Absorptive capacity

In business administration, absorptive capacity has been defined as "a firm's ability to recognize the value of new information, assimilate it, and apply it to commercial ends". It is studied on individual, group, firm, and national levels. Antecedents are prior-based knowledge (knowledge stocks and knowledge flows) and communication. Studies involve a firm's innovation performance, aspiration level, and organizational learning. It has been said that in order to be innovative an organization should develop its absorptive capacity.

The concept of absorptive capacity was first defined as a firm's "ability to recognize the value of new information, assimilate it, and apply it to commercial ends" by Cohen and Levinthal. For them, absorptive capacity depends greatly on prior related knowledge and diversity of background. Therefore, they’ve put the investments a firm makes in its research and development efforts ("R&D") central to their model of development of absorptive capacity. The absorptive capacity is seen as cumulative, meaning that it is easier for a firm to invest on a constant basis in its absorptive capacity than investing punctually. Efforts put to develop absorptive capacity in one period will make it easier to accumulate it in the next one.

“The cumulativeness of absorptive capacity and its effect on expectation formation suggest an extreme case of path dependence in which once a firm ceases investing in its absorptive capacity in a quickly moving field, it may never assimilate and exploit new information in that field, regardless of the value of that information.”

Absorptive capacity is also said to be a reason for companies to invest in R&D instead of simply purchasing the results post factum (e.g. patents). Internal R&D teams increase the absorptive capacity of a company. A firm’s investment in R&D then impacts directly its absorptive capacity. The more a firm invests in research and development activities, the more it will be able to fully appreciate the value of new external information.

Cohen and Levinthal also stressed that diversity allows individual to make “novel associations and linkages”. They therefore encourage the hiring of diverse teams in order to have a variety of individuals working together and exposing themselves to other ways of looking at things.

Cohen and Levinthal have focused a lot on investments in R&D to develop one’s absorptive capacity, but many other researchers showed later on that several other areas could be explored to develop an organization’s absorptive capacity. This led to a review of the concept by Shaker Zahra and Gerry George and a reformulation of the definition that expanded greatly the concept and further defined it as being made of two different absorptive capacities: potential absorptive capacity and realized absorptive capacity. Their new definition of absorptive capacity is: “a set of organizational routines and processes by which firms acquire, assimilate, transform and exploit knowledge to produce a dynamic organizational capability.”

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