A Measure of Absorptive Capacity: Development and Validation.

Flatten, Tessa Christina; Brettel, Malte; Engelen, Andreas; Greve, Greta

doi:10.5465/ambpp.2009.44243392

Cited by 8 publications

(7 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This concept is defined by Cohen and Levinthal [21] as the ability to recognize the value of new knowledge and to assimilate and apply this knowledge in order to acquire a competitive advantage for individuals or organizations. This concept has been refined by other empirical research [21][22][23] that mapped the absorptive capacity model's constructs to better operationalize it in empirical investigations dealing with the following knowledge translation and exchange activities: recognition, acquisition, assimilation, transformation and exploitation of new knowledge (see Figure 1). Obviously, the model includes contextual elements dealing with the sources, previous knowledge, broker interactions and effects of the implementation of new knowledge.…”

Section: IIImentioning

confidence: 99%

Knowledge brokering in the web 2.0 era: Empirical evidence of emerging strategies in government agencies

Ламари

Belgacem

2012

International Conference on Education and E-Learning Innovations

View full text Add to dashboard Cite

Section: IIImentioning

confidence: 99%

Knowledge brokering in the web 2.0 era: Empirical evidence of emerging strategies in government agencies

Ламари

Belgacem

2012

International Conference on Education and E-Learning Innovations

View full text Add to dashboard Cite

“…Knowledge sharing was measured through three items adopted from Jaworski and Kohli (1993) that capture the ability to share knowledge among employees and within the firm. Finally, knowledge creation was measured through four items taken from Pavlou andEl Sawy (2006), andFlatten et al (2009) that reflect the ability of the firm's employees to learn from external and internal knowledge to produce new ideas.…”

Section: Effects Of Absorptive Capacitymentioning

confidence: 99%

Effects of absorptive capacity and innovation spillover on manufacturing flexibility

Pinheiro

Lages²,

Silva

et al. 2021

IJPPM

View full text Add to dashboard Cite

PurposeShifting demand and ever-shorter production cycles pressure manufacturing flexibility. Although the literature has established the positive effect of the firm's absorptive capacity on manufacturing flexibility, the separate role of the innovation competencies of exploitation and exploration in such a relationship is still under-investigated. In this study, the authors examine how these competencies affect manufacturing flexibility.Design/methodology/approachThe authors use survey data from 370 manufacturing firms and analyze them using covariance-based structural equation modeling (CB–SEM).FindingsThe results indicate that absorptive capacity has a strong, positive and direct effect on exploitative and exploratory innovation competencies, proactive and responsive market orientations, and manufacturing flexibility. The authors’ findings also demonstrate that the exploitative innovation competencies mediate the relation between responsive market orientation and manufacturing flexibility. Essentially, these exploitative innovation competencies produce a direct positive effect on manufacturing flexibility while simultaneously being a vehicle for absorptive capacity's indirect effects on it. An exploration innovation strategy does not significantly affect manufacturing flexibility.Originality/valueThis study contributes by combining key strategic features of firms with manufacturing flexibility, while providing new empirical evidence of the mediation of the exploitative innovation competencies in the relation between responsive market orientation and manufacturing flexibility.

show abstract

“…Technology acquisition intent (TAI) had four items, of which two items measure the newness of know-how (developed by following Das and Van De Ven (2000), and the remaining two measure the firm's propensity to acquire know-how for NPD (developed by following Johnson and Bhatia, 1997). Among independent variables, firm size (FSZ) has a three-item scale developed from Hunt and Morgan (1995), organizational learning (OL) has a three-item scale developed from Fiol and Lyles (1985), absorptive capacity (ACAP) has a five-item scale adapted from Flatten et al (2009), and organizational inertia (OI) has a three-item scale developed from Gilbert (2005). The project duration (PD) was measured as time interval between start of the NPD project and its end, which was then converted on a five-point scale utilizing four quartile spread of data.…”

Section: Measures Of Study Constructsmentioning

confidence: 99%

Moderating roles of organizational inertia and project duration in the NPD process: an empirical investigation

Mishra

Saji

2013

Journal of Product &Amp; Brand Management

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to empirically validate the moderating roles of organizational inertia and project duration in the new high-tech product development process. Design/methodology/approach -The study methodology involved two phases, viz. exploratory and descriptive. The exploratory phase, with the support of a focused literature survey, has resulted in a theoretical framework, which got later validated through the survey based empirical phase. Findings -The study results suggest that organizational learning and absorptive capacity could trigger a firm's technology acquisition intent, which in turn could increase the firm's propensity to new product commercialization. Contrary to the authors' hypothesis, the study results did not support firm size as an antecedent to the firm's technology acquisition intent. Further, while the project duration is found to negatively moderate the technology acquisition intent to new product commercialization relationship, the study results did not support the moderating effect of organizational inertia on the same. Practical implications -The study findings suggest that segmenting technology market based on firm size may not be an appropriate marketing strategy; instead organizational factors, viz. organizational learning and absorptive capacity, should be taken as the basis of high-tech market segmentation. Further, the study has provided the much needed empirical support to the new high-tech product development process by explaining the moderating effects of organizational inertia and project duration on the relationship between technology acquisition intent and new product commercialization. Originality/value -The present study is one among those rare empirical investigations that explained the role of organizational variables in the new high-tech product development process. In addition, the study provides the marketing practitioners the basis of segmentation for high technology markets.

show abstract

A Measure of Absorptive Capacity: Development and Validation.

Cited by 8 publications

References 13 publications

Knowledge brokering in the web 2.0 era: Empirical evidence of emerging strategies in government agencies

Knowledge brokering in the web 2.0 era: Empirical evidence of emerging strategies in government agencies

Effects of absorptive capacity and innovation spillover on manufacturing flexibility

Moderating roles of organizational inertia and project duration in the NPD process: an empirical investigation

Contact Info

Product

Resources

About