Evolving Absorptive Capacity: The Mediating Role of Systematic Knowledge Management

Dabić, Marina; Vlačić, Ernest; Ramanathan, Usha; Egri, Carolyn P.

doi:10.1109/tem.2019.2893133

Cited by 49 publications

(31 citation statements)

References 79 publications

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“…A balanced OI approach is thus recommended (Natalicchio et al , 2019). Research, therefore, implies that using the proper external knowledge sourcing approach, for either information transfer from informal networks, R&D collaboration, technological acquisition or absorptive capacity, is critical to the firm’s desired innovation performance (Kang and Kang, 2009; Dabić et al , 2019).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

Alassaf

Dabić

Shifrer

et al. 2020

JKM

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Purpose The purpose of this paper is to fill a significant research gap in academic literature pertaining to open innovation (OI). To do so, this paper empirically tests the impact of organizational culture, employees’ knowledge, attitudes and rewards as antecedents and mediators of OI adoption in organizations, facilitating a more thorough understanding by using an empirical multi-level approach. Design/methodology/approach This paper analyzes the results of the “Identification of Industrial Needs for Open Innovation Education in Europe” survey through a quantitative analysis using logistic regression models. This survey includes 528 employees working in 28 different industrial sectors in 37 countries, most of which are in Europe. Findings The results suggest a positive impact of organizational characteristics on the adoption of OI (i.e. including the adoption of outside-in and inside-out OI activities in participating organizations), showing that the openness of an organization’s culture increases its likelihood of adopting an OI paradigm. More importantly, the results highlight the positive mediating effect of employees’ knowledge and rewards on this relationship. Research limitations/implications The data set that was the basis of this paper was generated in European countries, the results of the analysis are limited and appropriate for this region and may vary when applied to other regions of the world. Practical implications The proposed multi-level approach offers new insight into organizational knowledge. It enables the improvement of OI and knowledge management practices in organizations by assisting practitioners and academics in recognizing the relationship between organizational culture; employees’ knowledge, attitudes and rewards; and the adoption of the OI paradigm. Social implications This paper offers a possible explanation on why open-border cultures are more likely to have a successful OI adoption, by relating it to factors that advance in the presence of an open-border culture, such as active participation of OI relative departments in knowledge sourcing and knowledge exchange, and rewarding employees for OI activities. Originality/value This paper presents a new framework which links organizational culture to OI, moving on from merely examining culture in terms of its positive or negative impact on OI adoption. It contributes to research on the OI paradigm and knowledge management by highlighting the significance of antecedents and mediators from a multi-level perspective using multiple units of analysis. Most previous studies focus on a single unit of analysis.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

Alassaf

Dabić

Shifrer

et al. 2020

JKM

View full text Add to dashboard Cite

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“…Knowledge management has been defined as the degree to which a company creates, shares and utilizes knowledge resources among various functional department (Dabi c et al, 2019). Knowledge management capability (KMC) consists of behaviors and abilities of organizational processes which help a business to cope with the market changes and meet the market requirements (Lukas and Ferrell, 2000).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

Taghizadeh

Karini

Nadarajah

et al. 2020

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PurposeThe objectives of this study is first to assess the effect of organizational antecedents on knowledge management capability and its effect on innovation strategy through the moderating effect of environmental dynamism.Design/methodology/approachThe data were collected from SMEs in central region of Malaysia through a cross-sectional survey of 202 owners and analyzed through structural equation modeling using SmartPLS software.FindingsThe results show that while formal structure, selection policies, incentives and training and development policies have positive affect on knowledge management capability, there is no effect of innovation culture on knowledge management capability. Knowledge management capability has a positive and significant effect on innovation strategy. Interestingly, the findings show that environmental dynamism strengthens the positive effect of knowledge management capability on innovation strategy.Practical implicationsThe findings of this study emphasize on the potential of collaboration among people for creating effective knowledge sharing in organizations and modalities in order to successfully design a collaborative knowledge-based work environment.Originality/valueThe model links organizational antecedents with knowledge management capability and the critical role of knowledge management capability on innovation strategy of SMEs considering environmental dynamism.

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“…The concept of ACAP was developed by Cohen and Levinthal (1990), who defined it as: “the ability of organisations to identify, assimilate, and exploit knowledge coming from external sources.” Since then, it has been investigated in various areas such as banking (Da Silva et al , 2014), technology (Nicholls-Nixon and Woo, 2003), strategic alliance (Cui et al , 2018), organisational learning (Cooper and Molla, 2016), product development (Stock et al , 2001), and organisational financial performance (Lin et al , 2016). Throughout the last two decades, the concept has been further developed such that now it is widely considered a dynamic organisational capability (Dabic et al , 2019). Central to this reconceptualisation was the work by Zahra and George (2002), who defined ACAP as a “dynamic capability embedded in a firm's routines and processes, making it possible to analyse the stocks and flows of a firm's knowledge and that contributes to the creation and sustainability of competitive advantage”.…”

Section: Background Reviewmentioning

confidence: 99%

The effect of organisational absorptive capacity on business intelligence systems efficiency and organisational efficiency

Al-Eisawi

Serrano

Koulouri

2020

IMDS

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PurposeBusiness intelligence (BI) systems (i.e. technology and procedures that transform raw data into useful information for managers to enable them to make better and faster decisions) have enormous potential to improve organisational efficiency. However, given the high expenditure involved in the deployment of these systems, the factors that will enable their successful integration should be thoroughly considered and assessed before these systems are adopted. Absorptive capacity (ACAP) is the ability of organisations to gather, absorb and strategically influence new external information, and as such, there is a strong theoretical connection between ACAP and BI systems. This research aims to empirically investigate the relationship between the dimensions underpinning ACAP (i.e. acquisition, assimilation, transformation and exploitation) and whether and how they affect the efficiency of BI systems, which, in turn, can enhance organisational efficiency.Design/methodology/approachThis study formulates five hypotheses addressing the effect of ACAP dimensions on BI systems efficiency and the effect of BI systems efficiency on organisational efficiency. It synthesises previous qualitative work and current research to derive sets of measures for each of the key constructs of the study. It follows a quantitative methodology, which involves the collection of survey data from senior managers in the telecommunications industry and the analysis of the data using partial least squares – structural equation modelling (PLS-SEM).FindingsThe results of the analysis confirmed the validity of the constructs and proposed measures and supported all five hypotheses suggesting a strong positive relationship between the ACAP dimensions, acquisition, assimilation, transformation and exploitation and the efficiency of BI systems and a strong effect of BI systems efficiency on organisational efficiency.Practical implicationsThe study offers a comprehensive model of ACAP and BI systems efficiency. The set of measures that underpin these constructs could help researchers understand how ACAP dimensions are practically implemented and could contribute to their efforts to develop ACAP measurement instruments. At the same time, the model can help managers assess the readiness of their firms to adopt BI systems and identify which areas should be further developed, before committing to the substantial financial investment associated with BI systems. It also provides a set of practical solutions that could be implemented to enable a more robust ACAP and support a better integration of BI systems.Originality/valueFollowing an empirical approach, this study refines one’s theoretical and practical understanding of ACAP as an organisational dynamic capability and its dimensions; it provides an account on how each dimension affects different aspects of BI systems efficiency, which, in turn, may contribute to the improvement of organisational efficiency. Moreover, the study reframes ACAP measures as a set of requirements that can be practically assessed and followed before attempting to purchase BI systems.

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Evolving Absorptive Capacity: The Mediating Role of Systematic Knowledge Management

Cited by 49 publications

References 79 publications

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

The effect of organisational absorptive capacity on business intelligence systems efficiency and organisational efficiency

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