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The present study examines the dynamics of absorption capacity, under the conception of Zahra & George (2002), according to which absorption capacity is composed by four dimensions: acquisition, assimilation, transformation and exploitation and two types of capacity: potential and realized. As a fundamental premise, is that activities not associated with R & D can generate absorption capacity and that innovation processes can be developed in this way. For this, the Survey of Development and Technological Innovation-EDIT 2015-2016 is taken as a source of information, on which 41 variables are selected that are analyzed through the PLS-PM-Path Analysis-Path Modeling technique. The results confirm that the dimensions of the absorption capacity have complementary roles and that there is a cumulative process, in which the last dimension (exploitation) represents a greater contribution to the explanation of the absorption capacity carried out.

Objective: this article analyzes the relationship between strategy and organizational structure in the framework of non-RD innovation.Methodology: a systematic review of literature was carried out in which 64 articles from Scopus, Emerald and Proquest databases were identified.Originality: this study evidences a group of characteristics of the organizations and its sorroundings that contribute to the appearance of non-RD activities and results of non-RD innovation.Main results: 24 factors that enhance, condition or result from this type of innovation were determined.Theoretical contributions: as part of the findings, there stand out the identification of specific strategies, the importance of absorption capacity for understanding the phenomenon of non-RD innovation, and the fact that most common innovations under this approach are marketing and organizational.

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