Innovation capability and organizational resources configuration

Edna Rocío Bravo Ibarra, Liliana Herrera


The main purpose of this article is to contribute to a better understanding of the organizational sources pertaining to continuous innovation. This work identifies a set of best practices, which once integrated, create the innovative activities that help organizations to acquire a continuous innovation capability by means of the development of new products. Furthermore, in an effort to understand how the innovation capacity is created, based on the dynamic capability theory, a conceptual model is presented in this study. This model shows that the innovation capability is the result of four processes: knowledge creation, knowledge absorption, knowledge integration, and knowledge reconfiguration. These processes are leveraged by four kinds of resources: human capital, structures and systems, leadership, and company culture. Companies applying this model can identify and restructure the most important organizational actions in order to achieve a continuous innovation process. Finally, identification of best practices and model validation are carried out by means of an exploratory case study, which is applied to two technology based organizations of the audiovisual sector.


Dynamic capabilities, knowledge, creation, integration, innovation

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Licencia de Creative Commons 

This work is licensed under a Creative Commons Attribution 4.0 International License

Intangible Capital, 2004-2023

Online ISSN: 1697-9818; Print ISSN: 2014-3214; DL: B-33375-2004

Publisher: OmniaScience