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Absorptive Capacity: A New Perspective on Learning and Innovation

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In this paper, we argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities. We label this capability a firm's absorptive capacity and suggest that it is largely a function of the firm's level of prior related knowledge. The discussion focuses first on the cognitive basis for an individual's absorptive capacity including, in particular, prior related knowledge and diversity of background. We then characterize the factors that influence absorptive capacity at the organizational level, how an organization's absorptive capacity differs from that of its individual members, and the role of diversity of expertise within an organization. We argue that the development of absorptive capacity, and, in turn, innovative performance are history- or path-dependent and argue how lack of investment in an area of expertise early on may foreclose the future development of a technical capability in that area. We formulate a model of firm investment in research and development (R&D), in which R&D contributes to a firm's absorptive capacity, and test predictions relating a firm's investment in R&D to the knowledge underlying technical change within an industry. Discussion focuses on the implications of absorptive capacity for the analysis of other related innovative activities, including basic research, the adoption and diffusion of innovations, and decisions to participate in cooperative R&D ventures.
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... Y tercero, la aplicación de este conocimiento asimilado para la innovación (Zahra and George, 2002). Desde este punto de vista, los nuevos productos o procesos requieren nuevas competencias que se suelen ver como el resultado de la capacidad de absorción (Cohen and Levinthal, 1990). La capacidad de absorción no solo se considera como el resultado de las habilidades individuales, el conocimiento previo y las capacidades internas de una empresa, sino también el acceso a fuentes externas de información (Schmidt, 2010). ...
... En general, la variedad en el suministro de información tiende a afectar positivamente el desempeño innovador. Así pues, las empresas necesitan cada vez más colaborar con otros jugadores para mejorar su capacidad de innovación y disponer de una combinación equilibrada de fuentes de información internas y externas que permitan no solo evitar inversiones excesivas o insuficientes sino aprovechar oportunidades de negocio de forma eficiente (Cohen and Levinthal, 1990). Los argumentos señalados nos permiten plantear la siguiente hipótesis: H3: las fuentes de información se asocian positivamente con el desempeño innovador de las ESIC. ...
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... As we have seen with the parent company, the IPM Group in our Ino-Bat case, a Slovak-based global investment firm with foreign owners, we need to look more carefully at the form of TNC activity in host economies-whether it is a wholly-owned subsidiary, a joint venture, an acquired company or an alliance-and the type of technological cooperation it brings into the host economy, e.g. a licensing agreement, joint R&I, or strategic partnership (Young et al. 1994). Research on technological spillovers in semi-peripheral contexts has shown that host economies need to have the absorptive capacity in the form of domestic private sector capabilities in respective sectors to benefit from the local presence of TNCs (see Cohen and Levinthal 1990;Criscuolo and Narula 2008;Bell and Figueiredo 2012). The structuralist literature has so far failed to identify and analyse domestic companies that do have the absorptive capacity to benefit or even lead upgrading initiatives. ...
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... The study of autonomous research on enterprise innovation and the factors that significantly impact it has been classified. Respected scholars assert that organizational learning fosters innovation (Cohen & Levinthal, 1990). Companies with advanced maintenance capabilities can benefit from external information to foster innovation (Lin et al., 2020). ...
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