Innovation continues to be a fundamental driver of competitive advantage, organizational performance, and long-term sustainability in today’s dynamic business environment. As firms increasingly operate in knowledge-intensive and rapidly changing markets, their ability to effectively leverage both internal and external knowledge has become a critical determinant of success. Central to this capability is the concept of absorptive capacity, which describes a firm’s ability to identify, assimilate, transform, and apply external knowledge for innovative and commercial outcomes. Building on the foundational work of Cohen and Levinthal, absorptive capacity has been widely recognized as a key mechanism through which firms convert knowledge inputs into valuable innovations.

This study situates absorptive capacity within the broader innovation literature and emphasizes its role as a bridge between knowledge availability and innovation performance. While prior empirical studies have consistently demonstrated a positive relationship between absorptive capacity and innovation outcomes, findings remain fragmented across contexts, industries, and methodological approaches. This fragmentation creates ambiguity regarding the strength and boundary conditions of this relationship.

Accordingly, this paper synthesizes existing scholarly evidence on absorptive capacity and innovation by providing a structured analytical review of the concept and its implications for firm performance. It highlights how different knowledge environments—ranging from stable to highly dynamic contexts—shape the effectiveness of absorptive capacity in driving innovation. The study further underscores the importance of internal capabilities, such as organizational learning, R&D intensity, and prior related knowledge, in strengthening absorptive capacity and enhancing innovation outcomes.

By integrating insights from prior theoretical and empirical studies, this work contributes to a more cohesive understanding of how absorptive capacity operates across varying knowledge settings. It also provides conceptual clarity on the mechanisms through which firms transform knowledge into innovation. The findings offer valuable implications for managers seeking to enhance innovation performance through strategic knowledge management practices and for scholars aiming to refine future research on absorptive capacity and innovation dynamics.