Comparative analysis of the absorptive capacity of knowledge of auto parts companies in Rio Grande do Sul

Neis, Andressa; Rohenkohl, Júlio Eduardo

doi:10.20396/rbi.v23i00.8670897

Acessibilidade / Reportar erro

Brasil

Revista Brasileira de Inovação

Español English

Brasil

Español English

sumário « anterior atual seguinte »

Sumário

ARTICLES • Rev. Bras. Inov. 23 • 2024 • https://doi.org/10.20396/rbi.v23i00.8670897 copy

Comparative analysis of the absorptive capacity of knowledge of auto parts companies in Rio Grande do Sul

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

The article analyzes auto parts companies in Rio Grande do Sul so as to understand their knowledge absorption capacities and to identify important combinations to reach Absorptive Capacity. The Absorptive Capacity is a dynamic skill, and relationships among learning, innovation and interaction may boost knowledge absorption and improve companies' innovative capabilities. Data analysis using Fuzzy Sets Qualitative Comparative Analysis revealed necessary and sufficient conditions related to the dimensions and components that shape the Absorptive Capacity. It was observed that the combinations of capabilities of the companies are sufficient to reach an average level of Absorptive Capacity.

KEYWORDS
Absorptive capacity; Fuzzy sets; Auto parts sector

		Items	Source
Potential Absorptive Capacity	Acquisition	The company easily identifies the technological opportunities that arise in the market.	Teixeira, Pinto and Lopes (2017)TEIXEIRA, A. L. S.; PINTO, C. A.; LOPES, D. P. T. Dimensões e determinantes organizacionais da capacidade absortiva de empresas que interagem com universidades: uma análise preliminar. In: ENCONTRO NACIONAL DE ECONOMIA INDUSTRIAL E INOVAÇÃO, 2., 2017, Rio de Janeiro, RJ. Anais… São Paulo: Blucher, 2017. p. 184-203. v. 4. Available from: <https://www.proceedings.blucher.com.br/article-details/dimenses-e-determinantes-organizacionais-da-capacidade-absortiva-de-empresas-que-interagem-com-universidades-uma-anlise-preliminar-26596>. Access in: 25 Apr 2020. https://www.proceedings.blucher.com.br/a...
		The search for relevant information about our sector is constant in the company's day-to-day activities.	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		The company has contact with other organizations (Technological Centers, Research Institutes, Consultancies, etc.) to learn how to produce and / or innovate.	Camisón and Fóres (2010)CAMISÓN, C.; FORÉS, B. Knowledge absorptive capacity: new insights for its conceptualization and measurement. Journal of Business Research, Athens, v. 63, n. 7, p. 707-715, 2010.
		The company's employees have the necessary qualifications to work on innovative projects.	Vega-Jurado, Gutiérrez-Gracia and Fernández‐de‐Lucio (2008)VEGA-JURADO, J.; GUTIÉRREZ-GRACIA, A.; FERNÁNDEZ‐DE‐LUCIO, I. Analyzing the determinants of firm’s absorptive capacity: beyond. R&D Management, Oxford, v. 38, n. 4, p. 392-405, 2008.
		The company develops internal skills to acquire technological knowledge from Research and Development Centers (R&D) or from customers.	Camisón and Fóres (2010)CAMISÓN, C.; FORÉS, B. Knowledge absorptive capacity: new insights for its conceptualization and measurement. Journal of Business Research, Athens, v. 63, n. 7, p. 707-715, 2010.
	Assimilation	New opportunities to serve our customers are quickly understood.	Jansen, Van den Bosch and Volberda (2005)JANSEN, J. J.; VAN DEN BOSCH, F. A.; VOLBERDA, H. W. Managing potential and realized absorptive capacity: how do organizational antecedents’ matter? Academy of Management Journal, New York, v. 46, n. 6, p. 999-1015, 2005.
		The company holds periodic meetings to share information, solutions and achieved results.	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		Management emphasizes cross-departmental support for problem resolution.	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		The company's employees participate in training courses and professional events.	Camisón and Forés (2010)CAMISÓN, C.; FORÉS, B. Knowledge absorptive capacity: new insights for its conceptualization and measurement. Journal of Business Research, Athens, v. 63, n. 7, p. 707-715, 2010.
		The company has the ability to use the level of knowledge, experience and employees’ skills in the assimilation of new knowledge.	Camisón and Forés (2010)CAMISÓN, C.; FORÉS, B. Knowledge absorptive capacity: new insights for its conceptualization and measurement. Journal of Business Research, Athens, v. 63, n. 7, p. 707-715, 2010.
Realized Absorptive Capacity	Transformation	Employees are able to apply new knowledge in their work practices.	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		The company encourages employees to combine ideas across departments.	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		In the company, there are regular meetings to discuss the consequences of market trends and the development of new products.	Jansen, Van den Bosch and Volberda (2005)JANSEN, J. J.; VAN DEN BOSCH, F. A.; VOLBERDA, H. W. Managing potential and realized absorptive capacity: how do organizational antecedents’ matter? Academy of Management Journal, New York, v. 46, n. 6, p. 999-1015, 2005.
		The company recognizes the usefulness of new external knowledge for existing knowledge.	Jansen, Van den Bosch and Volberda (2005)JANSEN, J. J.; VAN DEN BOSCH, F. A.; VOLBERDA, H. W. Managing potential and realized absorptive capacity: how do organizational antecedents’ matter? Academy of Management Journal, New York, v. 46, n. 6, p. 999-1015, 2005.
		The company has the ability to adapt technologies developed by others to meet its own needs.	Camisón and Forés (2010)CAMISÓN, C.; FORÉS, B. Knowledge absorptive capacity: new insights for its conceptualization and measurement. Journal of Business Research, Athens, v. 63, n. 7, p. 707-715, 2010.
	Exploitation	The company's employees are used to absorbing new knowledge, as well as to preparing it for future proposals and to making it “assessable”.	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		The company regularly reconsiders technologies and adapts them according to the new knowledge.	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		The company supports the development of prototypes (products still in the development or testing phase, not ready for commercialization).	Flatten et al. (2011)FLATTEN, T. C. et al. A measure of absorptive capacity: Scale development and validation. European Management Journal, Amsterdam, v. 29, n. 2, p. 98-116, 2011.
		The company has the ability to put new knowledge into new products and processes.	Camisón and Forés (2010)CAMISÓN, C.; FORÉS, B. Knowledge absorptive capacity: new insights for its conceptualization and measurement. Journal of Business Research, Athens, v. 63, n. 7, p. 707-715, 2010.
		The company is able to respond to demand requirements and competitive pressures, seeking to innovate more and more to ensure competitiveness.	Camisón and Forés (2010)CAMISÓN, C.; FORÉS, B. Knowledge absorptive capacity: new insights for its conceptualization and measurement. Journal of Business Research, Athens, v. 63, n. 7, p. 707-715, 2010.

Company	low aq AC	high aq AC	low as AC	high as AC	low tr AC	high tr AC	low ex AC	high ex AC	low AC	médium AC	high AC
A	0.5	0.5	0.45	0.55	0.38	0.62	0.5	0.5	0	0.98	0.02
B	0.5	0.5	0.33	0.67	0.36	0.64	0.43	0.57	0	0.94	0.06
C	0.59	0.41	0.45	0.55	0.36	0.64	0.55	0.45	0	1	0
D	0.62	0.38	0.35	0.65	0.57	0.43	0.65	0.35	0.08	0.92	0
E	0.45	0.55	0.25	0.75	0.26	0.74	0.25	0.75	0	0.82	0.18
F	0.67	0.33	0.7	0.3	0.7	0.3	0.67	0.33	0.16	0.84	0
G	0.25	0.75	0.25	0.75	0.25	0.75	0.25	0.75	0	0.76	0.24
H	0.25	0.75	0.25	0.75	0.26	0.74	0.26	0.74	0	0.76	0.24
I	0.52	0.48	0.39	0.61	0.39	0.61	0.49	0.51	0	0.96	0.04
J	0.26	0.74	0.26	0.74	0.3	0.7	0.29	0.71	0	0.8	0.2
K	0.46	0.54	0.39	0.61	0.38	0.62	0.29	0.71	0	0.92	0.08
L	0.43	0.57	0.35	0.65	0.33	0.67	0.41	0.59	0	0.9	0.1
M	0.28	0.72	0.25	0.75	0.25	0.75	0.26	0.74	0	0.76	0.24
N	0.29	0.71	0.26	0.74	0.28	0.72	0.26	0.74	0	0.78	0.22
O	0.25	0.75	0.25	0.75	0.25	0.75	0.25	0.75	0	0.76	0.24
P	0.28	0.72	0.26	0.74	0.25	0.75	0.26	0.74	0	0.78	0.22
Q	0.67	0.33	0.75	0.25	0.64	0.36	0.5	0.5	0.08	0.92	0
R	0.45	0.55	0.28	0.72	0.45	0.55	0.43	0.57	0	0.96	0.04
S	0.25	0.75	0.25	0.75	0.26	0.74	0.28	0.72	0	0.76	0.24
T	0.44	0.56	0.38	0.62	0.38	0.62	0.46	0.54	0	0.94	0.06
U	0.5	0.5	0.57	0.43	0.39	0.61	0.5	0.5	0	1	0
V	0.29	0.71	0.36	0.64	0.43	0.57	0.5	0.5	0	0.94	0.06
W	0.38	0.62	0.29	0.71	0.31	0.69	0.35	0.65	0	0.86	0.14
X	0.33	0.67	0.49	0.51	0.45	0.55	0.46	0.54	0	0.98	0.02
Y	0.26	0.74	0.3	0.7	0.28	0.72	0.29	0.71	0	0.8	0.2
Z	0.5	0.5	0.3	0.7	0.46	0.54	0.41	0.59	0	0.96	0.04
Z2	0.5	0.5	0.5	0.5	0.57	0.43	0.5	0.5	0	1	0
Z3	0.44	0.56	0.5	0.5	0.26	0.74	0.46	0.54	0	0.98	0.02

*TRUTH TABLE ANALYSIS*
File: C:/Users/neisa/Desktop/DADOS fsQCA.csv
Model: mediumAC = f(lowaqAC, highaqAC, lowasAC, highasAC, lowtrAC, hightrAC, lowexAC, highexAC)
Algorithm: Quine-McCluskey
--- COMPLEX SOLUTION ---
frequency cutoff: 1
consistency cutoff: 1
	raw coverage	unique coverage	consistency
Line 1 -	0.369249	0.0250202	1
lowaqAC~highaqAClowasAC~highasAClowtrAC~hightrAC
*lowexAC~highexAC**
Line 2 –	0.365617	0.00564975	1
lowaqAC~ighaqAC~ lowasAC* highasAC* lowtrAC~hightrAC
*lowexAC~highexAC**
Line 3 -	0.393462	0.00403547	1
lowaqAC~highaqAC~lowasAChighasAClowtrAC~hightrAC
*lowexAC~highexAC**
Line 4 -	0.414044	0.000807106	1
*lowaqAC~highaqAC~lowasAChighasAC~lowtrAChightrAC~lowexAChighexAC**	0.414044	0.000807106	1
Line 5 -	0.627119	0.2159	1
~lowaqAChighaqAC~lowasAChighasAC~lowtrAChightrAC
*~lowexAChighexAC**
solution coverage: 0.670702
solution consistency: 1

*TRUTH TABLE ANALYSIS*
File: C:/Users/neisa/Desktop/DADOS fsQCA.csv
Model: ~highAC = f(lowaqAC, highaqAC, lowasAC, highasAC, lowtrAC, hightrAC, lowexAC, highexAC)
Algorithm: Quine-McCluskey

--- COMPLEX SOLUTION ---
frequency cutoff: 1
consistency cutoff: 1
	raw coverage	unique coverage	consistency
Line 1 – lowaq	0.364542	0.0247012	1
*AC~highaqAClowasAC~highasAClowtrAC~hightrAClowexAC~**
highexAC
Line 2 – lowaq	0.360956	0.00557774	1
*AC~highaqAC~lowasAChighasAClowtrAC~hightrAClowexAC~**
highexAC
Line 3 – lowaq	0.388446	0.00398409	1
*AC~highaqAC~lowasAChighasAC~lowtrAChightrAClowexAC~ highexAC**	0.388446	0.00398409	1
Line 4 – lowaq	0.408765	0.000796795	1
AC~highaqAC~lowasAChighasAC~lowtrAChightrAC~lowexAC*
highexAC
Line 5 –	0.619124	0.213147	1
*~lowaqAChighaqAC~lowasAChighasAC~lowtrAChightrAC~*
*lowexAChighexAC**
solution coverage: 0.662151
solution consistency: 1

Universidade Estadual de Campinas Rua: Carlos Gomes, 250. Bairro Cidade Universitária, Cep: 13083-855 , Campinas - SP / Brasil , Tel: +55 (19) 3521-5176 - Campinas - SP - Brazil
E-mail: rbi@unicamp.br

Acompanhe os números deste periódico no seu leitor de RSS

[1] Conflict of interest: The authors declare that there is no conflict of interest.