5. Discussion and conclusions
5.1 Theoretical contributions
This study contributes to operations management literature in three ways. First, the findings provide empirical evidence that trust and information systems enhance AC’s effect on product innovation. Researchers find that AC facilitates knowledge transfer and innovation (Lawson and Potter, 2012; Nagati and Rebolledo, 2012; Tavani et al., 2014). Empirical evidence also exists that AC’s effects are moderated by environmental conditions (Setia and Patel, 2013; Saenz et al., 2014) and supply chain partner’s capabilities (Whitehead et al., 2016). This study further reveals that a manufacturer’s sociotechnical systems moderate the relationship between AC and product innovation, enhancing current understandings on the contingencies that influence AC’s effects and how to fully reap AC’s benefits on new product development (Volberda et al., 2010; Lawson and Potter, 2012). By building a moderated mediation model, we link AC and product innovation with trust and information systems, providing insights into how to design organisational systems to enhance the effectiveness of knowledge management processes (Hult et al., 2006). In addition, this study adopts a capability view of AC and explicitly captures the acquisition, assimilation and application processes (Lane et al., 2006; Roberts et al., 2012). The findings enrich existing knowledge on how to design knowledge management processes to absorb and leverage knowledge for new product development (Tavani et al., 2014; Whitehead et al., 2016).