Absorptive Capacity in a Non-Market Environment

Gill Harvey, Chris Skelcher, Eileen Spencer, Pauline Jas, Kieran Walshe · 2009 · Public Management Review

Summary. This paper applies absorptive capacity theory to explain performance in public sector organizations. The authors argue that absorptive capacity—an organization's ability to recognize, assimilate, and apply external knowledge—offers a valuable framework for understanding why some public organizations succeed while others fail. They review conceptual and methodological implications of this approach and propose testable propositions for future empirical research on public sector performance.

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Harvey, G., Skelcher, C., Spencer, E., Jas, P., & Walshe, K.. (2009). Absorptive Capacity in a Non-Market Environment. Public Management Review. https://doi.org/10.1080/14719030902817923

@article{harvey-2009-absorptive-capacity-non-market-environment,
  title   = {Absorptive Capacity in a Non-Market Environment},
  author  = {Gill Harvey and Chris Skelcher and Eileen Spencer and Pauline Jas and Kieran Walshe},
  journal = {Public Management Review},
  year    = {2009},
  doi     = {10.1080/14719030902817923},
  url     = {https://doi.org/10.1080/14719030902817923}
}

TY  - JOUR
TI  - Absorptive Capacity in a Non-Market Environment
AU  - Gill Harvey
AU  - Chris Skelcher
AU  - Eileen Spencer
AU  - Pauline Jas
AU  - Kieran Walshe
JO  - Public Management Review
PY  - 2009
DO  - 10.1080/14719030902817923
UR  - https://doi.org/10.1080/14719030902817923
ER  -

Details

DOI: 10.1080/14719030902817923
Countries: United Kingdom
Regions: Europe
Categories: innovation-theory, policy, general-innovation
Added: 2026-04-28