1[1]Borys, B. and Jemison, D. B., Hybrid arrangements as strategic alliances: Theoretical issues in organizational combinations, Academy of Management Review(1989), Vol.14,No.2 被引量:1
2[2]Anderson, E. and Gatignon, H., Modes of foreign entry: a transaction cost analysis and propositions, Journal of International Business Studies (1986), Vol.17,No.3 被引量:1
3[3]Farjoun, M., Beyond industry boundaries: human expertise, diversification and resource-based industry groups. Organization Science (1994). 被引量:1
4[4]Robins, J. and Wiersema, M. F., A resource-based approach to the multibusiness firm: Empirical analysis of portfolio interrelationships and corporate financial performance, Strategic Management Journal (1995), Vol. 16, No.4 被引量:1
5[5]Penrose, E. T., The Theory of the Growth of the Firm. (Oxford: Blackwell, 1959) 被引量:1
6[6]Faulkner, D., International strategic alliance: key conditions their effective development. (Ph. D. thesis: University of Oxford) 被引量:1
7[7]Lorange, P. and Roos, J., strategic Alliance: Formation, Implementation and Evolution. (Oxford: Blackwell, 1992) 被引量:1
8[8]DiMaggio, P. J. and Powell, W. W., The iron cage revisited: institutional isomorphism and collective rationality in Entrepreneurship. Theory and Practice (1983), Vol. 48 被引量:1
9[9]Harrigan, K. R. and Newman, W. H., Bases of interorganization co-operation: Propensity, power, persistence, Journal of Management Studies (1990), Vol. 27, No.4 被引量:1
10[10]Mody, A., Learning through alliance, Journal of Economic Behavior and Organization (1993), Vol.20 被引量:1