Developing Absorptive Capacity Theory for Public Service Organizations: Emerging UK Empirical Evidence

Abstract

A strong public policy focus on high performance means that utilizing management knowledge effectively is at a premium for UK public service organizations. This study empirically examined two English public agencies to explore the inter‐sectoral transfer of a strategic management model originally developed in the private sector – absorptive capacity – which is one way of conceptualizing an organizational competence in such knowledge mobilization. Two theoretical contributions are made. First, a new absorptive capacity framework for public service organizations is developed which recognizes the participation of public agency project teams during an innovation process proceeding over time with phases of co‐creation, testing, metamorphosis and diffusion. Second, our novel framework modifies an early influential model of absorptive capacity. Counter to this model, we argue that realized absorptive capacity requires agency from skilled and embedded actors to turn ‘curbing routines’ into ‘enabling routines’ in all four stages. Project (middle) managers have flexibility in their roles to seize episodic moments of opportunity to innovate and achieve service delivery goals, and to build absorptive capacity capability. Absorptive capacity capability develops organically over time. Future research directions are discussed.

Potential and Realized Absorptive Capacity in Colombian Firms: The Mediating Role of the Organizational Climate for Innovation

“…Supported on the contributions of Sun and Anderson (2010), Butler and Ferlie (2020) assert that both Potential and Realized ACAP involve a specific learning process. In this regard: (1) Acquisition is related to mental models developed by individuals and groups to search opportunities, (2) Assimilation is linked to communication and supportive environments that describe how team composition works, (3) Transformation involves both group and organizational-level processes for sharing understanding, and (4) Exploitation establishes the newly shared understanding in the organization.…”

“…These processes depend on external and internal environments, and companies’ social integration mechanisms are critical because the learning process cannot be carried out in isolation. Butler and Ferlie (2020) assert that these mechanisms are crucial for reducing the distance between Potential and Realized ACAP as they help to distribute and use the knowledge inside the company.…”

The impact of sustainable tourism indicators on destination competitiveness: the European Tourism Indicator System

“…ACAP is conceptualised as a learning journey through which organisations acquire, assimilate, transform and exploit knowledge (Todorova & Durisin, 2007;Zahra & George, 2002). While originating in the business sector, it has recently found relevance in public management (Butler & Ferlie, 2020;Harvey et al, 2010;Richards & Duxbury, 2015). As argued by Harvey et al (2010), the application of ACAP in the public sector is significantly valuable since it helps understand the ability of public organisations to process knowledge within complex and multi-layered settings.…”

Avaliação de competências organizacionais de órgão público federal: ótica de diferentes atores

“…O estabelecimento e desenvolvimento de competências organizacionais permite a entrega de resultados além do esperado, agregando mais valor à instituição (Prahalad & Hamel, 1990) e sustentabilidade organizacional (Kuzma et al, 2017). O alinhamento entre as competências de uma organização e sua estratégia organizacional é essencial para o sucesso da instituição (Bryson et al, 2007;Butler & Ferlie, 2020;Cardoso & Matos, 2010;Ghedine, 2015;Munck & Gallieli, 2015;Prahalad & Hamel, 1990), e deve ser precedido da definição de missão e objetivos, possibilitando assim uma integração vertical -entre os comportamentos individuais e o alcance da estratégica. Existe também a integração horizontal -conceitos propagados em modelos de gestão por competência (GC) como os da Bélgica e os dos Países Baixos -onde os processos de gestão de pessoas (GP) são realizados a partir das vantagens do modelo de GC (Beeck & Hondeghem, 2010;Leisink, 2010).…”

“…Existe também a integração horizontal -conceitos propagados em modelos de gestão por competência (GC) como os da Bélgica e os dos Países Baixos -onde os processos de gestão de pessoas (GP) são realizados a partir das vantagens do modelo de GC (Beeck & Hondeghem, 2010;Leisink, 2010). Nesse sentido, para que haja a integração vertical, o estabelecimento de competências organizacionais é parte fundamental (Fleury & Fleury, 2004) do design estratégico e da definição de portfolios de competências nas organizações (Eden & Ackermann, 2010), e assim subsidiar a definição de competências individuais alinhadas ao alcance da missão institucional (Butler & Ferlie, 2020;Kuzma et al, 2017;Montezano, 2019). Bryson et al (2007) afirmam que a identificação e desenvolvimento de capacidades e de competências organizacionais é premissa fundamental para o sucesso das organizações públicas para permitir entrega de maior valor público, ou seja, realizar prestação de serviços com qualidade, eficiência, eficácia e efetividade.…”