2010
DOI: 10.1287/orsc.1090.0503
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PERSPECTIVE—Absorbing the Concept of Absorptive Capacity: How to Realize Its Potential in the Organization Field

Abstract: We are grateful to Linda Argote for her support throughout the process of writing this paper. We also want to thank Bas Warmerhoven for his assistance, Ed Noyons for his support in the bibliometric analysis, and to Kirsten Foss for comments on an earlier version of this paper.

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Cited by 1,026 publications
(1,287 citation statements)
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References 106 publications
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“…Several theoretical studies recognise the importance of absorptive capability as a multidimensional capability (e.g., Camisón and Forés, 2010;Flatten et al, 2011;Jiménez-Barrionuevo et al, 2011;Zahra and George, 2002;Volberda et al, 2010). However, although absorptive capability has received wide recognition, in prior empirical studies it has mainly been applied as a one-dimensional construct (Lim, 2009); that is, "either external knowledge is understood, transferred, and applied, or it is not" (Bierly et al, 2009, p. 482).…”
Section: Absorptive Capabilitymentioning
confidence: 99%
“…Several theoretical studies recognise the importance of absorptive capability as a multidimensional capability (e.g., Camisón and Forés, 2010;Flatten et al, 2011;Jiménez-Barrionuevo et al, 2011;Zahra and George, 2002;Volberda et al, 2010). However, although absorptive capability has received wide recognition, in prior empirical studies it has mainly been applied as a one-dimensional construct (Lim, 2009); that is, "either external knowledge is understood, transferred, and applied, or it is not" (Bierly et al, 2009, p. 482).…”
Section: Absorptive Capabilitymentioning
confidence: 99%
“…First, the effect of any knowledge acquired through social capital relationships on business performance may depend on a firm's absorptive capacity. As a process, absorptive capacity helps a firm convert the knowledge acquired through social capital into valuable learning outcomes relevant to its activities and performance (Volberda, Foss, and Lyles, 2010). Autio et al (2000) proposed that owing to a lack of prior knowledge, young entrepreneurial firms possess learning advantages of newness as they have fewer biases and constraints to grasp novel meanings from knowledge, and by extension from the learning encounters presented through social capital behaviors.…”
Section: Introductionmentioning
confidence: 99%
“…As an approach to organisational design, it challenges the traditional and fundamental assumptions regarding the manner in which firms conduct innovation and commercialise innovation outputs. According to Chesbrough and other scholars, this new paradigm demonstrates some essential characteristics, such as the strong and effective interaction between a firm and its environment through permeable firm boundaries (Huizingh, 2011;Laursen and Salter, 2006;Volberda, Foss and Lyles, 2010) and the adoption of open search strategies spanning a wide range of external actors and sources (Leiponen and Helfat, 2010;West and Gallagher, 2006). Open innovation's proponents have asserted that it is a potential source of distinctive technological competence and hence a driver of long-term competitive advantages (Chesbrough, 2006).…”
Section: Introductionmentioning
confidence: 99%