,1(1),87-105.
[150] Miller, D.&Friesen, P. H. Innovation in conservative and entrepreneurialfirms:Two models of strategic momentum[J].Strategic Management Journal,1982,3(1):1-25.
[151] Miller,D. Configurations of strategy and structure: Towards asynthesis[J].Strategic Management Journal,1986,7(3),233-249.
[152] Miller, D. Generic strategies; classification, combination andcontext[M].Greenwich,CT: JAI Press,1992.
[153] Miller, D. Organizational configurations: Cohesion,change, andprediction[J].Human Relations,1990,43(8),771-789.
[154] Miller, D. The correlates of entrepreneurship in three types offirms[J].Management Science,1983,29(7),770-791.
[155] Miller, D.,Friesen, P. H.&Mintzberg,H. Organizations: A quantumview[M].Englewood Cliffs, New Jersey: Prentice-Hall,1984.
[156] Mintzberg H. Strategy making in three modes[J]. California ManagementReview,1973,16(2):44～53.
[157] Mintzberg,H. An emerging strategy of direct" research[J]. AdministrativeScience Quarterly,1979,24(4),582-589.
[158] Moorman, C. Organizational market information processes: culturalantecedents and new product outcomes[J]. Journal of Marketing Research,1995,32(3),318-335.
[159] Morris M H., Schindehutte M., Values as a Factor in Ethnic Entrepreneurship:AComparison of Seven Sub-Cultures[C]. Babson College: Frontiers ofEntrepreneurship Research,2002.
[160] Murphy, G. B.,Trailer, J. W.&Hill, R. C. Measuring performance inEntrepreneurship research[J]. Journal of Business Research,1996,36(1),15-23.
[161] Murray, J. A. A concept of entrepreneurial strategy[J].Strategic ManagementJournal,1984,5(1),1-13.
[162] Naman,J. L.&Slevin,D. P. Entrepreneurship and the concept of fit: A modeland empirical tests[J]. Strategic management journal,1993,14(2),137-153.
[163] Neill, S.&York, J. L. The entrepreneurial perceptions of strategymakers:Constructing an exploratory path in the pursuit of radical growth[J].Journal of Business Research,2012,65(7),1003-1009.
[164] Niels,B., Mirjam, P., Roy T., Gerrit,W., The Value of Human and Social CapitalInvestments for the Business Performance of Startups[J]. Small BusinessEconomics,2004,23(3):227-240.
[165] Obloj, T.,Obloj, K.&Pratt, M. G Dominant Logic and EntrepreneurialFirms’Performance in a Transition Economy[J]. Entrepreneurship: Theory&Practice,2010,34(1),151-170.
[166] Obschonka,M., Silbereisen,R. K.&Schmitt-Rodermund, E. ExplainingEntrepreneurial Behavior: Dispositional Personality Traits, Growth of PersonalEntrepreneurial Resources, and Business Idea Generation[J]. CareerDevelopment Quarterly,2012,60(2),178-190.
[167] Olson, P. D., Entrepreneurship and Management[J].Journal of Small BusinessManagement,1987,25(3):7-13.
[168] Osborn, R. N., and Hagedoorn, J., The Institutionalization and EvolutionaryDynamics of Inter-organizational Alliances and Strategys[J].Academy ofanagement Journal,1997,40(2):261-278.
[169] Ostgaard, T.A., and Birley, S., Firm Growth and Personal Strategys[J]. Journalof Business Research,1996,36(1):37-50.
[170] Ottum, B. D.&Moore, W. L. The role of market information in new productsuccess/failure[J]. Journal of Product Innovation Management,1997,14(4),258-273.
[171] Palich L, Bagby R. Using cognitive theory to explain entrepreneurial risktaking: Challenging conventional wisdom[J]. Journal of BusinessVenturing,1995,(10):425～438.
[172] Park, S.&Bae, Z. T. New venture strategies in a developing country:Identifying a typology and examining growth patterns through casestudies[J].Journal of Business Venturing,2004,19(1),81-105.
[173] Peng, M.W., Heath, P.S., The growth of the firm in planned economies intransition: institutions, organizations, and strategic choice[J]. Academy ofManagement Review,1996，21(2):492-528.
[174] Peteraff, M A,1993. The cornerstones of competitive advantage: Aresource-based view[J]. Strategic Management Journal,14(3):179-192.
[175] Porter, M. E. Competitive strategy: Techniques for analyzing industries andcompetition[M]. New York: Free Press,1980.
[176] Porter, M. E. What Is Strategy?[J]. Harvard Business Review,1996,74(6),61-78.
[177] Porter, M. On Competition[M]. Harvard Business School Press:Boston.1998.
[178] Powers, J. B, McDougall P P. University start-up formation and technologylicensing with firms that go public: a resource-based view of academicentrepreneurship[J]. Journal of Business Venturing，2005，20(3)：291～311.
[179] Priem, R. L.,Raheed,A. M. A.&Kotulic, A. G. Rationality in strategic decisionprocesses, environmental dynamism and firm performance[J]. Journal ofManagement,1995,21(5),913-929.
[180] Ring, P.S., Processes Facilitating Reliance on Trust in Iter-OrganizationalStrategys, In Ebers Mark,(ed) The Formation of Inter-OrganizationalStrategys[M].Oxford University Press, Oxford,1997.
[181] Robinson, K. C. An examination of the influence of industry structure on eightmeasures of new venture performance for high potential in dependent newventures[J]. Journal of Business Venturing,1998,14(2),165-187.
[182] Robinson, K. C. Measures of Entrepreneurial Value Creation: An Investigationof the Impact of Strategy and Industry Structure on the Economic Performanceof Independent New Ventures[D]. The Doctor's Degree Dissertation ofUniversity of Georgia, Athens, America,1995.
[183] Romanelli,E. Environments and strategies of organization start-up: Effectson early survival[J]. Administrative Science Quarterly,1989,34(3),369-387.
[184] Roper, S. Entrepreneurial characteristics, strategic choice and small businessperformance[J]. Small Business Economics,1998,11(1),11-24.
[185] Russell, R. D.&Russell, C. J: An examination of the effects of organizationalnorms, organizational structure, and environmental uncertainty onentrepreneurial strategy[J].Journal of Management,1992,18(4),639-656.
[186] Sandberg, W. R.&Hofer, C. W. Improving new venture performance: The roleof strategy,industry structure, and the entrepreneur[J]. Journal of BusinessVenturing,1987,2(1),5-28.
[187] Sarasvathy, D. K. How Do Firms Come to Be? Towards a Theory of theEntrepreneurial Process[J]. Frontiers of Entrepreneurship Research,1997,10(3),207-226.
[188] Shane, S. A. Prior knowledge and the discovery of entrepreneurialopportunities[J].Organization Science,1999,11(4),448-469.
[189] Shane, S. A.&Venkataraman, S. The Promise of Entrepreneurship as a Fieldof Research[J]. Academy of Management Review,2000,25(1),217-226.
[190] Shane, S, Cable, D, Strategy ties, reputation, and the financing offirms[J].Management Science,2002,48(3):364-382.
[191] Shane,S.,Stuart, T., Organizational endowments and the performance ofuniversity start-ups[J].Management Science,2002,48(1):154-171.
[192] Shrader, R. C.&Simon. M. Corporate versus independent newventures:resource, strategy, and performance differences[J].Journal of BusinessVenturing,1997,12(1),47-66.
[193] Sirmon,D. G,Hitt, M. A.&Ireland, R. D. Managing firm resources in dynamicenvironments to create value: Looking inside the black box[J]. Academy ofManagement Review,2007,32(1),273-292.
[194] Sirmon, D. G., and Hitt, M. A., Managing resources: linking unique resourcesmanagement and wealth creation in family firms[J]. Entrepreneurship Theoryand Practice，2003，27（4）：339–358.
[195] Slevin, D. P.&Covin, J. G Juggling entrepreneurial style and organizationalstructure-how to get your act together[J]. Sloan Management Review,1990,31(2),43-53.
[196] Slevin, D. P.&Covin,J. G Time,growth, complexity, and transitions:Entrepreneurial challenges for the future[J]. Entrepreneurship Theory andPractice,1997,22(2),53-68.
[197] Stalk,Jr. G Time-the next source of competitive advantage[J]. Harvard BusinessReview,1988,66(4),41-51.
[198] Starbuck, W. H. Organizations and their environments. In Dunnette,M.D.(Ed.)[M]. Handbook of organizational Psychology, Rand McNally Chicago,IL.1976.
[199] Steiner, M. P.&Solem,0. Factors for success in small manufacturingfirms[J].Journal of Small Business Management,1988,26(1),51-56.
[200] Stevenson, H. H.&Gumpert,D. E. The heart of entrepreneurship[J]. HarvardBusiness Review,1985,63(2),85-94.
[201] Stevenson L, Lundstr m A., Towards a Framework for the Development ofEntrepreneurship Policy and Practice[C].Babson College: Frontiers ofEntrepreneurship Research,2001.
[202] Su, Z. F.,Xie, E., Wang, D.&Li, Y. Entrepreneurial strategy making,resources,and firm performance; evidence from China[J]. Small BusinessEconomics,2011,36(2),235-247.
[203] Szarka, J, Strategying and Small Firms[J].Journal of International SmallBusiness,1990,8(2):10-22.
[204] Tan,R. R.&Dong, S. C. The formulation of performance indicators inevaluating the implementation of automation in the constructionindustry[J].Construction Management&Economics,1993,11(5),398-403.
[205] Tan, J J., Litschert, R. J., Environment-strategy relationship and its performanceimplications: An empirical study of the Chinese electronics industry[J].StrategicManagement Journal,1994,15(1):1-21.
[206] Tan, J. J., Perceived environment, Strategy orientation, ownership effect andimplication in a transition economy: an empirical study in the Peoples Republicof China[D]. Doctoral dissertation of Virginia Polytechnic Institute and StateUniversity，1993.
[207] Tang,Z.&Hull, C. An Investigation of Entrepreneurial Orientation,Perceived Environmental Hostility,and Strategy Application among ChineseSMEs[J].Journal of Small Business Management,2012,50(1),132-158.
[208] Terpstra, D. E.,&Olson, P. D., Entrepreneurial Start-up and Growth: AClassification of Problems[J].Entrepreneurship Theory and Practice.1993.
[209] Timmons, J. A. New Venture Creation(5ed.)[M]. New York: McGraw-Hill,1999.
[210] Tushman, Michael L.&Philip Anderson, Technological Discontinuities andOrganizational Environments[J]. Administrative Science Quarterly,31(September),1986, p439-465.
[211] Tsai, W., Ghoshal, S., Social capital and value creation: The role of intrafirmstrategys[J]. Academy of Management Journal,1998,41(4):464-477.
[212] Ucbasaran, D., Westhead,P.&Wright, M. The Focus of EntrepreneurialResearch: Contextual and Process Issues[J]. Entrepreneurship Theory andPractice,2001,26(2),57-80.
[213] Ulrich, D.&Barney, J. B. Perspectives in organizations: resourcedependence,efficiency,and population[J]. Academy of ManagementReview,1984,9(3),471-481.
[214] Uzzi, B., Social Structure and Competition in Inter-firm Strategys: The Paradoxof Embeddedness[J]. Administrative Science Quarterly,1997,42(1):5-67.
[215] Uzzi, B., The Sources and Consequences of Embeddedness for the EconomicPerformance of Organization: The Strategy Effect[J].American SociologicalReview,1996,61:674-98.
[216] Veciana, J.M., and Clarke, A. M., Theoretical Approaches toEntrepreneurship:The Social Strategy Approach, European Doctoral Programmein Entrepreneurship and Small Business Management, University ofAutonoma,Barcelona,1996.
[217] Venkatraman N. Strategic orientation of business enterprises: Theconstruct,dimensionality, and measurement[J]. Management Science,1989(8),942-963.
[218] Venkataraman,S. The distinctive domain of entrepreneurship research: Aneditor's perspective. In Katz,J. A.(Ed.). Advances in entrepreneurship, firmemergence and growth[M].Greenwich, CT: JAI Press,1997.
[219] Venkatraman, N.&Ramanujam, V. Measurement of business performance instrategy research: A comparison of approaches[J].Academy of ManagementReview,1986,11(4),801-814.
[220] Voss, Cx,&Voss, G (2000) Strategic orientation and firm performance in anartistic environment[J].Journal of Marketing64(1),67-84.
[221] Wall, T. D.,Michie, J.,Patterson,M.,Wood,S.J.,Sheehan, M.,Clegg,C. W.&West,M. On the validity of subjective measures of company performance[J].PersonnelPsychology,2004,57(1),95-118.
[222] Watson, D.,Clark,L. A.&Tdlegen,A. Development and validation ofbriefmeasures of positive and negative affect: the PANAS scales[J]. Journal ofPersonality and Social Psychology,1988,54(6),1063-1070.
[223] Watson, W. E., Ponthieu, L. D.&Critelli, J. W. Team interpersonal processeffectiveness in venture partnerships and its connection to perceivedsuccess[J].Journal of Business Venturing,1995,10(3),393-411.
[224] Watts, A. D.&Hamilton, R. D. Scientific foundation, organizationstructure,and performance of biotechnology and pharmaceutical firms[J]. Journalof High Technology Management Research,2011,22(2),81-93.
[225] Wen, C. H.&Jung,Y. Y. Conflict, conflict management, and performance inERP teams[J]. Social Behaviour and Personality,2007,35(8),1035-1048.
[226] Wemerfelt, B. A resource-based view of the firm[J].Strategic ManagementJournal,1984,5(2),171-180.
[227] Wickham, P. A. Developing a mission for an entrepreneurial venture[J].Management Decision,1997,35(5),373-381.
[228] Wickham, P. A. The representativeness heuristic in judgements involvingentrepreneurial success and failure[J]. Management Decision,2003,41(2),156-167.
[228] Wiklund, J., Small firm growth and performance: entrepreneurship andbeyond[J]. Jonkoping International Business School，1998，（5）：138-139.
[230] Wiklund, J&Shepherd,D. Entrepreneurial orientation and small businessperformance: a configurational approach[J]. Journal of Business Venturing,2005,20(1),71-91.
[231] Wiklund, J. The sustainability of the entrepreneurial orientation-performancerelationship[J]. Entrepreneurship theory and practice,1999,24(1),39-50.
[232] Witt, P. Entrepreneurs' networks and the success of start-ups[J].Entrepreneurship&Regional Development,2004,16(5),391-412.
[233] Woo, C. Y.&Willard, G. Performance representation in business policy researchdiscussion and recommendation[C]. Paper Presented at the23rd Annual NationalMeetings of the Academy of Management, Dallas,1983.
[234] Yan, A.&Gray, B. Bargaining power, management control, and performance inUnited States-China joina ventures: Acomparative case study[J]. Academy ofManagement Journal,1994,37(6),1478-1517.
[235] Yoo, M., the ties that (un)bind: Social strategys and entrepreneurship in hightechnology industries, a dissertation submitted in partial fulfillment of therequirements for the degree of doctor of philosophy in the university ofMichigan,2003.
[236] Yusuf, A. Critical success factors for small business: Perceptions of southpacific entrepreneurs[J]. Journal of Small Business Management,1995,33(2),68-73.
[237] Zahra, S. A.&Bogner, W. C. Technology strategy and software newventures'Performance: exploring the moderating effect of the competitiveenvironment[J].Journal of Business Venturing,2000,15(2),135-173.
[238] Zahra, S. A.&George, G. International entrepreneurship; The current status ofthe field and future research agenda2002[M]. Oxford: Blackwell Publishers,2002.
[239] Zahra, S. A. Environment, corporate entrepreneurship and financialperformance: A taxonomic approach[J]. Journal of Business Venturing,1993,8(4),319-340.
[240] Zahra, S. A.,Neubaum, D.0.&EI-Hagrassey,G. M. Competitive Analysis andNew Venture Performance: Understanding the Impact of Strategic Uncertaintyand Venture Origin[J]. Entrepreneurship Theory and Practice,2002,27(1),1-28.
[241] Zahra, S. A.,Sapienza, H. J.&Davidsson, P. Entrepreneurship and DynamicCapabilities: A Review, Model and Research Agenda[J]. Journal of ManagementStudies,2006,43(4),917-955.
[242] Zajac, E.J., Kraatz, M., Bresser, R.,2000. Modeling the dynamics of strategicfit: a normative approach to strategic change[J]. Strategic Manage. J.21,429–453.
[243] Zampetakis, L. A.,Vekini, M.&Moustakis, V. Entrepreneurialorientation,access to financial resources, and product performance in the Greekcommercial TV industry[J]. Service Industries Journal,2011,31(6),897-910.
[244] Zeffane, R. Dynamics of strategic change: critical issues in fostering positiveorganizational change[J]. Leadership&Organization Development Journal,1996,17(7),36-43.
[245] Zhang, J., Wong, P., SOH, P., Social strategy, prior knowledge, andentrepreneurial resource acquisition[R]. NUS Entrepreneurship Centre，2005.
[246] Zimmer, C., Aldrich, H. E., Resource mobilization through ethnicstrategys:kinship and friendship ties of shopkeepers in England[J]. SociologicalPerspectives，1987，30（4）：422-455.
[247]蔡莉,崔启国,刘静.基于网络视角的创业环境:概念、体系构成和分析框架[J].管理现代化,2007(3),26-28.
[248]蔡莉,崔启国,史琳.创业环境研究框架[J].吉林大学社会科学学报,2007,47(1),50-56.
[249]蔡莉,王旭,李雪灵.科技型企业创生要素的系统分析[J].科研管理,2005,26(2),29-34.
[250]陈浩义.基于信息资源视角的创业机会识别过程研究[J].情报科学,2008,26(9),1413-1418.
[251]池仁勇.美日创业环境比较研究[J].外国经济与管理，2002,24(9):13-19.
[256]陈震红,董俊武.成功创业的关键——如何获取创业资源[J].科技创业月刊，2003，（9）：48-49.
[252]陈震红,董俊武.国外创业研究的研究与新兴学科发展的分析方法[J].科技管理研究，2004(5).
[253]陈忠卫,郝喜玲.创业团队企业家精神与公司绩效关系的实证研究[J].管理科学,2008,21(1),39-48.
[254]丁岳讽.创业组织学习与创业绩效关系研究[D].浙江大学,2006.
[255]付广军,宋琦.现代企业管理与分析方法[M],兵器工业出版社，1993.
[256]高建,姜彦福,李习保,程源.全球创业观察中国报告一基于2005年数据的分析[M].北京:清华大学出版社,2006.
[257]葛建新.创业学[M].北京:清华大学出版社,2004.
[258]耿新.企业家社会资本对创业绩效影响的研究[D].山东大学，2008.
[259]顾桥.中小企业创业资源的理论研究[D].武汉理工大学,2003.
[260]郭成,企业战略管理[M].河南：郑州大学出版社,2004：75-103.
[261]何斌.创业策略、创业认知与绩效关系研究[D].浙江大学,2004.
[262]贺远琼,田志龙.外部利益相关者对企业规范化行为的影响研究[J].华东经济管理,2005,19(11),92-94.
[263]侯杰泰,温忠麟,成子娟,张雷.结构方程模型及其应用[M].上海:教育出版社,2004.
[264]侯志平.基于资源与环境的创业力与创业绩效的关系研究[D].西南交通大学,2008.
[265]黄俊英,林震岩.SAS精析与实例(初版)[M].台北:华泰书局,1994.
[266]姜彦福,张帏.创业管理学[M].清华大学出版社，2005.
[267]揭筱纹,张黎明.企业战略管理[M].北京:清华大学出版社,2006.
[268]郎滔.创业团队中的领导模式研究[D].重庆大学,2006.
[269]雷家骑,冯婉玲.高新技术创业管理[M].北京:机械工业出版社,2001.
[270]李良成.创业科技企业企业战略与创业缋效的关系实证分析[J].现代财经,2007,27(3),31-36.
[271]李乾文.创业绩效四种理论视角及其评述[J].经济界,2004(6),93-96.
[272]李宇.中小企业创业缋效影响因素研究——以吉林省为例[D].硕士学位论文,吉林大学,2009.
[273]李正卫.动态环境条件下的组织学习与企业缋效[D].浙江大学,2003.
[274]林强,姜彦福.创业理论及其架构分析[J].经济研究,2001(9),85-94.
[275]林嵩,姜彦福.结构方程模型理论及其在管理研究中的应用[J]，科学学与科学技术管理，2006，（2）：38-42.
[276]林嵩,姜彦福.创业研究进展综述与分析[J].管理现代化,2005(6),22-24.
[277]林嵩,姜彦福,张祎.创业机会识别:概念、过程、影响因素和分析架构[J].科学学与科学技术管理,2005(6),128-132.
[278]林嵩,张帏，姜彦福.创业机会的特征与创业企业的战略选择一基于中国创业企业案例的探索性研究[J].科学学研究,2006,24(2),268-272.
[279]林嵩,张伟,姜彦福.企业战略的选择:维度,影响因素和研究[J].科学学研究,2006,24(1),79-84.
[280]林嵩,张伟,林强.高科技创业企业资源整合模式研究[J].科学学与科学技术管理,2005(3),143-147.
[281]林嵩,张伟,邱琼.创业过程的研究评述及发展动向[J].南开管理评论,2004,7(3),47-50.
[282]林嵩.创业机会识别研究一一基于过程的观点[J].中南民族大学学报(人文社会科学版),2007a,27(5),129-132.
[283]林嵩.创业资源的获取与整合一一创业过程的一个解读视角[J].经济问题探索,2007b,(6),166-169.
[284]刘帮成,王重鸣.国际创业模式与组织绩效关系：一个基于知识的概念模型[J],科研管理,2005.4.
[285]刘常勇,谢如梅.创业管理学术研究之回顾与展望:理论与模式之建立[J].创业管理研究,2006,1(1),1-44.
[286]刘常勇.创业管理的12课堂[M].台北:天下文化出版社,2002.
[287]刘霞.新企业创业要素体系的构建研究[J].科技管理研究,2008(18),255-257.
[288]刘雪锋.网络嵌入性与差异化战略及企业绩效关系研究[D].浙江大学,2007.
[289]刘艳梅.企业竞争战略管理理论三大主流学派的回顾与思考[J].哈尔滨工业大学学报(社会科学版),2002,4(2),39-43.
[290]刘志超.基于资源基础观的创业企业战略管理研究[J].现代商贸工业,2011(3),36-37.
[291]柳燕.创业环境、企业战略与创业绩效关系的实证研究——基于汽车行业大型跨国企业的创业经验[D].吉林大学,2007.
[292]苗青,王一,葛宝山.企业资源与国际创业绩效作用关系的实证研究[J].管理现代化,2010(5),27-29.
[293]彭新敏.企业网络对技术创新绩效的作用机制研究[D].浙江大学,2009.
[294]彭杨.高技术企业创业学习及其影响因素研究[D].浙江大学,2005.
[295]曲波等，结构方程模型及其应用[M].中国卫生统计，2005，22（6）：405-407.
[296]沈超红,罗亮.创业成功关键因素与创业绩效指标研究[J].中南大学学报(社会科学版),2006,12(2),231-235.
[297]司岩.中国企业跨国经营实证与战略[M].企业管理出版社，2003.
[298]覃蓉芳,马昆姝.不确定环境下创业机会与创业力关系的理论研究[J].世界科技研究与发展,2008,30(1),100-103.
[299]田莉,薛红志.创业团队先前经验、承诺与新技术企业初期绩效个交互效应模型及其启示[J].研究与发展管理,2009,21(4),1-9,36.
[300]田淑荆.经营战略与方法[M].机械工业出版社，1990.
[301]王聪轩.不同环境与组织结构下创业导向对创业绩效的影响[D].西南交通大学,2008.
[302]王晓文,张玉利,李凯.创业资源整合的战略选择和实现手段一一基于租金创造机制视角[J].经济管理,2009,31(1),61-66.
[303]王延荣.基于创业的信息资源管理探析[J].华北水利水电学院学报(社科版),2003,19(3),34-36.
[304]王重鸣,刘帮成.技术能力与创业绩效:基于战略导向的解释[J].科学学研究,2005,23(6),765-771.
[305]王重鸣,阳浙江.创业理论分析——基于系统思考的观点[J].技术经济,2005(5),5-7.
[306]王永贵.战略柔性与竞争绩效：环境动荡性的调节效应[J].管理科学学报，2004，7（6）：70-78.
[307]魏梅芳,郑雪东,金玉石.基于Kaplan Norton BSC法的高科技网络及软件创业企业绩效评价体系研究[J].工业技术经济,2004,23(6),103-105.
[308]肖远飞,张诚.联盟网络与持续竞争优势:基于关系资源的视角[J].科技进步与对策,2011,28(12),1-5.
[309]项保华.战略管理：艺术与实务[M].华夏出版社，2001：71-126.
[310]徐二明.公司型企业战略.南开学报(哲学社会科学版),2004(1),17-18.
[311]颜波.国际化经营：流通企业的战略性选择[M].中国商业出版社，1997.
[312]杨波,张卫国.不确定性环境下的创业机会识别研究[J].经济与管理,2009,23(5),21-25.
[313]杨俊,张玉利.社会资本、创业机会与创业初期绩效理论模型的构建与相关研究命题的提出[J].外国经济与管理,2008,30(10),17-24.
[314]杨锡怀.企业战略管理[M],东北大学出版社，1994.
[315]姚梅芳,黄金睿,张旭阳.基于关键创业要素的生存型创业绩效评价研究[J].管理现代化,2008(4),16-18.
[316]张东升.战略管理[M].机械工业出版社,2002.1.
[317]张健,姜彦福,林强.创业理论研究与发展动态[J].经济学动态,2003(5),22-24.
[318]张秀娥,周荣鑫,王于佳.创业团队成员信任对社会网络与企业创新能力关系的影响[J].经济与管理研究.2012(3）,105-111.
[319]张秀娥,孙中博.创业机会识别机制解析[J].云南社会科学,2012(4),94-97..
[320]张秀娥,王天力.创业机会成长与实现的“幸运”机制[J].学习与探索,2012(5),89-91.
[321]张秀娥.创业管理[M]，专著，厦门大学出版社，2012.
[322]张秀娥.新时期提升吉林省全民创业理念研究[M].吉林大学出版社，2012.
[323]张秀娥,王勃.创业警觉性、创造性思维与创业机会识别关系研究[J].社会科学战线,2013(2),78-84.
[324]张秀娥,孙中博,王冰.创业团队异质性对创业绩效的影响——基于对七省市264家创业企业的调研分析[J].华东经济管理,2013(7),112-115.
[325]张秀娥,孙中博.基于效果逻辑的创业行为与创业绩效研究[J].商业研究,2013(3),91-95.
[326]张映红.动态环境对公司企业战略与绩效关系的调节效应研究[J].中国工业经济,2008(1),105-113.
[327]张玉利,李乾文.公司创业活动与组织绩效一一基于中国成长期私营企业的实证研究[J].科研管理,2005(26),28-39.
[328]张玉利,李乾文.双元型组织研究评介[J].外国经济与管理,2006,28(1),1-8.
[329]张玉利,李新春.创业管理[M].清华大学出版社，2006.
[330]郑烟章,李占乔,朱燕空.基于环境视角的创业研究框架构建[J].技术经济与管理研究,2009(6),34-36.
[331]周兵.创业精神、创业策略模式与创业绩效关系研究[D].浙江大学,2000.
[332]朱炎.创业管理[M].北京:经济科学出版社,2000.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |