Network absorptive capacity: an interorganisational practice‐based analysis regarding the development of X‐ray technologies

In line with Cohen and Levinthal's conception, previous research has conceptualised absorptive capacity as an organisational phenomenon, predominantly by means of quantitative methods. In contrast, this research develops a conceptual framework of network absorptive capacity (NACAP). Based upon a longitudinal in‐depth case study of XRA, an interorganisational network that engages in developing innovative X‐ray‐analytics technologies, we add to the literature as follows: first, we introduce NACAP, venturing beyond the organisation or dyad as a unit of analysis. Second, we adopt a practice perspective in order to illustrate how the XRA network, by means of its members, is able to identify, acquire, utilise and disseminate knowledge, namely by congregating, roadmapping, assigning and projecting. Third, we elucidate the value considering the lower and upper 'boundary levels' of NACAP, that is the organisation (i.e., lower level) and the organisational field (i.e., the upper level) as levels both contributing to NACAP.