___

• ADLER, Paul, S., GOLDOFTAS, Barbara ve David I. LEVINE (1999), “Flexibility versus efficiency? A case study of model change overs in the Toyota production system”, Organization Science ,10 (1), 43 -68.
• AGOGUÉ, Marine, YSTRÖM, Anna ve Pascal LE MASSON (2012), “Rethinking the role of intermediaries as an architect of collective exploration and creation of knowledge in open innovation”, International Journal of Innovation Manageme nt , 17(2).
• ANDRIOPOULOS, Constantine ve Marianne W. LEWIS (2009), “Exploitation -exploration tensions and organizational ambidexterity: Managing paradoxes of innovation”, Organization Science , 20, 696 -717.
• AKDOĞAN, Şükrü, AKDOĞAN, Asuman, A. ve Ayşe CİNGÖ Z (2009), “Organizational Ambidexterity: An Empirical Examination Of Organizational Factors As Antecedents Of Organizational Ambidexterity”, Journal of Global Strategic Management, 06, 17 -28.
• BADEN -FULLER, Charles ve Henk W. VOLBERDA (1997), “Strategic Ren ewal, How Large Complex Organizaitons prepare for the Future”, International Studies of Mgt. & Org ., 27(2), 95 -120.
• BARON, Reuben, M. ve David, A. KENNY (1986), “The moderator- mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology , 51(6), 1173 -1182.
• BENNER, Mary J. ve Michael L. TUSHMAN (2003), “Exploitation, exploration, and process management: The productivity dilemma revisited”, Academy Of Man agement Review,28 (2) , 238 -256.
• CAO, Qing, Eric GEDAJLOVIC ve Hongping ZHANG (2009), “ Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects”, Organization Science , 20(4), 781 -796.
• COHEN, Wesley, M. ve Daniel, A. LEVINTHAL (1990), “Absorptive capacity: A new perspective on learning and innovation”, Administrative Science Quarterly, 35, 128 –153.
• DAMANPOUR, Fariborz (1991), “Organizational innovation: A meta - analysis of effects of determinants and moderators”, Academy ofManagement Journal, 34 (3), 555 -590.
• DENISON, Daniel,R. (1990), Corporate culture and organizational effectiveness. Oxford, England, John Wiley & Sons, 1 -267.
• DUR, Serkan, YILDIZ, Sibel ve Nigar Çakar DEMİRCAN (2010), “Bilgi Yönetimi ve Örgütsel Etkinlik İLişkisi: Örgüt Kültürü ve Örgüt yapısının Temel Etkileri”, Ege Akademik Bakış, 10(1) , 71 -93.
• DURISIN, Boris ve Gergana TODOROVA (2012), “A Study of the Performativity of the “Ambidextrous Organizations” Theory: Neither Lost in nor Lost before Translatio n” , Journal of Product Innovation Management, 29(S1), 53 –75.
• GHOSHAL, Sumantra ve Christopher A. BARTLETT (1994), “Linking organizational context and managerial action: The dimensions of quality in management”, Strategic Management Journal, 15 (2), 91 -1 12.
• GIBSON, Cristina B. ve Julian BIRKINSHAW (2004), “The antecedents, consequences and mediating role of organizational ambidexterity”, Academy of management Journal, 47 , 209 -226.
• GUPTA, Anıl K., SMITH, Ken, G. ve Chiristina E. SHALLEY (2006), “The inter play between exploration and exploitation”, Academy of Management Journal, 49(4) , 693 -706.
• GÜLEŞ, Hasan, K. ve Hasan BÜLBÜL (2004), “Toplam Kalite Yönetiminin İşletmelerde Yenilik Çalışmalarına Katkıları”, Gazi Üniversitesi İktisadi ve İdari Bilimler Fakü ltesi Dergisi, 1, 115 –129.
• HAMPDEN -TURNER, Charles (1990), Corporate Cultures:From Vicius Circles to Virtuous Circles, Butter & Tanner, London.
• HE, Zi-Lin, Poh -Kam WONG (2004), “ Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis”, Organization Science , 15, 481 -494.
• HOFSTEDE, Geert, H. (1984), Culture’s Consequences: International Differences in Work Related Values , Sage Publications, London, 5.bs
• HOTZ, Florian (2010), “ Organizational Ambidexterity: A Multı -Level Perspective on Organizational Alignment”, Dissertation of The University of St. Gallen, Zurich, Graduate School of Business Administration, Economics, Law and Social Sciences (HSG)
• IM, Ghiy oung (2006), “Exploratory and Exploitative Knowledge Sharing in Interorganizational Relationships ”, Computer Information Systems Dissertation of The University Georgia State University, p:18 -21.
• IM, Ghiyoung ve Arun RAI (2008), “Knowledge Sharing Ambidexterity in Long -Term Interorganizational Relationships”, Management Science, 54(7) , 1281 -1296.
• IRELAND, R, Duane ve Michael A HITT (1999) “Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership”, Academy of Management Executive, 13(1): 43 -57.
• IŞIKLI, Güzide, FEREC-ZADE, Ayna ve Hümeyra TAŞÇI, “Türk İşletmelerinde Örgüt Kültürü ve İnovatif Faaliyetler”, Journal of Azerbaijani Studies , 722 -737. Erişim Tarihi: 3/1272012.
• http://jhss -khazar.org/wp -content/upload s/2010/06/TURK-ISLETMELERINDE-ORGUT-KULTURU -VE-INOVATIF-FAALIYETLER.pdf
• İLTER, H. Kemal (2007), “Bilgi Sistemleri Perspektifinden Kaynak Planlaması: Etkiler ve Değerler”, İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 6(11), 1 -20.
• JUNG, Dongil Don , CHOW, Chee ve, Anne WU (2008), “Towards understanding the direct and indirect effects of CEOs' transformational leadership on firm innovation”, The Leadership Quarterly, 19(5):582 -594.
• LAVIE, Dovey ve Lori ROSENKOPF (2006), “ Balancing Exploration And Exploitation In Alliance Formation”, Academy ofManagement Journal, 49(4), 797 -818.
• LEE, Siew Kim Jean ve Kelvin YU (2004), “Corporate culture and organizational performance”, Journal of Managerial Psychologu,19(4): 340 -359.
• LEVINTHAL, Daniel A. ve J.ames, G. MARCH (1993), “Myopia of learning”, Strategic Management Journal, 14 , 95 -112.
• LEWIS, Marianne, W. (2000), “Exploring paradox: Toward a more comprehensive guide”, Academic Management Review, 25(4) , 760 -776.
• LIN, Hsing -Er ve Edward, F. McDONOUGH III (2011), “Investigating the Role of Leadership and Organizational Culture in Fostering Innovation Ambidexterity”, Ieee Transactıons On Engıneerıng Management, 58 (3), 497 -509.
• McDONALD, Robert Edward (2002), “ Knowledge Entrepreneurship: Linking Organizational Learning and Innovation”, Doctor of Philosophy at the Universtity of Connecticut., 6.
• MARCH, James, G. (1991), “Exploration and exploitation in organizational learning”, Organization Science , 2(1) , 71 -87.
• MISCHE, Michael A. (2001), Strategic Renewal, Prentice Hall Inc., New Jersey.
• MORENO- LUZON, Maria, D. ve Jaume VALLS - PASOLA (2011), “Driving organizational ambidexterity and total quality management: Towards a research agenda”, Management Decision, 49 (6) , 927 -947.
• O’REILLY, Charles, A. ve Michael, L. TUSHMAN (2007), “Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma”, Research in Organizational Behavior, 28 , 185 -206.
• ÖZKALP, Enver (2003), Örgütsel Davranış. Eskişehir: Anadolu Ün iversitesi Yayını no:1468, Açıköğretim Fakültesi Yayını No: 782, 2. Baskı.
• PETERS, Thomas J. ve Robert, H. WATERMAN (1982 ), In Search of Excellence: Lessons From America’s Best Run Companies, Harper & Row Inc., New York PROBST, Gilbert ve Sebastian RAISCH (2005), “Organizational Crisis: The Logic of Failure”, Academy of Management Executive , 19(1), 90 -105.
• PURANAM, Phanish, SINGH, Harbir ve Maurizio ZOLLO (2006), “Organizing for innovation: Managing the coordination - autonomy dilemma in technology acquis itions”, Academy of Management Journal,49(2) , 263 -280.
• RAISCH, Sebastian ve Julian BIRKINSHAW (2008), “Organizational Ambidexterity: Antecedents, Outcomes, and Moderators”, Journal of Management, 34(3) , 375 -400.
• RAISCH, Sebastian, Julian BIRKINSHAW, Gilbert PROBST ve Michael L. TUSHMAN (2009), “Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance”, Organization Science, 20(4) , 685 -695.
• ROTHAERMEl, Frank, T. ve David, L. DEEDS (2004), “Exploration and exploitatio n alliances in biotechnology”, Strategic Management Journal, 25, 201 -221.
• SAINT-PAUL, Gilles; “Information sharing and cumulative innovation in business networks”, CEPR Discussion Paper No. 4116 , 2003, http://idei.fr/doc/by/saint_paul/information_sharing.pdf, erişim tarihi: 01/09/2012.
• SCHEIN, Edgar H. (2009), The Corporate Culture, Survival Guide , San Francisco: Jossey -Bass.
• SPENCER, Jennifer, W. (2003), “Firms’ Knowledge -Sharing Strategies In The Global Innovation System: Empirical Evidence From The Flat Panel Display Industry”, Strategic Management Journal, 24 , 217 -233.
• ŞİMŞEK, Zeki (2009), “Organizational ambidexterity: towards a multilevel understanding”, Journal of Management Studies, 46(4) , 597 – 624.
• TRIANDİS, Harry, C. (1989), “The Self and Social Behavior in Differing Cultural Contexts”, Psychological Review, 96(3 ) , 506 -520.
• TUSHMAN, Michael ve Charles O’REILLY (1996), “Ambidextrous organizations: Managing evolutionary and revolutionary change”, California Management Review , 8 -29.
• VAROL, Muharrem (1989), “Örgüt Kültürü ve Örgüt İklimi”, Ankara Siyasal Bilgiler Fakültesi Dergisi,XLIV: 1 –2 , 195 -222.
• VOSS, Glenn B. ve Zannie Giraud VOSS (2012), “ Strategic Ambidexterity in Small and Medium- Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains” , Organization Science, Articles in Advance , 1 –19 .
• WANG, Catherine L. ve Pervaiz, K. AHMED (2004), “The Development And Validation Of The Organisational İnnovativeness Construct Using Confirmatory Factor Analysis”, European Journal of Innovation Management, 7(4), 30 3 -313.
• WANG, Catherine, L. ve Mohammed RAFIQ (2009), “Organizational diversity and shared vision: Resolving the paradox of exploratory and exploitative learning” European Journal of Innovation Management, 12(1): 86 -101.
• WANG, Catherine, L. ve Mohammed RAFI Q (2012), “Ambidextrous Organizational Culture,Contextual Ambidexterity and New Product Innovation: A Comparative Study of UK and Chinese High -tech Firms”, British Journal of Management, 1 -16.
• YU, Renzhi, Jiefang HE ve Zhiying LIU (2014), “ The Co -evolution of Organizational Culture Transformation and Ambidextrous Capability: A Strategic Orientation Perspective”, Journal of Advanced Management Science, 2( 2), 102 -105.