| 參考文獻 |
[1] Agile Alliance. (2020). Agile 101. Retrieved from https://www.agilealliance.org/agile101/
[2] Armstrong, C. P., & Sambamurthy, V. (1999). Information technology assimilation in firms: The influence of senior leadership and IT infrastructures. Information Systems Research, 10(4), 304–327.
[3] Atuahene-Gima, K., & Murray, J. Y. (2007). Exploratory and exploitative learning in new product development: A social capital perspective on new technology ventures in China. Journal of International Marketing, 15(2), 1-29.
[4] Beck, K. (2000). Extreme programming explained: embrace change. Addison-Wesley Professional.
[5] Bonawitz, E., Shafto, P., Gweon, H., Goodman, N. D., Spelke, E., & Schulz, L. (2011). The double-edged sword of pedagogy: Instruction limits spontaneous exploration and discovery. Cognition, 120(3), 322-330.
[6] Bonner, N. A. (2010). Predicting leadership success in agile environments: An inquiring systems approach. Academy of Information & Management Sciences Journal, 13(2), 83-103.
[7] Cao, Q., & Dowlatshahi, S. (2005). The impact of alignment between virtual enterprise and information technology on business performance in an agile manufacturing environment. Journal of Operations Management, 23(5), 531-550.
[8] Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of management Journal, 50(5), 1217-1234.
[9] Cauwelier, P., Ribiere, V. M., & Bennet, A. (2019). The influence of team psychological safety on team knowledge creation: A study with French and American engineering teams. Journal of Knowledge Management, 23(6), 1157-1175.
[10] Chen, L., Liu, S., Wang, Y., & Hu, X. (2021). Humble leader behavior and team creativity: the team learning perspective. Journal of Managerial Psychology.
[11] Chin, W. W. (1998). Commentary: Issues and opinion on structural equation modeling. MIS quarterly, vii-xvi.
[12] Chin, W. W., Marcolin, B. L., & Newsted, P. R. (2003). A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study. Information systems research, 14(2), 189-217.
[13] Coad, P., Luca, J. D., & Lefebvre, E. (1999). Java modeling color with UML: Enterprise components and process with Cdrom. Prentice Hall PTR.
[14] Cohen, J. (2013). Statistical power analysis for the behavioral sciences. N.Y.: Routledge.
[15] Conboy, K. (2009). Agility from first principles: Reconstructing the concept of agility in information systems development. Information systems research, 20(3), 329-354.
[16] Conboy, K., & Fitzgerald, B. (2004, November). Toward a conceptual framework of agile methods: a study of agility in different disciplines. In Proceedings of the 2004 ACM workshop on Interdisciplinary software engineering research (pp. 37-44).
[17] Cui, F., Lim, H., & Song, J. (2022). The influence of leadership style in China SMEs on enterprise innovation performance: the mediating roles of organizational learning. Sustainability, 14(6), 3249.
[18] Dawson, J. F. (2014). Moderation in management research: What, why, when, and how. Journal of business and psychology, 29(1), 1-19.
[19] De Dreu, C. K. (2007). Cooperative outcome interdependence, task reflexivity, and team effectiveness: a motivated information processing perspective. Journal of applied psychology, 92(3), 628.
[20] De Jong, B. A., & Elfring, T. (2010). How does trust affect the performance of ongoing teams? The mediating role of reflexivity, monitoring, and effort. Academy of Management journal, 53(3), 535-549.
[21] Diaz-Fernandez, M., Pasamar-Reyes, S., & Valle-Cabrera, R. (2017). Human capital and human resource management to achieve ambidextrous learning: A structural perspective. BRQ Business Research Quarterly, 20(1), 63-77.
[22] Dimas, I. D., Assunção, M., Rebelo, T., Lourenço, P. R., & Alves, M. (2022). Innovation in teams: the role of psychological capital and team learning. The Journal of Psychology, 156(2), 133-146.
[23] Donbesuur, F., Owusu-Yirenkyi, D., Ampong, G. O. A., & Hultman, M. (2023). Enhancing export intensity of entrepreneurial firms through bricolage and international opportunity recognition: The differential roles of explorative and exploitative learning. Journal of Business Research, 156, 113467.
[24] Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource practices contribute. Human Resource Management Review, 30(1), 100693.
[25] Drach-Zahavy, A., & Somech, A. (2001). Understanding team innovation: The role of team processes and structures. Group Dynamics: Theory, Research, and Practice, 5(2), 111.
[26] Edmondson, A. C. (2002). The local and variegated nature of learning in organizations: A group-level perspective. Organization science, 13(2), 128-146.
[27] Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.
[28] Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 23-43.
[29] Edwards, J. R. (2001). Multidimensional constructs in organizational behavior research: An integrative analytical framework. Organizational Research Methods, 4(2), 144-192.
[30] Eldor, L., & Harpaz, I. (2016). A process model of employee engagement: The learning climate and its relationship with extra-role performance behaviors. Journal of Organizational Behavior, 37(2), 213-235.
[31] Epstein, J., Santo, R. M., & Guillemin, F. (2015). A review of guidelines for cross-cultural adaptation of questionnaires could not bring out a consensus. Journal of clinical epidemiology, 68(4), 435-441.
[32] Escandon-Barbosa, D., Salas-Paramo, J., & Rialp-Criado, J. (2021). Hofstede’s cultural dimensions as a moderator of the relationship between ambidextrous learning and corporate sustainability in born global firms. Sustainability, 13(13), 7344.
[33] Eschleman, K. J., Mathieu, M., & Cooper, J. (2017). Creating a recovery filled weekend: The moderating effect of occupation type on the relationship between non-work creative activity and state of feeling recovered at work. Creativity Research Journal, 29(2), 97-107.
[34] Falk, R. F., & Miller, N. B. (1992). A primer for soft modeling. Akron, Ohio: University of Akron Press.
[35] Fenner, S. V., Arellano, M. C., von Dzengelevski, O., & Netland, T. H. (2023). Effect of lean implementation on team psychological safety and learning. International Journal of Operations & Production Management, 43(2), 308-331.
[36] Fiol, C. M., & Lyles, M. A. (1985). Organizational learning. Academy of management review, 10(4), 803-813.
[37] Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(3), 382-388.
[38] Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta‐analytic review and extension. Personnel psychology, 70(1), 113-165.
[39] Fu, N., Flood, P. C., Rousseau, D. M., & Morris, T. (2021). Resolving the individual helping and objective job performance dilemma: The moderating effect of team reflexivity. Journal of Business Research, 129, 236-243.
[40] Fuller, C. M., Simmering, M. J., Atinc, G., Atinc, Y., & Babin, B. J. (2016). Common methods variance detection in business research. Journal of business research, 69(8), 3192-3198.
[41] Gessler, M. (2014). Kompetenzbasiertes Projektmanagement: Handbuch für die Projektarbeit, Qualifizierung und Zertifizierung auf Basis der IPMA Competence Baseline 3.0. 6. Auflage. Nürnberg: GPM Deutsche Gesellschaft für Projektmanagement.
[42] Gilson, L. L., Mathieu, J. E., Shalley, C. E., & Ruddy, T. M. (2005). Creativity and standardization: complementary or conflicting drivers of team effectiveness?. Academy of Management journal, 48(3), 521-531.
[43] Goodhue, D., Lewis, W., & Thompson, R. (2006, January). PLS, small sample size, and statistical power in MIS research. In Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS′06) (Vol. 8, pp. 202b-202b). IEEE.
[44] Goodhue, D., Lewis, W., & Thompson, R. (2007). Research note—Statistical power in analyzing interaction effects: Questioning the advantage of PLS with product indicators. Information Systems Research, 18(2), 211-227.
[45] Gren, L., & Lenberg, P. (2020). Agility is responsiveness to change: An essential definition. In Proceedings of the Evaluation and Assessment in Software Engineering (pp. 348-353).
[46] Gurtner, A., Tschan, F., Semmer, N. K., & Nägele, C. (2007). Getting groups to develop good strategies: Effects of reflexivity interventions on team process, team performance, and shared mental models. Organizational Behavior and Human Decision Processes, 102(2), 127-142.
[47] Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2022). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Thousand Oaks, CA: Sage
[48] Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-152.
[49] Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European business review, 31, 2-24.
[50] Hair, J., Hollingsworth, C. L., Randolph, A. B., & Chong, A. Y. L. (2017). An updated and expanded assessment of PLS-SEM in information systems research. Industrial Management & Data Systems, 117, 442-458.
[51] Hassine, J., Rilling, J., Hewitt, J., & Dssouli, R. (2005, September). Change impact analysis for requirement evolution using use case maps. In Eighth International Workshop on Principles of Software Evolution (IWPSE′05) (pp. 81-90). IEEE.
[52] Henderson-Sellers, B., & Serour, M. K. (2005). Creating a dual-agility method: The value of method engineering. Journal of Database Management (JDM), 16(4), 1-24.
[53] Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115-135.
[54] Highsmith, J., & Cockburn, A. (2001). Agile software development: The business of innovation. Computer, 34(9), 120-127.
[55] Hitt, M. A., Keats, B. W., & DeMarie, S. M. (1998). Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century. Academy of Management Perspectives, 12(4), 22-42.
[56] Huang, S. Z., Lu, J. Y., Chau, K. Y., & Zeng, H. L. (2020). Influence of ambidextrous learning on eco-innovation performance of startups: moderating effect of top management’s environmental awareness. Frontiers in Psychology, 11, 1976.
[57] Iivari, J., & Huisman, M. (2007). The relationship between organizational culture and the deployment of systems development methodologies. Mis Quarterly, 35-58.
[58] Janis, I. L. (1971). Groupthink. Psychology Today, 5, 43-46.
[59] Jarvenpaa, S. L., & Ives, B. (1993). Organizing for global competition. Decision Sciences, 24(3), 547–580.
[60] Kesmodel, U. S. (2018). Cross-sectional studies–what are they good for? Acta Obstetricia et Gynecologica Scandinavica, 97(4), 388-393.
[61] Kock, N. (2017). Common method bias: a full collinearity assessment method for PLS-SEM. In Partial least squares path modeling (pp. 245-257). Cham: Springer.
[62] Koeslag-Kreunen, M. G., Van der Klink, M. R., Van den Bossche, P., & Gijselaers, W. H. (2018). Leadership for team learning: The case of university teacher teams. Higher Education, 75, 191-207.
[63] Kostopoulos, K. C., & Bozionelos, N. (2011). Team exploratory and exploitative learning: Psychological safety, task conflict, and team performance. Group & Organization Management, 36(3), 385-415.
[64] Lai, J.-M., Lee, G.-G., & Hsu, W.-L. (2009). The influence of Partner’s trust-commitment relationship on electronic commerce strategic planning. Management Decision, 47(3), 491–507.
[65] Lane, P. J., Koka, B. R., & Pathak, S. (2006). The reification of absorptive capacity: A critical review and rejuvenation of the construct. Academy of management review, 31(4), 833-863.
[66] Larman, C. (2004). Agile and iterative development: a manager′s guide. Addison-Wesley Professional.
[67] Lee, G., & Xia, W. (2010). Toward agile: an integrated analysis of quantitative and qualitative field data on software development agility. MIS quarterly, 34(1), 87-114.
[68] Lee, J. C., Wang, Y. T., & Chen, C. Y. (2020). The effect of transactive memory systems on process tailoring in software projects: The moderating role of task conflict and shared temporal cognitions. Journal of Systems and Software, 164, 110545.
[69] Levitt, B., & March, J. G. (1988). Organizational learning. Annual review of sociology, 14(1), 319-338.
[70] Liu, S., Zhang, Y., Liu, Y., He, L., & Xiao, Y. (2022). The influence of supervisor creative feedback environment on team creativity: The role of the ambidextrous learning and creative cognitive style. Frontiers in Psychology, 13.
[71] Liu, X. M., Geng, Z. Z., & Zhu, R. (2013). Strategic Orientations and Organizational Creativity—Mediating effects of Three Modes of Organization Learning. R and D Management, 25, 104-115.
[72] Lorinkova, N. M., Pearsall, M. J., & Sims Jr, H. P. (2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56(2), 573-596.
[73] Lu, Y., & K.(Ram) Ramamurthy. (2011). Understanding the link between information technology capability and organizational agility: An empirical examination. MIS quarterly, 931-954.
[74] Lyubovnikova, J., Legood, A., Turner, N., & Mamakouka, A. (2017). How authentic leadership influences team performance: The mediating role of team reflexivity. Journal of business Ethics, 141, 59-70.
[75] Lyytinen, K., & Rose, G. M. (2006). Information system development agility as organizational learning. European Journal of Information Systems, 15(2), 183-199.
[76] Mammassis, C. S., & Schmid, P. C. (2018). The role of power asymmetry and paradoxical leadership in software development team agility. In Cognition and Innovation (Vol. 3, pp. 125-139). Emerald Publishing Limited.
[77] March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1), 71-87.
[78] Matsuo, M. (2018). How does managerial coaching affect individual learning? The mediating roles of team and individual reflexivity. Personnel review, 47(1), 118-132.
[79] Matsuo, M. (2020). Managers’ exploration activities and individual unlearning: The mediating role of learning orientation and reflection. The International Journal of Human Resource Management, 31(5), 638-656.
[80] Memon, M. A., Cheah, J. H., Ramayah, T., Ting, H., Chuah, F., & Cham, T. H. (2019). Moderation analysis: issues and guidelines. Journal of Applied Structural Equation Modeling, 3(1), 1-11.
[81] Men, C., & Jia, R. (2021). Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity. Leadership & Organization Development Journal, 42(6), 882-898.
[82] Moreland, R. L., & McMinn, J. G. (2010). Group reflexivity and performance. In Advances in group processes (Vol. 27, pp. 63-95). Emerald Group Publishing Limited.
[83] Nerur, S., & Balijepally, V. (2007). Theoretical reflections on agile development methodologies. Communications of the ACM, 50(3), 79-83.
[84] Oesterle, S., Buchwald, A., & Urbach, N. (2020). Investigating the co-creation of IT consulting service value: empirical findings of a matched pair analysis. Electronic Markets, 1-27.
[85] Patzak, G., & Rattay, G. (2017). Projektmanagement: Projekte, Projektportfolios, Programme und projektorientierte Unternehmen. Linde Verlag GmbH.
[86] Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
[87] Politis, D. (2005). The process of entrepreneurial learning: A conceptual framework. Entrepreneurship theory and practice, 29(4), 399-424.
[88] Purwanto, A., & Sudargini, Y. (2021). Partial least squares structural squation modeling (PLS-SEM) analysis for social and management research: a literature review. Journal of Industrial Engineering & Management Research, 2(4), 114-123.
[89] Qu, X., and Zhang, J. (2021). A study on the relation between organizational forgetting, ameliorative learning and trans-boundary innovation: a moderating role based on redundant resources. Technology Economics, 40, 20–27.
[90] Ramayah, T. J. F. H., Cheah, J., Chuah, F., Ting, H., & Memon, M. A. (2018). Partial least squares structural equation modeling (PLS-SEM) using smartPLS 3.0. An updated guide and practical guide to statistical analysis.
[91] Rasoolimanesh, S. M., Nejati, M., Lei Mee, T., Ramayah, T., Shafaei, A., & Abd Razak, N. (2017, June). Full collinearity as a new criterion to assess discriminant validity of composite (formative) and reflective measurement models. In 9th International Conference on PLS and Related Methods (PLS’17) (pp. 17-19).
[92] Rathor, S., Batra, D., Xia, W., & Zhang, M. (2016). What constitutes software development agility?. In AMCIS.
[93] Rebelo, Lourenço, P. R., & Dimas, I. D. (2019). The journey of team learning since “The Fifth Discipline.” The Learning Organization, 27(1), 42–53.
[94] Ren, Wang, Z., & Collins, N. T. (2021). The joint impact of servant leadership and team-based HRM practices on team expediency: the mediating role of team reflexivity. Personnel Review, 50(7/8), 1757–1773.
[95] Salmela, H., Tapanainen, T., Baiyere, A., Hallanoro, M., & Galliers, R. (2015). IS Agility Research: An Assessment and Future Directions. ECIS 2015 Completed Research Papers, 155.
[96] Sánchez-Cardona, I., Salanova Soria, M., & Llorens-Gumbau, S. (2018). Leadership intellectual stimulation and team learning: The mediating role of team positive affect. Universitas psychologica, 17(1), 221-236.
[97] Schippers, M. C., Den Hartog, D. N., Koopman, P. L., & Van Knippenberg, D. (2008). The role of transformational leadership in enhancing team reflexivity. Human Relations, 61(11), 1593-1616.
[98] Schippers, M. C., Den Hartog, D. N., Koopman, P. L., & Wienk, J. A. (2003). Diversity and team outcomes: The moderating effects of outcome interdependence and group longevity and the mediating effect of reflexivity. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 24(6), 779-802.
[99] Schippers, M. C., Edmondson, A. C., & West, M. A. (2014). Team reflexivity as an antidote to team information-processing failures. Small Group Research, 45(6), 731-769.
[100] Schippers, M. C., Homan, A. C., & Van Knippenberg, D. (2013). To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance. Journal of Organizational Behavior, 34(1), 6-23.
[101] Schippers, M. C., West, M. A., & Dawson, J. F. (2015). Team reflexivity and innovation: The moderating role of team context. Journal of Management, 41(3), 769-788.
[102] Schippers, M. C., West, M. A., & Edmondson, A. C. (2017). Team reflexivity and innovation. The Wiley Blackwell handbook of the psychology of team working and collaborative processes, 459-478.
[103] Schmidt, R., Lyytinen, K., Keil, M., & Cule, P. (2001). Identifying software project risks: An international Delphi study. Journal of management information systems, 17(4), 5-36.
[104] Schneider, Hanges, P. J., Smith, D. B., & Salvaggio, A. N. (2003). Which Comes First: Employee Attitudes or Organizational Financial and Market Performance? Journal of Applied Psychology, 88(5), 836–851.
[105] Schwaber, K., & Beedle, M. (2002). Agile software development with scrum. Series in agile software development (Vol. 1). Upper Saddle River: Prentice Hall.
[106] Sheffield, J., & Lemétayer, J. (2013). Factors associated with the software development agility of successful projects. International Journal of Project Management, 31(3), 459-472.
[107] Shin, Y., Kim, M., & Lee, S. H. (2017). Reflection toward creativity: Team reflexivity as a linking mechanism between team goal orientation and team creative performance. Journal of Business and Psychology, 32, 655-671.
[108] Shin, Y., Kim, M., Choi, J. N., & Lee, S. H. (2016). Does team culture matter? Roles of team culture and collective regulatory focus in team task and creative performance. Group & Organization Management, 41(2), 232-265.
[109] Shmueli, G., Ray, S., Estrada, J. M. V., & Chatla, S. B. (2016). The elephant in the room: Predictive performance of PLS models. Journal of business Research, 69(10), 4552-4564.
[110] Shmueli, G., Sarstedt, M., Hair, J. F., Cheah, J. H., Ting, H., Vaithilingam, S., & Ringle, C. M. (2019). Predictive model assessment in PLS-SEM: guidelines for using PLSpredict. European journal of marketing, 53(11), 2322-2347.
[111] Skogmar, K. (2015). PRINCE2, the PMBOK guide and ISO 21500: 2012. London: Axelos.
[112] Solís-Molina, M., Hernández-Espallardo, M., & Rodríguez-Orejuela, A. (2018). Performance implications of organizational ambidexterity versus specialization in exploitation or exploration: The role of absorptive capacity. Journal of business research, 91, 181-194.
[113] Somech, A., & Naamneh, M. (2019). Subject coordinators as boundary managers: The impact on team learning and organizational outcomes. Educational Management Administration & Leadership, 47(1), 56-73.
[114] Stapleton, J. DSDM Dynamic Systems Development Method. 1997. Harlow, England: Addison-Wesley.
[115] Streukens, S., & Leroi-Werelds, S. (2016). Bootstrapping and PLS-SEM: A step-by-step guide to get more out of your bootstrap results. European management journal, 34(6), 618-632.
[116] Strode, D. E., Huff, S. L., & Tretiakov, A. (2009, January). The impact of organizational culture on agile method use. In 2009 42nd Hawaii International Conference on System Sciences (pp. 1-9). IEEE.
[117] Swafford, P. M., Ghosh, S., & Murthy, N. (2006). The antecedents of supply chain agility of a firm: scale development and model testing. Journal of Operations management, 24(2), 170-188.
[118] Swieringa, J., & Wierdsma, A. F. (1992). Becoming a learning organization: Beyond the learning curve (Vol. 62753). Addison-Wesley Longman Limited.
[119] Tekleab, A. G., Karaca, A., Quigley, N. R., & Tsang, E. W. (2016). Re-examining the functional diversity–performance relationship: The roles of behavioral integration, team cohesion, and team learning. Journal of Business Research, 69(9), 3500-3507.
[120] Tho, N. D., & Duc, L. A. (2021). Team psychological capital and innovation: the mediating of team exploratory and exploitative learning. Journal of Knowledge Management, 25(7), 1745-1759.
[121] Tjosvold, D., Tang, M. M., & West, M. (2004). Reflexivity for team innovation in China: The contribution of goal interdependence. Group & Organization Management, 29(5), 540-559.
[122] Vangrieken, K., Dochy, F., & Raes, E. (2016). Team learning in teacher teams: Team entitativity as a bridge between teams-in-theory and teams-in-practice. European Journal of Psychology of Education, 31, 275-298.
[123] Walter, F., & van der Vegt, G. S. (2013). Harnessing members′ positive mood for team-directed learning behaviour and team innovation: The moderating role of perceived team feedback. European Journal of Work and Organizational Psychology, 22(2), 235-248.
[124] Wang, D., Song, J., Sun, X., & Wang, X. (2022). A study on the impact of boundary-spanning search on the sustainable development performance of technology start-ups. Sustainability, 14(15), 9182.
[125] Wang, L., Jiang, W., Zhang, H., & Lin, H. (2020). Leader information seeking, team performance and team innovation: Examining the roles of team reflexivity and cooperative outcome interdependence. Information Processing & Management, 57(6), 102343.
[126] Wang, Z., Cui, T., & Cai, S. (2022). How and when team reflexivity influences employee innovative behavior. Journal of Managerial Psychology, 37(1), 61-75.
[127] Wang, Z., Cui, T., Cai, S., & Ren, S. (2022). Team reflexivity, individual intellectual capital and employee innovative behavior: a multilevel moderated mediation. Journal of Intellectual Capital, 23(6), 1276-1295.
[128] Wang, Z., Guan, C., Cui, T., Cai, S., & Liu, D. (2021). Servant leadership, team reflexivity, coworker support climate, and employee creativity: A multilevel perspective. Journal of Leadership & Organizational Studies, 28(4), 465-478.
[129] Wang, Z., Ren, S., Chadee, D., Liu, M., & Cai, S. (2021). Team reflexivity and employee innovative behavior: the mediating role of knowledge sharing and moderating role of leadership. Journal of Knowledge Management, 25(6), 1619-1639.
[130] West, M. (1996). Reflexivity and work group effectiveness: A conceptual integration (pp. 555-579). John Wiley & Sons, Ltd.
[131] West, M. A. (2000). Reflexivity, revolution and innovation in work teams. Advances in interdisciplinary studies of work teams, 5.
[132] West, M. A. (2002). Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied psychology, 51(3), 355-387.
[133] Widmer, P. S., Schippers, M. C., & West, M. A. (2009). Recent developments in reflexivity research: A review. Psychology of Everyday Activity, 2(2), 2-11.
[134] Wu, T., Chen, B., Shao, Y., & Lu, H. (2021). Enable digital transformation: entrepreneurial leadership, ambidextrous learning and organisational performance. Technology Analysis & Strategic Management, 33(12), 1389-1403.
[135] Wysocki, R. K. (2011). Effective project management: traditional, agile, extreme. John Wiley & Sons.
[136] Xiong. (2022). Improvise to win: the relationship between entrepreneurial improvisation and start-up competitive advantage. Asian Business & Management, 21(2), 184–204.
[137] Xu, P., & Shen, Y. (2016). Empowering Leadership, Transactive Memory Systems and Agility in Software Development Teams: A Theoretical Framework.
[138] Yamin, S., & Kurniawan, H. (2011). Generasi baru mengolah data penelitian dengan partial least square path modeling. Jakarta: Salemba Infotek.
[139] Yang, M., Schloemer, H., Zhu, Z., Lin, Y., Chen, W., & Dong, N. (2020). Why and when team reflexivity contributes to team performance: A moderated mediation model. Frontiers in Psychology, 10, 3044.
[140] Yang, X., Jin, R., & Zhao, C. (2022). Platform leadership and sustainable competitive advantage: the mediating role of ambidextrous learning. Frontiers in Psychology, 13, 609.
[141] Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The leadership quarterly, 12(4), 451-483.
[142] Zhang, X., & Wang, X. (2021). Team learning in interdisciplinary research teams: antecedents and consequences. Journal of knowledge management, 25(6), 1429-1455.
[143] Zhang, Y., Long, J., & Zhao, W. (2022). The Curvilinear Relationships Between Relational Embeddedness and Dynamic Capabilities: The Mediating Effect of Ambidextrous Learning. Frontiers in Psychology, 13, 830377.
[144] Zhao, K., Zong, B., & Zhang, L. (2020). Explorative and exploitative learning in teams: unpacking the antecedents and consequences. Frontiers in Psychology, 11, 2041. |
[Endnote RIS 格式]
[相關文章]
[文章引用]
[完整記錄]
[館藏目錄]
至系統瀏覽論文 (2028-7-1以後開放)
plurk
funp
live
udn
HD
myshare
netvibes
friend
youpush
delicious
baidu
Google bookmarks
del.icio.us
hemidemi
facebook
twitter
google
reddit