Absorptive Capacity in an Organization Simple Structure: a case study

Abstract

The research aims to understand how external knowledge absorption happens, that is, how knowledge absorption capacity is developed in organizations that adopt a simple structure organizational configuration. The present study is characterized as an empirical of an applied nature, a qualitative approach and concerning the procedures, it is descriptive. The method used here was the case study. The data were collected through structured interviews with a script, and they were analyzed using the content analysis technique. The recognition capacity is favored by the employees' individual capacities and by their autonomy. The independence of the employee is driven by the charismatic leadership of the manager. The assimilation capacity, in turn, happens based on the individual skills and competences of the company members, also through training and informal team meetings. It is understood that the development of the assimilation capacity is minimized by the centrality in decision making by the main manager. This also occurs with the ability to apply knowledge, as a single individual has control over decision making, acting between strategic and operational issues. A multidimensional understanding of the constructive absorption capacity is proposed from the perspective of its relationship with the organizational configuration, since the organizational configuration can influence, in different ways, the efficiency and effectiveness of the recognition, assimilation and application process. knowledge. To present this relationship in a theoretical-empirical study is a relevant contribution to the study on this field.