[1] Gino F., Argote L., Miron-Spektor E., Todorova G. First, get your feet wet: The effects of learning from direct and indirect experience on team creativity[J].Organizational Behavior and Human Decision Processes, 2010, 111: 102-115. [2] Hollingshead A. B. Communication, learning, and retrieval in the transactive memory system[J]. Experiment Social Psychology, 1998, 34: 423-442. [3] Brandon D. P. & Hollingshead A. B. Transactive memory systems in organizations: Matching tasks, expertise, and personalities[J]. Organization Science, 2004, 15: 633-645. [4] Lewis K., Lange D. & Gillis L. Transactive memory systems, learning, and learning transfer[J]. Organization Science, 2005, 16(6): 581-600. [5] Moreland R. L. & Myaskovsky L.Exploring the performance benefits of group training: Transactive memory or improved communication?[J]. Organizational Behavior and Human Decision Processes, 2000, 82: l17-l33. [6] Austin J. R. Transactive memory in organizational groups: The effects of content, consensus, specialization, and accuracy on group performance[J]. Journal of Applied Psychology, 2003, 88(5): 866-878. [7] Wegner D. M. Transactive memory: A contemporary analysis of the group mind[M]. New York: Springer-Verlag, 1987. [8] Lewis K. Measuring transactive memory systems in the field: Scale development and validation[J]. Journal of Applied Psychology, 2003, 88: 587-604. [9] Henry R. Improving group judgment accuracy: Information sharing and determining the best member[J]. Organizational Behavior and Human Decision Processes, 1995, 62: 190-197. [10] Leonard B. D. Core capabilities and core rigidities: A paradox in managing new product development[J]. Strategic Management Journal, 1992, 13: 111-125. [11] Levitt B., & March J. G. Organizational learning[M]. In: Scott WR, Blake J, editors. Annual review of sociology. Palo Alto, CA: Annual Reviews, 1988. [12] Dougherty D. Interpretive barriers to successful product innovation in large firms[J]. Organizational Science, 1992, 3: 179-202. [13] Moorman C. & Miner A. S. The impact of organizational memory on new product performance and creativity[J].Journal of Market Research, 1997, 34: 91-106. [14] March J G. Exploration and exploitation in organizational learning[J]. Organizational Science, 1991, 2 (1); 71-87. [15] Gupta A K., Smith K G. & Shalley C E. The interplay between exploration and exploitation[J]. Academy of Management Journal, 2006), 49(4): 693-706. [16] He Z L. & Wong P K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis[J]. Organization Science, 2004, 15: 481-494. [17] Cao Q. Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects[J]. Organization Science, 2009, 20(4): 781-796. [18] Milliken H J. & Martins L L. Searching for common threads: Understanding the multiple effects of diversity in organizational groups[J]. The Academy of Management Review, 1996, 21: 402-433. [19] Andrews K M. & Delahaye B L. Influences on knowledge process in organizational learning: The psychological filter[J]. Journal of Management Studies, 2000, 37(6): 2322-2380. [20] 张钢, 熊立. 交互记忆系统研究回顾与展望[J]. 心理科学进展, 2007, 15(5): 840-845. [21] Cohen W M. & Levinthal D A. Absorptive capacity: A new perspective on learning and innovation[J]. Administrative Science Quarterly, 1990, 35: 128-152. [22] Lewis K., Belliveau M., Herndon B. & Keller J. Group cognition, membership change, and performance: Investigating the benefits and detriments of collective knowledge[J]. Organizational Behavior and Human Decision Processes, 2007, 103: 159-178. [23] 张志学, Hempel P. S. 韩玉兰, 邱静. 高技术工作团队的交互记忆系统及其效果[J]. 心理学报, 2006, 38(2): 271-280. [24] Neil E. & Michael A W. Measuring climate for work group innovation: development and validation of the team climate inventory; Summary[J].. Journal of Organizational Behavior, 1998, 19(3): 235-259. [25] 莫申江, 谢小云.团队学习、交互记忆系统与团队绩效: 基于IMOI范式的纵向追踪研究[J].心理学报, 2009, 41(7): 639-648. |