Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?

Justin J.P. Jansen, Frans A. J. Van Den Bosch, Henk Volberda · 2005 · Academy of Management Journal

Summary. This study examines how organizational structures affect a company's ability to absorb and use new knowledge. The researchers found that coordination mechanisms like cross-functional teams and job rotation build potential absorptive capacity, while socialization mechanisms like employee connectedness and mentoring increase realized absorptive capacity. The findings explain why organizations struggle to balance these two components and differ in extracting value from acquired knowledge.

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Jansen, J. J., Bosch, F. A. J. V. D., & Volberda, H.. (2005). Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?. Academy of Management Journal. https://doi.org/10.5465/amj.2005.19573106

@article{jansen-2005-managing-potential-realized-absorptive-capacity,
  title   = {Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?},
  author  = {Justin J.P. Jansen and Frans A. J. Van Den Bosch and Henk Volberda},
  journal = {Academy of Management Journal},
  year    = {2005},
  doi     = {10.5465/amj.2005.19573106},
  url     = {https://doi.org/10.5465/amj.2005.19573106}
}

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AU  - Frans A. J. Van Den Bosch
AU  - Henk Volberda
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Details

DOI: 10.5465/amj.2005.19573106
Countries: Netherlands
Regions: Europe
Categories: innovation-theory, innovation-networks, general-innovation
Added: 2026-04-28