Researchers have used the absorptive capacity construct to explain various organizational phenomena. In this article we review the literature to identify key dimensions of absorptive capacity and offer a reconceptualization of this construct. Building upon the dynamic capabilities view of the firm, we distinguish between a firm's potential and realized capacity. We then advance a model outlining the conditions when the firm's potential and realized capacities can differentially influence the creation and sustenance of its competitive advantage.

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=5629&context=lkcsb_research

Absorptive Capacity: A Review, Reconceptualization, and Extension

Unstable market conditions caused by innovation and increasing intensity and diversity of competition have resulted in organizational capabilities rather than served markets becoming the primary basis upon which firms establish their long-term strategies. If the strategically most important resource of the firm is knowledge, and if knowledge resides in specialized form among individual organizational members, then the essence of organizational capability is the integration of individuals' specialized knowledge. This paper develops a knowledge-based theory of organizational capability and draws upon research into competitive dynamics, the resource-based view of the firm, organizational capabilities, and organizational learning. Central to the theory is analysis of the mechanisms through which knowledge is integrated within firms in order to create capability. The theory is used to explore firms' potential for establishing competitive advantage in dynamic market settings, including the role of firm networks...

https://www.jstor.org/stable/pdfplus/2635098.pdf

Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

/pdf/role-congruity-theory-of-prejudice-toward-female-leaders-4ldbwpzzgm.pdf

Role congruity theory of prejudice toward female leaders.

The Social Psychology of Organizations.

The paper is concerned with spatial clustering of economic activity and its relation to the spatiality of knowledge creation in interactive learning processes. It questions the view that tacit knowledge transfer is confined to local milieus whereas codified knowledge may roam the globe almost frictionlessly. The paper highlights the conditions under which both tacit and codified knowledge can be exchanged locally and globally. A distinction is made between, on the one hand, the learning processes taking place among actors embedded in a community by just being there dubbed buzz and, on the other, the knowledge attained by investing in building channels of communication called pipelines to selected providers located outside the local milieu. It is argued that the co-existence of high levels of buzz and many pipelines may provide firms located in outward-looking and lively clusters with a string of particular advantages not available to outsiders. Finally, some policy implications, stemming from this argumen...

/pdf/clusters-and-knowledge-local-buzz-global-pipelines-and-the-29bsuyvekg.pdf

Clusters and knowledge: local buzz, global pipelines and the process of knowledge creation

In this article, we explore how paradoxical tensions related to exploration–exploitation dynamics may shape vicious cycles in high-growth ventures. Based on an inductive, interpretive case study at...

https://journals.sagepub.com/doi/pdf/10.1177/1476127020929003

Growing pains: Paradoxical tensions and vicious cycles in new venture growth

Recent years have witnessed the emergence of a new profession often referred to as the technology transfer (TT) manager TT managers apply various skills to accomplish transfer activities such as legal competencies; marketing and negotiation competencies; team work competencies; innovation competencies; and knowledge management competencies Furthermore, the transfer of technology takes place in various contexts such as universities, business entities and governmental institutions This special issue focuses on the profession of technology transfer In particular, it examines the emergence of the technology transfer profession and the impact on the practice of technology transfer at the individual, unit, project and organizational level

Technology transfer: the practice and the profession

textFundamental changes in the competitive landscape triggered many firms to leverage and build competencies by focusing on transition processes towards internal network forms of organizing. These forms ameliorate exploration through knowledge creation and transfer.
Internal networks are characterized by horizontal knowledge flows that supplement and
supplant the vertical knowledge flows that characterize other organization forms like the
functional and multi-divisional forms. As these horizontal knowledge flows facilitate
knowledge integration, internal networks have an advantage over other organization forms in
leveraging and building competencies. One characteristic that makes these horizontal
knowledge flows work is the reciprocity ensuing them. Reciprocity relates to the
interdependence and coordination modes that characterize internal networks. As reciprocity is
influenced by managerial coordination, by the intention to deploy knowledge, and by goal
attainment, creating and maintaining reciprocity of knowledge flows can be considered as a managerial competence.
In this paper, the attributes of organization form that impact the reciprocity in a firm are explored from structural, managerial and knowledge perspectives. Hypotheses are developed which suggest that specialization and the use of formal meetings restrict
reciprocity, whereas job rotation, the number of employees with a coordination function, and
teams have a positive effect on the level of reciprocity. These hypotheses are tested by means
of a questionnaire administered in a business unit of a multinational financial services firm.
Reciprocity of knowledge flows was found to be dependent on the characteristics mentioned above in a predicted way. Since none of the hypotheses needed to be rejected, the evidence suggests that reciprocity is a fundamental feature of internal networks and the horizontal knowledge flows that characterize them. This suggests reciprocity to be an important managerial competence.

https://repub.eur.nl/pub/6552/ERS 2005 024 STR.pdf

Henk W. Volberda

Papers

Growing pains: Paradoxical tensions and vicious cycles in new venture growth

Technology transfer: the practice and the profession

Reciprocity of Knowledge Flows in Internal Network Forms of Organizing

A Cognitive Perspective on Strategizing/Organizing, Ch. 6

The condition and knowledge-creating view: managing strategic initiatives in large firms