Beyond absorptive capacity: a knowledge flexibility framework for complex organizations

Purpose This paper aims to examine how organizations acquire, contextualize and use external knowledge in complex and rapidly changing environments. It introduces two novel constructs, knowledge flexibility (KF) and external organizational awareness (EOA), and develops an integrative framework that demonstrates how organizational awareness, interorganizational relationships and three flexibility dimensions enable effective external knowledge acquisition (EKA). Design/methodology/approach A qualitative single-case study of a multinational electrical wholesaler was conducted using semistructured interviews (n = 20). Template analysis was applied to identify themes relating to organizational flexibility, knowledge contextualization and external knowledge processes. Interview analysis was supported by NVivo 14 to generate thematic structures. Findings This study identifies significant barriers to EKA, including fragmented processes, inconsistent knowledge flows and poor contextualization across functions. Five determinants of organizational awareness (organizational flexibility, brand confidence, external relationships, risk factors and key values) and their alignment with EOA shape the organization’s ability to collaborate and share information. Process flexibility (PF), innovation flexibility (IF) and product innovation flexibility (PIF) collectively influence how external knowledge is selected, enriched and used. These findings culminate in a KF framework demonstrating how organizations can enhance information quality, strengthen decision-making and integrate external knowledge across multiple functional contexts simultaneously. Research limitations/implications Findings are based on a single-case study within the wholesale sector, requiring validation in additional organizational settings and industries. Practical implications The KF framework provides actionable guidance for managers seeking to improve knowledge processes, reduce data duplication, strengthen supplier collaboration and develop capabilities for multicontextual knowledge utilization. The framework offers specific mechanisms for enriching externally acquired knowledge to serve operational, commercial and innovation requirements simultaneously. Originality/value This paper offers the first integrated framework linking organizational awareness, flexibility constructs and EKA. It extends knowledge management theory by: (1) introducing KF as a multilevel capability, (2) conceptualizing EOA as a critical extension of organizational awareness in interorganizational contexts and (3) demonstrating the interdependencies among PF, IF and PIF in enabling effective EKA.