Absorptive capacity confers an ability to recognize the value of new information, assimilate it and apply it torncommercial ends. It is well believed that the stronger absorptive capacity means the greater competitivernadvantage. However, this perception of firms’ knowledge transferring seems to misunderstand real learningrndue to three characteristics of absorptive capacity: path dependence, relativity, and expensive cost. In contrast,rnthis paper shows that, given that absorptive capacity is highly path dependence, relative, and expensive torndevelop and maintain, it is necessary for firms to manage this scarce resource under their long-term strategyrnorientation aiming at continuing competence. From this perspective, three characteristics of absorptiverncapacity are analyzed in depth. Then, on the basis of a literature review of strategic orientation, the interactionrnbetween strategic orientation and absorptive capacity is discussed. Proposition about the effect of bothrnstrategic orientation and absorptive capacity on each other are given at the same time. Furthermore, the authorrnbuilds up a two dimensional organizational learning framework that mixes the firm’s strategy orientation andrnabsorptive capacity to explore the source of the firm’s competitive advantages. In this framework, only firmsrnthat combine explicit strategy and strong absorptive capacity will earn high learning performance and establishrnultimate competitive advantages. Overall, the arguments made in this paper depict a complete picture of thernrelationship between absorptive capacity and firms’ strategic orientation, thus push forward our existingrnunderstanding of organization learning. It is an attempt to establish the conceptual foundation of strategicrndesign of absorptive capacity for firms.
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