CHARACTERISING ABSORPTIVE CAPACITY SUPPORTING SMEs’ LEARNINGS WITHIN COLLABORATIVE INNOVATION NETWORKS: INSIGHTS FROM MULTI-LEVEL CASE STUDIES

Abstract

Through collaborative innovation networks (CINs), SMEs access valuable knowledge which requires the deployment of their absorptive capacity (ACAP) to be efficiently used. A small and medium enterprise (SME) absorbs this knowledge to fulfil reciprocal learning for achieving the network innovation goal, but also one-way learning to individually improve its performance. Nevertheless, no study explains how these opposing learnings unfold for SMEs in CINs to guide their ACAP deployment. Based on three cases of CINs including SMEs and two focus groups, we propose a characterisation of ACAP supporting SMEs’ learnings within CINs. As a result, an SME deploys acquisition, assimilation and application actions and attitudes to contribute to the CIN’s setting-up and operational stages, while fulfilling one-way learning. These practices have different focuses and intensity according to the network stage and the SME’s contextual setting. Hence, this study highlights the peculiarities of ACAP that enable SMEs in CINs manage the interplay between reciprocal and one-way learnings.

SMEs innovating in collaborative networks: how does absorptive capacity matter for innovation performance in times of good partnership quality?

“…Their findings are, therefore, not appropriate for SMEs whose ACAP does not involve the same intensive and structured use of professional intelligence processes as large manufacturing firms (Lee et al, 2010). In addition, these studies are not suited to CNs as these partnerships represent temporary organizations (Lundin and Soderholm, 1995) where ACAP is dynamically deployed to achieve innovative outcomes throughout the network stages (Benhayoun et al, 2020). Based on these gaps, to examine the impact of ACAP on innovation performance for manufacturing SMEs operating in CNs, there is a need to adapt extant theoretical frameworks of ACAP and operationalize this dynamic capability considering the peculiarities of our unit of analysis.…”

“…The output of knowledge transformation and exploitation (RACAP) in the creation stage is the correct definition of innovation goals for the operation stage and the setting-up of the final CN. This involves the definition and communication by each actor of its expected contribution to the project (Benhayoun et al, 2020). Hence, each actor will be aware of the others' specific expertise that will facilitate and guide the mutual acquisition and assimilation of knowledge in the operation stage, thereby fostering PACAP in this phase (Balle et al, 2020).…”

“…Third, in the discussion section, we pointed out a difference between the ACAP of an SME to contribute to the CN common goals and its ACAP to achieve individual benefits through its collaborative experience. Further research could relate to learning theories to analyze the relationships between these two ACAPs, as the former supports reciprocal learning within the CN while the latter serves one-way learning intentions (Benhayoun et al, 2020). Fourth, we used a nonprobability sampling approach that was appropriate to the constraints and purposes of the research and provided robust results.…”

“…As the operationalization and role of ACAP depend on its deployment context (Lane et al, 2006), the results of prior studies that examined other organizations and contexts cannot be applied to SMEs innovating in CNs. First, the nature of ACAP is intrinsic to its evolution and its dynamic accumulation to result in higher innovation performance (Fosfuri and Trib o, 2008) which, in the case of CNs, occur throughout ACAP deployment in the network creation and operation stages (Benhayoun et al, 2020). Second, the ACAP of manufacturing SMEs operating in this interorganizational context is distinctive, as these firms tend to use professional intelligence processes for monitoring their technological environments in a less systematic and structured manner than big companies and usually do not collaborate under the same IP and power conditions as large firms (Lee et al, 2010).…”

Redefining Transformation Drivers in SMEs toward Business Performance with Covid-19 Situation in Indonesia

“…Government support impacts SME multiple strategic orientations can boost the speed and scope of SME in their business capability (Falahat et al, 2021). Nevertheless, knowledge sharing from collaboration can help SME learn and deploy such strategies as acquisition, assimilation, and application (Benhayoun et al, 2021). To attain the knowledge, we suggest external support should be considered in the transformation drive.…”