[1] بندریان، رضا؛"دوسوتوانی همزمان، الگوی مناسب سازماند‌هی فعالیت‌های اکتشاف و بهره برداری در سازمانهای پژوهش و فناوری “، دوفصلنامه علمی- ترویجی توسعه تکنولوژی صنعتی، شماره بیست و دو، صص 32-21، زمستان 1392.
[2] منطقی، منوچهر؛ تقی زاده، محمد؛ صفردوست، عاطیه؛ محمدروضه سرا، مریم؛ “تحلیلی بر نقش دوسوتوانی سازمانی در ایجاد، رشد و موفقیت شرکت‌های زایشی“، دوفصلنامه علمی- ترویجی توسعه تکنولوژی صنعتی، شماره بیست و شش، صص 17 تا 28، پاییز و زمستان 1394.
[3] ممبینی، یعقوب؛ ابراهیم پور، مصطفی؛ مرادی، محمود؛ “بررسی ابهامات و نوع‌شناسی دوسوتوانی سازمانی در سازمانهای تکنولوژی محور“، دوفصلنامه علمی- ترویجی توسعه تکنولوژی صنعتی. شماره بیست و سه، صص 72-59، بهار و تابستان 1393.
[4] Adler, Paul S.; Barbara, Goldoftas; Levine, David I.; "Flexibility versus efficiency? A case study of model changeovers in the Toyota production system", Organization science, Vol. 10, No.1, pp. 43-68, 1999.
[5] Beckman, C. M.; "The influence of founding team company affiliations on firm behavior", Academy of Management Journal, No. 49, pp. 741-758, 2006.
[6] Bledow, R.; Frese, M.; Anderson, N.; Erez, M.; Farr, J.; "A dialectic perspective on inn ovation: conflicting demands, multiple pathways, and ambidexterity", Industrial and Organizational Psychology: Perspectives on Science and Practice, Vol. 2, Issue 3, 2009.
[7] Cao, Q.; Gedajlovic, E.; Zhang, H.; "Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects", Organization Science, Vol. 20, Issue 4, pp. 781-796., 2009
[8] Carroll, T. N.; "Designing Organizations for Exploration and Exploitation", Journal of Organization Design, Vol. 1, No. 2, pp. 64-68, 2012.
[9] Danneels, E.; "Dialogue on the effects of disruptive technology on firms and industries", Journal of Product Innovation Management, Vol. 23, Issue 1, pp. 2-4, 2006.
[10] Denzin, N. K.; Lincoln, Y. S.; Introduction: Entering the Field of Qualitative Research, Handbook of Qualitative Research, pp. 1-17, 1994.
[11] Eisenhardt, K. M.; Brown, S. L.; "Patching: Restitching business portfolios in dynamic markets", Harvard business review, Vol. 77, Issue 3, pp. 72-82, 1998.
[12] Flickinger, M.; Gruber-Mücke, T.; Fiedler, M.; "The linkage between human resource practices and organizational ambidexterity: An analysis of internal labor market dynamics in a port-of-entry context", Journal of Business Economics, Vol. 83, Issue 8, pp. 923-946, 2013
[13] Geer, N.; Kujawa, J.; Patureau-Mirand, B.; "Ambidextrous objects and trace functions for nonsemisimple categories". Proceedings of the American Mathematical Society, Vol. 141, No. 9, pp. 2963-2978, 2013.
[14] Glaser, B. G.; "Emergence vs forcing: Basics of grounded theory analysis", Sociology Press, 1992.
[15] Graetz, F.; Smith, A.; "Organizing forms in change management: The role of structures, processes and boundaries in a longitudinal case analysis", Journal of Change Management, Vol. 5, No. 3, pp. 311-328, 2005.
[16] Grant, R. M.; "Toward a Knowledge-Based Theory of the Firm", Strategic Management Journal, vol. 17, pp. 109-122, 1996.
[17] Gupta, A. K.; Smith, K. G.; Shalley, C. E.; “The interplay between exploration and exploitation”, Academy of management journal, Vol. 49, No. 4, pp. 693-706, 2006.
[18] Janesick, V. J.; "The dance of qualitative research design: Metaphor, methodolatry, and meaning", 1994.
[19] Junni, P.; Sarala, R.; Taras, V.; Tarba, S.; "Organizational ambidexterity and performance: A meta-analysis", The Academy of Management Perspectives, amp-2013.
[20] Kogut, B.; Zander, U.; "Knowledge, market failure and the multinational enterprise: A reply", Journal of international business studies, pp. 417-426, 1995.
[21] March, J. G.; "Exploration and exploitation in organizational learning", Organization science, Vol. 2, No. 1, pp. 71-87, 1991.
[22] Matson, E.; Patiath, P.; Shavers, T.; "Stimulating Knowledge Sharing:: Strengthening Your Organization’s Internal Knowledge Market", Organizational Dynamics, Vol. 32, Issue 3, 275-285, 2013.
[23] McFadzean, E.; "Developing a Proposal: A Nine Step Process", 2007.
[24] O’Reilly III, C.A.; Tushman, M.L.; "Ambidexterity as a dynamic Capability:Resolving the innovator’s Dilemma", Research in organizational behaviour, Vol. 28, pp. 185-206, 2008.
[25] O'Reilly, C.; Tushman, M.; "Organizational ambidexterity: Past, present and future", The Academy of Management Perspectives, amp-2013.
[26] Pellegrinelli, S.; Murray-Webster, R.; Turner, N.; "Facilitating organizational ambidexterity through thecomplementary use of projects and programs", International Journal of Project Management, Vol. 33, Issue 1, pp. 153-164, 2015.
[27] Raisch, S.; Birkinshaw, J.; "Organizational ambidexterity: Antecedents, outcomes, and moderators", Journal of Management, Vol. 34, pp. 375-409, 2008.
[28] Reilly, C. A.; Tushman, M. L.; "The ambidextrous organization. Harvard business review", Vol. 82, No. 4, pp. 74-83, 2004.
[29] Strauss, Anselm L.; Corbin, Juliet; Basics of Qualitative Research: Grounded Theory Procedures and Techniques, Sage publication, 1990
[30] Wang, C. L.; Rafiq, M.; "Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation: A Comparative Study of UK and Chinese High-tech Firms", British Journal of management, Vol. 25, Issue 1, pp. 58-76, 2015.
[31] Wei, Z.; Yi, Y.; Guo, H.; "Organizational learning ambidexterity, strategic flexibility, and new product development", Journal of Product Innovation Management, Vol. 31, Issue 4, pp. 832-847, 2014.
[32] Wei, Z.; Zhao, J.; Zhang, C.; "Organizational ambidexterity, market orientation, and firm performance", Journal of Engineering and Technology Management, Vol. 33, pp. 134-153, 2014.
[33] Yang, Z.; Zhou, X.; Zhang, P.; "Discipline versus passion: Collectivism, centralization, and ambidextrous innovation", Asia Pacific Journal of Management, pp. 1-25, 2014.
[34] Yin, R. K.; "The case study crisis: Some answers", Administrative science quarterly, Vol. 26, No. 1, pp. 58-65, 1981.
)