2[4]Hamel, G. 1991. Competition for competence and inter-partner learning within international strategic alliances. Strategic Management Journal, 12:83-103. 被引量:1
3[5]Harrison, J. S., Hitt, M. A., Hoskisson, R. E., & Ireland, R. D. 1991. Synergies and post-acquisition performance: Differences versus similarities in resource allocations. Long Range Planning, 17 (1):173-190. 被引量:1
4[6]Hitt, M. A., Dacin, M. T., Levitas, E., Arregle, J.-L., &Borza, A. 2000. Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectives. Academy of Management Journal, 43:449-467. 被引量:1
5[7]Killing, J., 1988. Understanding alliances: the role of task and organizational complexity. In: Contractor, F. J., Lorange, P. (Eds.), Cooperative Strategies in International Business. Lexington Books, Lexington, MA, pp. 55-68. 被引量:1
6Rackham. N: Getting Partnering Right [M]. Mc - CrawHill Inc. 1995. 被引量:1