Resumo

In this study, we draw on organizational learning and absorptive capacity literature to examine how cross-boundary interactions and coordination may enhance external knowledge absorption in high-tech small and medium organizations (SMEs). Findings from empirical data obtained from a case study in an SME from the aerospace sector, highlighted the cross-boundary interactions and multilevel knowledge sharing coordination as a core element for the company to absorb up to date knowledge to support its innovation endeavor.

As knowledge being recognized as relevant for strategy implementation, companies engaged in the development of learning practices may leverage knowledge absorbed to their advantage.Such practices are dependent upon the ability to deal with cross-boundary interactions. Little attention has been given to interactions and coordination to enable absorptive capacities development. High-tech SMEs, face continuous technological development. We draw on absorptive capacity literature to examine how cross-boundary interactions and coordination may enhance external knowledge absorption in high-tech SMEs.

Cohen and Levinthal (1990) define ACAP as the organizational ability to recognize the value of new external information, assimilate it and exploit it for commercial purposes. Efforts to assess and share knowledge through these external boundaries is at the core of cross-boundary interactions and coordination literature (Carlile, 2004). Carlile (2002) consider common knowledge as an artefact that companies uses to communicate across different knowledge domains. Little is known about the nature and evolution of the common knowledge in a collaboration and its effect in terms of ACAP efficiency.

To achieve research objectives, we chose a qualitative, exploratory methodology with a single case study as an appropriate approach when the boundaries between the phenomenon (ACAP and cross boundary common knowledge) and the context are not well defined (Yin, 2003). Our case, from now on named company A is a medium sized technology solutions organization based in Brazil, with more than 25 years of operations.

Evidences of knowledge transfer and transformation could be verified at company A across boundaries. Common knowledge assessment is important at the early stages of the network collaboration but it evolves as the relationship matures. Although relatively easy at the internal boundaries, knowledge development and sharing among external parties was found to be highly dependent upon a strong third-party ties and social cohesion. On the other hand, exploitation was found to be the phase where power due to resource appropriation is one of the barriers of collaboration among network members.

The main focus of this paper lies in the relevance of organizations cross-boundary interactions and coordination to enhance external knowledge absorption for each network participant. Our case study is a high-tech SME. Balance between the level of distinctiveness, complementarity and commonality of the knowledge across boundaries drives the innovativeness and effectiveness for the network and partnership (Carlile, 2004).

Carlile, P. R. 2002. A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization Science. 13(4) 442–455. Carlile, P. R. 2004. Transferring, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organization Science. 15(5) 555–568. Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152. Yin, R. K. (2003). Case study research: Design and methods. 3rd ed. Thousand Oaks, CA: Sage.