Organizational Routines for Knowledge Management and Absorptive Capacity: Evidence from Internationalized Technology-Based Companies in Emerging Countries
Keywords:
Absorptive Capacity, Internationalization, Organizational Routines, Technology-Based CompaniesAbstract
The internationalization process of technology-based companies (TBCs) from emerging economies is influenced by their ability to manage knowledge and develop absorptive capacity (ACAP). However, there is limited understanding of how organizational routines support these processes.
This study analyzes how TBCs from emerging countries develop and implement organizational routines for knowledge management and ACAP during internationalization.
A constructivist approach guided by Grounded Theory was adopted. Data were collected through sixteen semi-structured interviews with founding partners, managers, and representatives of technology sector associations. The data were coded and categorized using Atlas.TI software.
The study contributes to the literature by identifying a set of organizational routines aligned with each ACAP dimension and relevant intra- and inter-organizational relationships that support internationalization. These routines help explain key issues in organizational theory and provide a framework for understanding how firms can build and leverage ACAP.
From a practical perspective, the study offers concrete examples of routines developed by TBCs, serving as a reference for other organizations seeking to enhance their knowledge absorption and international expansion capabilities. The findings underscore the importance of collaboration with internal teams, external partners, and industry networks in fostering ACAP.
Overall, the research provides a detailed mapping of routines that support absorptive capacity in internationalization processes and offers actionable insights for managers aiming to develop capabilities that facilitate global growth.
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