[1] Lusch R F, Vargo S L. Service-dominant logic: premises, perspectives, possibilities[M]. Cambridge: Cambridge University Press: 2014.
[2] Vargo S L, Lusch R F. Institutions and axioms: an extension and update of service-dominant logic[J]. Journal of Academy of Marketing Science, 2016, 44(1): 5-23.
[3] 李瑜,谢恩.客户导向和竞争者导向的整合与企业绩效[J].管理科学, 2014, 27(3): 14-23.
[4] Narver J C, Slater S F. The effect of a market orientation on business profitability[J]. Journal of Business Research, 1990, 54(4): 20-35.
[5] Kohli A K, Jaworski B J. Market orientation: the consturct, research propositions, and managerial implications[J]. Journal of Marketing, 1990, 54(2): 1-18.
[6] Han J K, Kim N, Srivastva R K. Market orientation and organizational performance: is innovation the missing link?[J]. Journal of Marketing, 1996, 62(4): 30-45.
[7] 于洪彦, 银成钺. 市场导向、创新与企业表现的关系——基于中国服务业的实证研究[J]. 南开管理评论, 2006, 9(3): 10-15.
[8] Ramaswamy V, Ozcan K. The co-creation paradigm[M]. Redwood City: Stanford University Press: 2014.
[9] Gummesson E, Mele C, Polese F. Key dimensions of service systems in value-creating networks[M]//The Science of Service System. New York: Springer US, 2011: 37-59.
[10] Edvardsson B, Tronvoll B, Gruber T. Expanding understanding of service exchange and value co-creation: a social construction approach[J]. Journal of the Academy of Marketing Science, 2011, 39(2): 327-339.
[11] Alderson W, Cox R. Towards a theory of marketing[J]. Journal of Marketing, 2006, 13(2): 137-152.
[12] Arndt J. The political economy of marketing systems: reviving the institutional approach[J]. Journal of Macromarketing, 1981, 1(2): 36-47.
[13] Humphreys A. Megamarketing: the Creation of markets as a social process[J]. Journal of Marketing, 2013, 74(2): 1-19.
[14] Kates S M. The dynamics of brand legitimacy: an Interpretive Study in the gay men's community[J]. Journal of Consumer Research, 2004, 31(2): 455-464.
[15] 梁强, 李新春, 郭超. 非正式制度保护与企业创新投入——基于中国民营上市企业的经验研究[J]. 南开经济研究, 2011(3): 97-110.
[16] 田园, 王铮. 非正式制度因素对创业的影响作用探讨[J]. 中国软科学, 2016(3): 24-34.
[17] Kohli A K, Jaworski B J. Market orientation: the construct, research proposition, and managerial implication[J]. Journal of Marketing, 1990, 54(4): 1-18.
[18] Lovelace K, Shapiro D L, Weingart L R. Maximizing cross-functional new product teams′ innovativeness and constraint adherence: a conflict communications perspective[J]. The Academy of Management Journal, 2001, 44(4): 779-793.
[19] Ritter T, Gemunden H G. Network competence: its impact on innovation success and its antecedents[J]. Journal of Business Research, 2003, 56(9): 745-755.
[20] Beers C, Zand F. R&D cooperation, partner diversity, and innovation performance: an empirical analysis[J]. Journal of Product Innovation Management, 2014, 31(2): 292-312.
[21] Scott W R. Institutions and organizations: ideas and interests[M]. Los Angeles: Sage, 2008.
[22] Busenitz L, Gomez C, Spencer J. Country institutional profiles: unlocking entrepreneurial phenomena[J]. Academy of Management Journal, 2000, 43(5): 994-1003.
[23] Zwass V. Co-creation: Toward a taxonomy and an integrated research perspective[J]. International Journal of Electronic Commerce, 2010, 15(1): 11-48.
[24] 张祥, 陈荣秋. 顾客参与链: 让顾客与企业共同创造竞争优势[J].管理评论,2006, 18(1): 51-56.
[25] 马颖杰, 杨德锋. 服务中的人际互动对体验价值形成的影响——品牌价值观的调节作用[J]. 经济管理, 2014(6): 86-98.
[26] Grnroos C, Voima P. Critical service logic: making sense of value creation and co-creation[J]. Journal of the Academy of Marketing Science, 2013, 41(2): 133-150.
[27] Baron R M, Kenny D A. The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations[J]. Journal of Personality & Social Psychology, 1986, 51(6): 1173-1182. |