2006
DOI: 10.1108/14777260610662735
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Abstract: The study provides insights into the types of activities that management should undertake in order to enhance absorptive hospital capacity.

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Cited by 58 publications
(20 citation statements)
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“…Caccia-Bava (Caccia-Bava, Guimaraes, & Harrington, 2006) defined and measured two dimensions of AC: managerial knowledge and communication. The communication dimension encompassed communication channels, cross-function teams for knowledge integration, and communication boundary spanners.…”
Section: Resultsmentioning
confidence: 99%
See 1 more Smart Citation
“…Caccia-Bava (Caccia-Bava, Guimaraes, & Harrington, 2006) defined and measured two dimensions of AC: managerial knowledge and communication. The communication dimension encompassed communication channels, cross-function teams for knowledge integration, and communication boundary spanners.…”
Section: Resultsmentioning
confidence: 99%
“…In the theoretical literature, there is a discussion of potential vs. realized absorptive capacity, with the former focusing on organizational capability for knowledge acquisition/assimilation, and the latter focused on use of absorbed knowledge (Cohen & Levinthal, 1990; Daghfous, 2004) suggest that an organization’s absorptive capacity depends on that of its individual members, but is not simply a summation of individual capacity. As Caccia-Bava and colleagues (Caccia-Bava, Guimaraes, & Harrington, 2006) point out, organizational absorptive capacity is best understood in terms of the structures that allow multiple organizational members to gather, communicate, apply, and exploit diverse knowledge within the organization.…”
Section: Introductionmentioning
confidence: 99%
“…Organizational culture can be defined as the implicit norms and assumptions of a work unit that guide behaviors (Cooke and Rousseau 1988) and can impact how readily new technologies will be considered and adopted in practice (Caccia-Bava et al 2006; Hemmelgarn et al 2001). There is concern that public sector service organizations have cultures that are resistant to innovation and may provide lower support for EBP (Aarons et al 2009).…”
Section: Active Implementation Phasementioning
confidence: 99%
“…This framework illustrates that dissemination and implementation of new innovations (e.g., technology-based behavioral health interventions) is determined by the interactions between the outer context (e.g., political climate, incentive and mandates), system antecedents (e.g., organizational culture and climate), system readiness (e.g., tension for change, dedicated time and resources), and the innovation itself (e.g., relative advantage). A review by Emmons, Weiner, Fernandez, and Tu (2012) that identified measures of constructs within the Greenhalgh model found one study that explored the relationships between system antecedents, specifically absorptive capacity and organizational culture, on the dependent variable of information technology adoption (Caccia-Bava, Guimaraes, & Harrington, 2006). Greenhalgh et al (2004) specifically note that the interaction between technology-based innovations and adopters within the service sector is a “particularly fruitful area” of research (p. 617), indicating the need for adequate technical capability, adopter commitment, communication skills, and resources to support ongoing implementation issues.…”
Section: Conceptual Frameworkmentioning
confidence: 99%