The Effects of Dynamic Absorptive Capacity on Innovation Strategy: Evidence from SMEs in a Technological Context
Abstract
:1. Introduction
2. Theoretical Background and Hypotheses
2.1. Potential Absorptive Capacity
2.2. Realized Absorptive Capacity
2.3. Innovation Strategy
3. Materials and Methods
3.1. Exploratory Factor Analysis
3.2. Confirmatory Factor Analysis
4. Results
5. Discussion
6. Conclusions
Author Contributions
Funding
Data Availability Statement
Conflicts of Interest
Appendix A
Construct/Dimensions | Question | Item Code |
---|---|---|
Absorptive Dynamic Capabilities | ||
Pacap Acquisition | Acquire learning through the company’s communication with universities, public sector institutions, customers, competitors, and suppliers. | P_aqs1 |
Systematically search for external information relevant to your business. | P_aqs2 | |
Invest in R&D activities by allocating a percentage of the company’s annual budget. | P_aqs3 | |
Conduct training processes for employees to work on innovation projects. | P_aqs4 | |
Promote knowledge management among employees, in particular regarding the search for relevant external information. | P_aqs5 | |
Pacap Assimilation | The business identifies innovations developed by others | P_asm1 |
The business understands innovations developed by others. | P_asm2 | |
The business adopts innovations developed by others. | P_asm3 | |
The business assimilates knowledge that comes from outside the organization | P_asm4 | |
The business maintains a rapid flow of communication, allowing agile exchange of information between units. | P_asm5 | |
Racap Transformation | Linking the company’s knowledge with market innovations. | R_ trf 1 |
Integrate the technology created in your company with innovations that comes from outside. | R_ trf 2 | |
Reconfigure the organization based on the knowledge obtained from the environment. | R_ trf 3 | |
Adapt strategic decisions based on the knowledge obtained from the environment. | R_ trf 4 | |
Apply new knowledge in projects portfolio. | R_ trf 5 | |
Racap Exploitation | Use the knowledge obtained from the environment in favor of new products or services of the company. | R_ ept 1 |
Adjust the company’s technology, processes, or methodologies, by taking advantage of new knowledge from the environment. | R_ ept 2 | |
Develop new products or services by using innovations or ideas developed elsewhere. | R_ ept 3 | |
Modify existing products or services by using innovations or ideas developed elsewhere. | R_ ept 4 | |
Exploiting new products or services resulting from innovations developed. | R_ ept 5 | |
Business Innovation Strategy | ||
The level of commitment of the company’s management and support provided for innovation activities. | BIS_ is1 | |
Your organization has defined a formal strategic plan with the objectives and actions of innovation activities. | BIS_ is2 | |
How often the organization carries out research and development activities to create new knowledge. | BIS_ is3 | |
How often the organization the company has offered training specifically for the development and introduction of products/services. | BIS_ is4 | |
Has the company conducted or contracted feasibility, analysis and industrial engineering studies oriented to the generation of new products or services. | BIS_ is5 | |
Evaluate the amount of advanced machinery, equipment, and software the company has acquired for new or significantly improved products or processes. | BIS_ is6 | |
Evaluate the quantity and quality of know-how acquired from other companies for the development of new or significantly improved products. | BIS_ is7 | |
Evaluate the number and quality of activities that were contracted to introduce new or improved goods or services to the market | BIS_ is8 | |
Evaluate the quantity and quality of new products or services designed and developed based on actual market needs. | BIS_ is9 | |
Evaluate the quantity and quality of the contracting that the company has made with other public or private organizations to carry out R&D activities. | BIS_ is10 |
Appendix B
Enterprise Services | Number of Employees | Year in Business | Position over Total Sample |
---|---|---|---|
Telecommunications | 41 | 31 | 1 |
Educational | 30 | 28 | 2 |
Outsourcing | 15 | 24 | 3 |
Security | 22 | 22 | 4 |
Software solutions | 15 | 22 | 5 |
SMEs software | 60 | 21 | 6 |
Government | 71 | 21 | 7 |
Technological support | 21 | 20 | 8 |
Data analytics | 16 | 20 | 9 |
Data analytics | 24 | 19 | 10 |
Software—Hardware solutions | 32 | 18 | 11 |
Data analytics | 15 | 18 | 12 |
Security | 40 | 18 | 13 |
Software development | 32 | 17 | 14 |
Human resources | 23 | 17 | 15 |
Information security | 90 | 16 | 16 |
Data analytics | 41 | 16 | 17 |
Data analytics | 22 | 16 | 18 |
Management solutions | 18 | 15 | 19 |
Cloud computing | 63 | 15 | 20 |
IT software | 45 | 15 | 21 |
Automatization | 50 | 15 | 22 |
Outsourcing | 36 | 15 | 23 |
Data analytics | 45 | 15 | 24 |
Information security | 62 | 15 | 25 |
Outsourcing | 85 | 15 | 26 |
Information systems consulting | 11 | 14 | 27 |
Security | 14 | 14 | 28 |
Mobile applications | 29 | 14 | 29 |
Management solutions | 27 | 13 | 30 |
Custom-made solutions | 42 | 13 | 31 |
Technological support | 62 | 13 | 32 |
Software solutions | 38 | 13 | 33 |
Manufacturing | 35 | 13 | 34 |
Management solutions | 71 | 12 | 35 |
Software—Hardware solutions | 11 | 12 | 36 |
SMEs Software | 94 | 12 | 37 |
Management solutions | 112 | 12 | 38 |
Financial | 23 | 12 | 39 |
Government | 57 | 12 | 40 |
Information systems consulting | 30 | 12 | 41 |
TI Global | 41 | 11 | 42 |
Management solutions | 81 | 11 | 43 |
CRM software development | 18 | 11 | 44 |
Human resources | 49 | 11 | 45 |
Engineering and T | 61 | 11 | 46 |
ERP provider | 85 | 10 | 47 |
Technological support | 28 | 10 | 48 |
Mobile applications | 62 | 10 | 49 |
Information security | 18 | 10 | 50 |
Mobile application | 38 | 10 | 51 |
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---|---|---|
Acquisition | The capacity of the organization to locate, acquire, transfer, and share value through external knowledge or prior knowledge, from different sources to solve problems. | Szulanski [29]; Autio et al., [41]; Van Wijk et al., [42]; Zahra and George [17]; Mowery et al., [43]; Kim [30]; Lahti and Beyerlein [44]; Cohen, W. L. [16]; Jansen et al., [45]; Lane et al., [1]; Liao et al., [46]; Todorova and Durisin [35]; Lichtenthaler [47]; Flatten et al., [48]; Lane and Lubatkin [38]; Liao et al., [49]; Van den Bosch, and Volberda [42]; Veugelers [50]; Choi and Ko [51]. |
Assimilation | Understanding the acquired knowledge that is assimilated through routines and processes. Thus, the information is processed for interpretation, formalization, and understanding to create new knowledge. | Cohen, W. L. [16]; Dodgson [52]; Lane and Lubatkin [38]; Bontis et al., [53]; Jansen et al., [45]; Todorova and Durisin [35]; Lichtenthaler [47]; Szulanski [29]; Zahra and George [17]; Volberda et al., [4]. |
Transformation | Development and refinement of routines within the organization so that the previously acquired and assimilated information is used to create knowledge innovatively. | Szulanski [29]; Kim [30]; Gruenfeld et al., [54]; Collins and Smith [55]; Liao et al., [46]; Lichtenthaler [47]; Bontis et al., [53]; Jansen et al., [45]; Flatten et al., [48]; Grant [56]; Edmondson and Moingeon [57]; Kogut and Zander [58]; Van den Bosch et al., [37]; Zahra and George [17]. |
Exploitation | Routines allow the organization to incorporate all the knowledge acquired, assimilated, and transformed into operations to generate new goods, systems, and processes. | Cohen, W. L. [16]; Dodgson [52]; Lane and Lubatkin [38]; Autio et al., [41]; Lane et al., [1]; Szulanski [29]; Van den Bosch, Volberda, and de Boer [37]; Van Wijk, Van den Bosch, and Volberda [42]; Zahra and George [17]; Bierly and Daly [59]; Lawson and Samson [60]; Nonaka and Takeuchi [61]; Edmondson and Moingeon [57]. |
Construct/Dimensions | Cronbach’s Alpha | Average Variance Extracted (AVE) | Composite Reliability (CR) | Loading | t-Value |
---|---|---|---|---|---|
Absorptive Dynamic Capabilities | 0.867 | 0.853 | 0.896 | ||
PACAP Acquisition (aqs) | 0.884 | 0.622 | 0.826 | ||
P_aqs1 | 0.765 | 12.520 | |||
P_aqs2 | 0.721 | 15.550 | |||
P_aqs3 | 0.896 | 27.540 | |||
P_aqs4 | 0.746 | 12.269 | |||
P_aqs5 | 0.852 | 21.709 | |||
PACAP Assimilation (asm) | 0.890 | 0.548 | 0.863 | ||
P_asm1 | 0.703 | 18.226 | |||
P_asm2 | 0.802 | 29.154 | |||
P_asm3 | 0.726 | 18.326 | |||
P_asm4 | 0.816 | 31.230 | |||
P_asm5 | 0.791 | 20.741 | |||
PACAP Transformation (trf) | 0.878 | 0.632 | 0.846 | ||
R_ trf 1 | 0.711 | 18.995 | |||
R_ trf 2 | 0.752 | 26.293 | |||
R_ trf 3 | 0.703 | 20.320 | |||
R_ trf 4 | 0.803 | 24.452 | |||
R_ trf 5 | 0.724 | 17.845 | |||
PACAP Exploitation (ept) | 0.805 | 0.742 | 0.852 | ||
R_ ept 1 | 0.752 | 33.290 | |||
R_ ept 2 | 0.768 | 25.260 | |||
R_ ept 3 | 0.675 | 18.654 | |||
R_ ept 4 | 0.776 | 19.348 | |||
R_ ept 5 | 0.852 | 21.526 | |||
Business Innovation Strategy | |||||
Innovation Strategy (is) | 0.867 | 0.621 | 0.851 | ||
BIS_ is1 | 0.785 | 23.764 | |||
BIS_ is2 | 0.728 | 20.254 | |||
BIS_ is3 | 0.742 | 19.251 | |||
BIS_ is4 | 0.755 | 24.228 | |||
BIS_ is5 | 0.841 | 20.030 | |||
BIS_ is6 | 0.753 | 20.097 | |||
BIS_ is7 | 0.748 | 18.547 | |||
BIS_ is8 | 0.712 | 18.500 | |||
BIS_ is9 | 0.725 | 23.650 | |||
BIS_ is10 | 0.778 | 19.072 |
Heterotrait–Monotrait Ratio (HTMT) | |||||
---|---|---|---|---|---|
aqm | asm | trf | ept | is | |
aqm | |||||
asm | 0.852 | ||||
trf | 0.862 | 0.801 | |||
ept | 0.932 | 0.832 | 0.812 | ||
is | 0.811 | 0.930 | 0.803 | 0.845 |
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Bedoya-Villa, M.; Pérez-Sánchez, E.; Baier-Fuentes, H.; Zapata-Molina, C.; Román-Castaño, E. The Effects of Dynamic Absorptive Capacity on Innovation Strategy: Evidence from SMEs in a Technological Context. Mathematics 2023, 11, 2366. https://doi.org/10.3390/math11102366
Bedoya-Villa M, Pérez-Sánchez E, Baier-Fuentes H, Zapata-Molina C, Román-Castaño E. The Effects of Dynamic Absorptive Capacity on Innovation Strategy: Evidence from SMEs in a Technological Context. Mathematics. 2023; 11(10):2366. https://doi.org/10.3390/math11102366
Chicago/Turabian StyleBedoya-Villa, Mauricio, Elkin Pérez-Sánchez, Hugo Baier-Fuentes, Cesar Zapata-Molina, and Edith Román-Castaño. 2023. "The Effects of Dynamic Absorptive Capacity on Innovation Strategy: Evidence from SMEs in a Technological Context" Mathematics 11, no. 10: 2366. https://doi.org/10.3390/math11102366
APA StyleBedoya-Villa, M., Pérez-Sánchez, E., Baier-Fuentes, H., Zapata-Molina, C., & Román-Castaño, E. (2023). The Effects of Dynamic Absorptive Capacity on Innovation Strategy: Evidence from SMEs in a Technological Context. Mathematics, 11(10), 2366. https://doi.org/10.3390/math11102366