Knowledge creation capability, absorptive capacity, and product innovativeness

Abstract

This study focuses on the impact of knowledge creation capability and absorptive capacity on product innovativeness. Capabilities contribute through their uniqueness, their integration into effective configurations, and their deployment in response to external environment changes. Therefore, this study examines the individual (uniqueness) and interactive (integration) effects of knowledge creation capability and absorptive capacity on product innovativeness as well as how these effects vary in differing technologically turbulent contexts (deployment). Based on a survey of 212 Chinese firms, this study finds that in addition to their individually positive effects, knowledge creation capability and absorptive capacity have a synergistic effect on product innovativeness. Moreover, the individual effect of knowledge creation capability and the synergistic effect become stronger as technological turbulence increases, whereas the impact of absorptive capacity tends to be dampened by technological turbulence.

How do high-technology firms create value in international M&A? Integration, autonomy and cross-border contingencies

“…They should also acquire targets in host countries with which their home countries have developed higher levels of diplomatic relationships. Manufacturing firms can improve their performance by acquiring targets in these host countries because they share similarities and understanding that will help them to integrate with the acquired firms and enhance their learning (Su, Ahlstrom, Li, & Cheng, 2013). In contrast, firms using the autonomy approach should acquire targets in host countries with larger institutional and cultural distance, even when their home countries do not have good diplomatic relationships.…”

Knowledge Processes, Absorptive Capacity and Innovation: A Mediation Analysis

“…Moreover, the literature on knowledge management and innovation “share related underlying concepts” with absorptive capacity (Sun and Anderson, , p. 147), a routine‐based capability (Zahra and George, ; Sun, ). However, this relationship has been little explored with a few exceptions (e.g., Liao et al, , ; Su et al, ) that focus on only one knowledge process. Thus, this paper aims to theoretically and empirically explore the relationship between the knowledge processes of acquisition, sharing, and creation with companies' absorptive capacity and their organizational innovation intensity.…”

New Product Development Strategy Implementation Duration and New Venture Performance

“…Existing knowledge from prior learning within an organization facilitates faster learning processes, enabling a speedy and effective outcome (W. M. Cohen & Levinthal, 1990;Eisenhardt & Tabrizi, 1995;Moorman & Miner, 1998). Furthermore, evidence suggests that the relationship between the pace of NPD strategy implementation and firm performance may be affected by the level of environmental turbulence (Su, Ahlstrom, Li, & Cheng, 2013), which can undermine the value of stored information and, thereby, the firm's learning capacities (e.g., Lukas & Menon, 2004;Marion, Friar, & Simpson, 2012;Moorman & Miner, 1998).…”