Commonality, conflict, and absorptive capacity

Abstract

Purpose The purpose of this paper is to explore the roles of middle managers (MM) in the knowledge-intensive environment as perceived by the employees, MM and principal decision makers (DM) in the context of the absorptive capacity process. Design/methodology/approach In this qualitative study, the data were collected from pharmaceutical companies of Pakistan by using purposive sampling and the results were analyzed based on the thematic analysis approach. Findings The results show that employees and principal DM have a strong agreement between them regarding the roles of MM; however, MM have contrasted views. Some of the roles were agreed to by all the respondents. Research limitations/implications This study has focused on the roles of MM (common and conflicting) in knowledge-intensive pharmaceutical companies of Pakistan. The results of other studies on the roles of MM in the context of traditional and hybrid organizations may differ from this study. Practical implications The results of this study show the importance of role specificity of MM for the smooth absorptive capacity process. While dealing with complex knowledge structures in pharmaceutical companies, this study gives strong input to HR mangers and consultants and practitioners as they continuously handle complex knowledge process activities. Originality/value The study has explored the specific roles of MM by using the thematic analysis approach.