Absorptive capacity activation triggers: Insights from learning in project epochs of a project-based organization

Abstract

Operating in an environment of rapid technological changes, project-based organizations need to stay continuously updated and, therefore, must develop absorptive capacity. This research introduces an innovative theoretical framework for the development of absorptive capacity within project-based organizations. However, this capability is often developed in an unplanned manner, as it is stimulated by what the literature calls activation triggers. By analyzing 54 significant automation projects across seven epochs, this study spans 25 years of a project-based organization. It reveals four knowledge sources of absorptive capacity and its activation triggers, classified into six groups. The framework underscores the strategic importance of activation triggers and offers valuable insights into the dynamics of absorptive capacity, emphasizing the significance of relationships with clients, technology partners, and strategic business partners, as well as the role of project-based learning. These findings provide practical implications for enhancing innovation and achieving sustainable success in project-based organizations.