This paper analyzes data from 1666 Spanish industrial firms to test how some human resource (HR) flexibility dimensions mediate the relationship between research and development (R&D) efforts and the absorptive capacity of knowledge (AC). The results show that external R&D experts and core employee training partially mediate the relationship between R&D effort and AC, whereas temporary employment does not mediate that relationship. These findings seem to suggest that HR flexibility dimensions that are more knowledge-intensive are more influential on the development of absorptive capabilities. Another finding is that the mediator effects of HR and AC are positively related to innovation performance, suggesting that firms may combine them more effectively with R&D efforts to enhance innovation.

Evidence from a study carried out in a sample of Spanish firms indicates that research and development (R&D) project management practices are positively related to absorptive capacity of knowledge (AC), although the influence of these practices differs for each AC dimension. Managers realize that learning from past experiences in R&D projects develops the capacity to gain access to relevant external knowledge. However, the positive relationship between management practices and absorptive capacity is only significant for transforming and exploiting external knowledge in R&D projects. The article discusses the managerial implications of improving absorptive capacity within the management of R&D projects and the firm, for every AC dimension.

Purpose The purpose of this paper is to analyze the relationship between agile production (flexible production technology) and absorptive capacity. Design/methodology/approach We use a database of 1,864 Spanish industrial firms from the Survey of Business Strategies (the largest Spanish database of its kind). Our theoretical approach is based on the resource-based view and the dynamic capabilities perspective. The methodology includes descriptive statistics analysis and lineal regression with moderator effect. Findings High-agile firms with greater absorptive capacity are more innovative and better performers than low-agile firms. Absorptive capacity moderates the relationship between flexible production technology and innovation performance. Research limitations/implications This is a cross-sectional study, which may limit the establishment of causal relationships. We give evidence to the importance of studying absorptive capacity in the agile production implementation process. Practical implications There are several managerial implications. First, agile production systems should be integrated into the firm’s innovation system because the continuous improvement of agile production has to be reinforced by the outputs of external knowledge and in-house innovation activities. Second firms that use external sources of knowledge to improve production processes could leverage that benefit better, not only in Operations but also in innovation performance. The adoption of flexible production technology cannot be kept apart from the firm´s organizational learning processes based on external knowledge. Our results also support the contribution of clusters of collaborative firms to improve their production processes throughout absorptive capacity and thus the implementation of agile production systems. Originality/value This is the first study, to the best of our knowledge, has involved the role of absorptive capacity, as an internal capability/competence, to influence the relationship between agility/flexible technology and innovation performance.

Purpose The purpose of this paper is to analyze in a sample of Spanish manufacturing firms the relationship between agile manufacturing and the firm’s management capacities related to innovation and production flexibility. Complementarily the survey addresses the implementation of agile production and its measurement. Design/methodology/approach For data collection, a survey through mail to operations and human resource managers of manufacturing firms and telephonic interviews with managers from 25 selective firms was carried out. The population of the study included firms from the Sistema de Análisis de Balances Ibéricos database with NACE codes 24–32 and at least 200 employees. Quantitative methods (linear hierarchical regression and mean differences) were used to test research hypotheses, and a qualitative method (interview analysis) was used to analyze an implementation and measurement model of agile production. Findings The results of the study show that high-agile firms use more intensively a comprehensive set of agile facilitators (design, manufacturing and supply). They also innovate and cooperate externally more on innovation than low-agile firms. The authors have found that external technological cooperation moderates the firm’s production flexibility. Research limitations/implications The implications of this research indicate, on one hand, that firms interested in implementing agile production should focus on the agility management of supply chains, the skills and knowledge development of human resources and in the implementation of agile manufacturing technologies. On the other hand, firms in less cooperative environments should focus more on their internal manufacturing systems to reinforce the relationship between production flexibility and agility that offers broader scenarios to compete under this production paradigm. The main limitations of the research design are the use of cross-sectional data and the use of managerial perceptions to assess most of the variables. Originality/value This paper offers a model of agile production implementation that it is complemented with measurement indicators to analyze the firm’s evolution toward agility. The combination of multivariate analysis and managers’ interviews to obtain and validate results creates a value for managers interested in agile production.

The collaboration for developing research and development (R&D) projects highlights the importance to access new external knowledge. Drawing from a mixed-methods approach in a sample of projects carried out by Spanish firms, our key findings show that every project´s dimension of absorptive capacity is related to collaborative performance in different ways.Organisations with capability difficulties to transform external knowledge enhanced their R&D projects´ outcomes by collaborating more intensively. However it is the ability to exploit that external knowledge into innovation which could be the key to obtain outcomes and support to R&D programs. The regional particularities have showed new ways to collaborate due to the innovation culture in the Middle Ebro Valley.