Диссертация (1151040), страница 31
Текст из файла (страница 31)
– №3(6). – P. 389–395.150. Hair, J. Multivariate Data Analysis / J. Hair, W. Black, B. Babin, R. Anderson //Prentice Hall: Upper Saddle River, New Jersey, 2010. – 816 p.165151. Hakala, H. Strategic orientations in management literature: Three approaches tounderstanding the interaction between market, technology, entrepreneurial andlearning orientations / H.
Hakala // International Journal of Management Reviews.– 2011. – №13. – P. 199–217.152. Hansen, J. D. Cross–national invariance of the entrepreneurial orientation scale. / J.D. Hansen, G. D. Deitz, M. Tokman, L. D. Marino, K. M. Weaver // Journal ofBusiness Venturing. – 2011. – №26(1). – P.61–78.153. Hambrick, D. Some tests of the effectiveness and functional attributes of Miles andSnow’s strategic types / D. Hambrick // Academy of Management Journal. – 1983.– №26(1). – P.
5–26.154. Hameed, I. Impact of entrepreneurial orientation, entrepreneurial management andenvironmental dynamism on firm’s financial performance / I. Hameed, B. Ali //Journal of Economics and Behavioral Studies. – 2011. – №3(2). – P.101–114.155. Hart, S. L. An integrative framework for strategy–making processes / S. L. Hart //Academy of Management Review. – 1992. – №17.
– P.327–351.156. Hu, L–T. Cutoff criteria for fit indexes in covariance structure analysis:conventional criteria versus new alternatives / L–T Hu, PM. Bentler // StructuralEquation Modeling: A Multidisciplinary Journal. – 1999. – №6(1). – P.1–55.157. Hughes, M. Exploitative learning and entrepreneurial orientation alignment inemerging young firms: Implications for market and response performance / M.Hughes, R.E. Morgan // British Journal of Management.
– 2007. – №18(4). –P.359–375.158. Hitt, M. Partner selection in emerging and developed market contexts: resource–based and organizational learning perspectives / M. Hitt, MT. Dacin, E. Levitas, J–L. Arregle, A. Borza // Academy of Management Journal. – 2000. – №43(3). –P.449–467.159. Hitt, M. The institutional effects on strategic alliance partner selection in transitioneconomies: China vs. Russia / M. Hitt, D. Ahlstrom, MT. Dacin, E.
Levitas, L.Svobodina // Organization Science. – 2004. – №15(2). – P.173–185.166160. Hughes, M. Deconstructing the relationship between entrepreneurial orientationand business performance at the embryonic stage of firm growth / M. Hughes, R.E.Morgan // Industrial Marketing Management. – 2007. – №36. – P.651–661.161. Hult, G.
T. M. Innovativeness: Its antecedents and impact on businessperformance / G. T. M. Hult, R. F. Hurley, G. A. Knight // Industrial Marketingand Management. – 2004. – Vol. 33. – P. 429–438.162. Ireland, RD. A model of strategic entrepreneurship: the construct and itsdimensions / RD. Ireland, M. Hitt, D.
Sirmon // Journal of Management. – 2003. –№29(6). P.963–989.163. Jambulingam, T. Entrepreneurial orientation as a basis for classification within aservice industry: The case of retail pharmacy industry / T. Jambulingam, R.Kathuria, W.R. Doucette // Journal of Operations Management.
– 2005. – №23. –P. 23–42.164. Jaworski, B. J. Market-orientation: Antecedents and consequences / B. J. Jaworski,A. K. Kohli // Journal of Marketing. – 1993. - №57 (3). – P. 53-70.165. Katila, R. All the right moves: how entrepreneurial firms compete effectively / R.Katila, E. Chen, H. Piezunka // Strategic Entrepreneurship Journal. – 2012. – №6.– P.116–132.166. Keats, B. A causal model of linkages among environmental dimensions, macroorganizational characteristics, and performance / B.
Keats, M. Hitt // Academy ofManagement Journal. – 1988. – №31(3). – P.570–598.167. Keh, H. T. The effects of entrepreneurial orientation and marketing information onthe performance of SMEs / H. T. Keh, T. M. Nguyen, P. N. Hwei // Journal ofBusiness Venturing. – 2007. – №22. – P.592–611.168. Khan, A. Innovative and non–innovative small firms: Types and characteristics /A.
Khan, V. Manopichetwattana // Management Science. – 1989. – №35(5). –P.597–606.169. Khandwalla, P.N. Environment and its impact on the organization / P.N.Khandwalla // International Studies of Management and Organization. – 1972. –№2(3). – P.297–313.167170. Khandwalla, P.N. Some top management styles, their context and performance. /P.N. Khandwalla // Organization and Administrative Sciences. – 1976–1977. –№7(4).
– P.21–51.171. Khandwalla, P. N. The design of effective top management style. / P. N.Khandwalla // Vikalpa .The Journal for Decision Makers. – 1977. – №1 (2). –P.41–55.172. Khavul, S. Organizational entrainment and international new ventures fromemerging markets / S. Khavul, L. Pérez-Nordtvedt, E. Wood // Journal of BusinessVenturing. – 2010. – №25(1). – P.104–119.173. Kickul, J. Firm resources, opportunity recognition, entrepreneurial orientation andperformance: the case of Russian women–led family businesses / J. Kickul, J. Liao,L. Gundry, T.
Iakovleva // International Journal of Entrepreneurship andInnovation Management. – 2010. – №12(1). – P.52–69.174. Krauss, S. Entrepreneurial orientation: a psychological model of success amongsouthern African small business owners / S. Krauss, M. Frese, C. Friedrich, J.Unger // European Journal of Work and Organizational Psychology. – 2005. –№14(3). – P.315–344.175.
Kreiser, P.M. Entrepreneurial orientation and firm performance: The uniqueimpact of innovativeness, proactiveness, and risk–taking / P.M. Kreiser, J. Davis //Journal of Small Business and Entrepreneurship. – 2010. – №23(1). – P.56–71.176. Kreiser, P.M. Disaggregating entrepreneurial orientation: the non–linear impact ofinnovativeness, proactiveness and risk–taking on SME performance / P.M. Kreiser,L.D. Marino, D.F.
Kuratko, K. M. Weaver // Small Business Economics. – 2013. –№40(2). – P.273–291.177. Kreiser, P. M. Assessing the psychometric properties of the entrepreneurialorientation scale: A multicountry analysis / P. M. Kreiser, L. D. Marino, K. M.Weaver // Entrepreneurship Theory and Practice. – 2002.
– №26 (4). – 71–94.178. Laukkanen, T. The effect of strategic orientation on business performance inSMEs: A multigroup analysis comparing Hungary and Finland / T. Laukkanen, G.168Nagy, S. Hirvonen, H. Reijonen, M. Pasanen // International Marketing Review. –2013. – №30(6). – P. 510–535.179. Lawrence, P. Organization and Environment: Managing Differentiation andIntegration / P. Lawrence, J. Lorsch // Harvard University: Boston, MA, 1967.180. Lechner, C.
Entrepreneurial orientation, firm strategy and small firm performance/ C. Lechner, S.V. Gudmundsson // International Small Business Journal. – 2014. –№32 (1). – P. 36–60.181. Li, H. Product innovation strategy and the performance of new technologyventures in China / H.
Li, K. Atuahene–Gima // Academy of Management Journal.– 2001. – №44. – P. 1123–1134.182. Li, H. Entrepreneurial strategy making and performance in China's newtechnology ventures – the contingency effect of environments and firmcompetences / H. Li, Y. Zhang, T.S. Chan // Journal of High TechnologyManagement Research. – 2005.
– №16 (1). – P. 57–67.183. Li, H., The role of managers' political networking and functional experience innew venture performance: Evidence from China's transition economy / H. Li, Y.Zhang // Strategic Management Journal. – 2007. - №28(8): P. 791–804.184. Li, Y. Moderating effects of entrepreneurial orientation on market orientation–performance linkage: Evidence from Chinese small firms / Y. Li, Y. Zhao, J. Tan,Y. Liu // Journal of Small Business Management.
– 2008. – №46 (1). – P. 113–133.185. Lieberman, M. First-mover advantages / M. Lieberman, D. Montgomery //Strategic Management Journal. – 1988. – №9. – P. 41–58.186. Lindsay, V. Entrepreneurial orientation and performance of microenterprises in anemerging economy / V. Lindsay, N. Ashill, B. Roxas, A. Victorio // Journal ofStrategic Marketing. – 2014.
– №22(7). – P. 631–656.187. Lisboa, A. Entrepreneurial orientation, exploitative and explorative capabilities,and performance outcomes in export markets: A resource–based approach / A.Lisboa, D. Skarmeas, C. Lages // Industrial Marketing Management. – 2011. –№40(8). – P. 1274–1284.169188. Lumpkin, G.T. Clarifying the Entrepreneurial Orientation Construct and Linkingit to Performance / G.T. Lumpkin, G.G. Dess // Academy of Management Review.– 1996. – №21 (1). – P. 135–172.189. Lumpkin, G.T. Linking two dimensions of entrepreneurial orientation to firmperformance: The moderating role of environment and industry life cycle / G.T.Lumpkin, G.G.
Dess // Journal of Business Venturing. – 2001. – №16 (5). – P.429–451.190. Madsen, E. The significance of sustained entrepreneurial orientation onperformance of firms – A longitudinal analysis / E. Madsen // Entrepreneurship &Regional Development. – 2007. – №19 (2).
![](https://s.studizba.com/z.php?f=/templates/si/i/noavatar.png&w=100&h=100&t=1"){kind=avatar}
