In this paper, we argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities. We label this capability a firm's absorptive capacity and suggest that it is largely a function of the firm's level of prior related knowledge. The discussion focuses first on the cognitive basis for an individual's absorptive capacity including, in particular, prior related knowledge and diversity of background. We then characterize the factors that influence absorptive capacity at the organizational level, how an organization's absorptive capacity differs from that of its individual members, and the role of diversity of expertise within an organization. We argue that the development of absorptive capacity, and, in turn, innovative performance are history- or path-dependent and argue how lack of investment in an area of expertise early on may foreclose the future development of a technical capability in that area. We formulate a model of firm investment in research and development (R&D), in which R&D contributes to a firm's absorptive capacity, and test predictions relating a firm's investment in R&D to the knowledge underlying technical change within an industry. Discussion focuses on the implications of absorptive capacity for the analysis of other related innovative activities, including basic research, the adoption and diffusion of innovations, and decisions to participate in cooperative R&D ventures. **

/pdf/absorptive-capacity-a-new-perspective-on-learning-and-1n1c9gg9x0.pdf

Absorptive capacity: a new perspective on learning and innovation

Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

/pdf/relationship-based-approach-to-leadership-development-of-4051bip27n.pdf

Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

EXTENDING MULTILEVEL ORGANIZATIONAL THEORY. A Multilevel Approach to Theory and Research in Organizations: Contexual Temporal, and Emergent Processes. Personnel Selection Psychology: Multilevel Considerations. Performance Appraisal and Performance Management: A Multilevel Analysis. A Multilevel Approach to Training Effectiveness: Enhancing Horizontal and Vertical Transfer. Moving HR to a Higher Level: HR Practices and Organizational Effectiveness. Interorganizational Relationships: A Multilevel Perspective. Multilevel Issues and Culture: An Integrative View. ANALYZING MULTILEVEL DATA. Within-Group Agreement, Non-Independence, and Reliability: Implications for Data Aggregation. The Cross-Level Operator in Regression, ANCOVA, and Contexual Analysis. Within and Between Analysis: The Varient Paradigm as an Underlying Approach to Theory Building and Testing. The Application of Hierarchical Linear Modeling to Organizational Research. Multilevel Analytical Techniques: Commonalities, Differences, and Continuing Questions. COMMENTARY. Networks and Frog Ponds: Trends in Multilevel Research. Multilevel Competencies and Missing Linkages.

Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions

We propose that employees craft their jobs by changing cognitive, task, and/or relational boundaries to shape interactions and relationships with others at work. These altered task and relational configurations change the design and social environment of the job, which, in turn, alters work meanings and work identity. We offer a model of job crafting that specifies (1) the individual motivations that spark this activity, (2) how opportunities to job craft and how individual work orientations determine the forms job crafting takes, and (3) its likely individual and organizational effects.

http://csinvesting.org/wp-content/uploads/2013/01/Crafting-a-job.pdf

Crafting a Job: Revisioning Employees as Active Crafters of Their Work

The social psychology of organizations

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The social psychology of organizations