Absorptive capacity for responding to environmental: change an assessment of three public-sector agencies

Abstract

In a time of global environmental instability, public-sector organisations that manage and protect natural resources, which are needed for human wellbeing, play an increasingly important role. These organisations frequently have to weigh up the costs and benefits of managing natural resources and their services for the public good. Management of social-ecological systems is commonly characterised by uncertainty, disagreement and trade-offs. In South Africa, these challenges are compounded by the fact that mandated organisations are often inadequately resourced in terms of finances, skilled staff and infrastructure. In order to maintain the resilience and robustness of social-ecological systems, public-sector organisations need to cultivate a set of dynamic capabilities, with strong emphasis on learning from their experiences and adapting their management strategies, to innovate and improve their performances. Absorptive capacity (AC) has been described as the ability of an organisation to recognise the value of new external information, acquire it and assimilate it within the organisation, transforming it by applying it with existing knowledge and exploiting the new knowledge for benefit. Organisations with good AC are able to recognise rapidly changing environments and address them by renewing and building on their levels of skill, knowledge and capability to deal with change. This construct has been extensively researched in industries related to business and technology, where its development has been found to stimulate innovative capabilities. There has, however, been little research into its relevance for public-sector organisations or organisations with environmental mandates. This study used methodological triangulation to assess the perceptions of employees on the current state of AC in three public-sector organisations with environmental mandates. This was done to gain insight into their capacity to absorb information and apply their new knowledge in decision-making, in a manner that navigates through environmental change. The key findings of this research suggest that knowledge transformation and exploitation are enhanced by in-house research capabilities and cross-functional interface between internal departments. These findings also suggest that the acquisition of knowledge is not only determined by the in-house research capacity but also depends on the resources available to these departments in terms of time, finances and skilled staff. There was minimal evidence of knowledge exploitation; however, obstacles that were highlighted as hindering this process included individual responsibility and motivation, as well as general organisation capacities, such as communication hierarchies, funding, time and organisational silos. This research found that the well-studied concept of AC can be used as an institutional mechanism to assess and promote adaptive capacity in public-sector organisations with environmental mandates to navigate and innovate through the Anthropocene