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Absorptive capacity: a process perspective

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Absorptive capacity: a process perspective. / Easterby-Smith, M P V; Graca, M; Antonacopoulou, E et al.
In: Management Learning, Vol. 39, No. 5, 2008, p. 483-501.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Easterby-Smith, MPV, Graca, M, Antonacopoulou, E & Ferdinand, J 2008, 'Absorptive capacity: a process perspective', Management Learning, vol. 39, no. 5, pp. 483-501. https://doi.org/10.1177/1350507608096037

APA

Easterby-Smith, M. P. V., Graca, M., Antonacopoulou, E., & Ferdinand, J. (2008). Absorptive capacity: a process perspective. Management Learning, 39(5), 483-501. https://doi.org/10.1177/1350507608096037

Vancouver

Easterby-Smith MPV, Graca M, Antonacopoulou E, Ferdinand J. Absorptive capacity: a process perspective. Management Learning. 2008;39(5):483-501. doi: 10.1177/1350507608096037

Author

Easterby-Smith, M P V ; Graca, M ; Antonacopoulou, E et al. / Absorptive capacity: a process perspective. In: Management Learning. 2008 ; Vol. 39, No. 5. pp. 483-501.

Bibtex

@article{20f503ff5b99490eaad695607d3a8f7f,
title = "Absorptive capacity: a process perspective",
abstract = "Absorptive capacity is regarded as an important factor in both corporate innovation and general competitive advantage. The concept was initially developed largely from reviews of the literature and has subsequently been extended by empirical studies, although some people suggest that progress since 1990 has been disappointing. This article argues that this limited development results from the dominance of quantitative studies which have failed to develop insights into the processes of absorptive capacity, and builds on recent qualitative studies which have successfully opened up new perspectives. Using case studies drawn from three different sectors, the article argues that a process perspective on absorptive capacity should include the role of power in the way knowledge is absorbed by organizations, and provide better understanding of the nature of boundaries within and around organizations. ",
author = "Easterby-Smith, {M P V} and M Graca and E Antonacopoulou and J Ferdinand",
year = "2008",
doi = "10.1177/1350507608096037",
language = "English",
volume = "39",
pages = "483--501",
journal = "Management Learning",
issn = "1350-5076",
publisher = "SAGE Publications Ltd",
number = "5",

}

RIS

TY - JOUR

T1 - Absorptive capacity: a process perspective

AU - Easterby-Smith, M P V

AU - Graca, M

AU - Antonacopoulou, E

AU - Ferdinand, J

PY - 2008

Y1 - 2008

N2 - Absorptive capacity is regarded as an important factor in both corporate innovation and general competitive advantage. The concept was initially developed largely from reviews of the literature and has subsequently been extended by empirical studies, although some people suggest that progress since 1990 has been disappointing. This article argues that this limited development results from the dominance of quantitative studies which have failed to develop insights into the processes of absorptive capacity, and builds on recent qualitative studies which have successfully opened up new perspectives. Using case studies drawn from three different sectors, the article argues that a process perspective on absorptive capacity should include the role of power in the way knowledge is absorbed by organizations, and provide better understanding of the nature of boundaries within and around organizations.

AB - Absorptive capacity is regarded as an important factor in both corporate innovation and general competitive advantage. The concept was initially developed largely from reviews of the literature and has subsequently been extended by empirical studies, although some people suggest that progress since 1990 has been disappointing. This article argues that this limited development results from the dominance of quantitative studies which have failed to develop insights into the processes of absorptive capacity, and builds on recent qualitative studies which have successfully opened up new perspectives. Using case studies drawn from three different sectors, the article argues that a process perspective on absorptive capacity should include the role of power in the way knowledge is absorbed by organizations, and provide better understanding of the nature of boundaries within and around organizations.

U2 - 10.1177/1350507608096037

DO - 10.1177/1350507608096037

M3 - Journal article

VL - 39

SP - 483

EP - 501

JO - Management Learning

JF - Management Learning

SN - 1350-5076

IS - 5

ER -