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

The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

This article summarizes an extensive literature review addressing the question, How can we spread and sustain innovations in health service delivery and organization? It considers both content (defining and measuring the diffusion of innovation in organizations) and process (reviewing the literature in a systematic and reproducible way). This article discusses (1) a parsimonious and evidence-based model for considering the diffusion of innovations in health service organizations, (2) clear knowledge gaps where further research should be focused, and (3) a robust and transferable methodology for systematically reviewing health service policy and management. Both the model and the method should be tested more widely in a range of contexts.

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Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations

Defining ordinary or ‘zero-level’ capabilities as those that permit a firm to ‘make a living’ in the short term, one can define dynamic capabilities as those that operate to extend, modify or create ordinary capabilities. Logically, one can then proceed to elaborate a hierarchy of higher-order capabilities. However, it is argued here that the strategic substance of capabilities involves patterning of activity, and that costly investments are typically required to create and sustain such patterning—for example, in product development. Firms can accomplish change without reliance on dynamic capability, by means here termed ‘ad hoc problem solving.’ Whether higher-order capabilities are created or not depends on the costs and benefits of the investments relative to ad hoc problem solving, and so does the ‘level of the game’ at which strategic competition effectively occurs. Copyright © 2003 John Wiley & Sons, Ltd.

/pdf/understanding-dynamic-capabilities-3yl6esxuut.pdf

Understanding dynamic capabilities

This study examines the effect of top management teams' characteristics on the number and radicalness of product innovations. Using longitudinal data from 109 new ventures, results show that TMT's alertness, growth orientation, and functional heterogeneity are positively associated with product innovation. These associations are stronger in ventures with integrated TMTs.

The effect of top management team characteristics on product innovation among new ventures: the moderating role of behavioral integration

Recently, the US and its allies have mobilized long-standing international institutions to sanction Russia and repel its war in Ukraine. This mobilization is likely to change the world order, with long-term effects on the birth, survival and growth of international new ventures. However, these effects will vary across different regions of the world. 

Institutional Change and International Entrepreneurship after the War in Ukraine

A double-edged sword? Founder Teams' Prior International Experience and INV International Scale-up

As the new mellinum approaches, discussions of the nature and emerging rules of global competitiveness assume greater importance. These discussions are gaining more political currency because competitiveness, however measured, centers on human development, growth and improved quality of life. For a society, improved competitiveness translates into new jobs and better living conditions. For a company, competitiveness means the creation of new growth options that create value for shareholders. Wealth creation is the engine of economic growth and a mainspring of innovation.

Shaker A. Zahra

Papers

The effect of top management team characteristics on product innovation among new ventures: the moderating role of behavioral integration

Institutional Change and International Entrepreneurship after the War in Ukraine

A double-edged sword? Founder Teams' Prior International Experience and INV International Scale-up

GLOBAL COMPETITIVENESS AND CORPORATE STRATEGY IN THE 21st CENTURY

Part I: The Evolution and Contributions of Corporate Entrepreneurship Research