This paper explores absorptive capacity metaroutines in a financial organization that experienced a large-scale misappropriation episode. We selected an instrumental case and collected individual semi-structured interviews, on-site nonparticipant observations, and documents to better understand the combination of absorptive capacity in organizational contexts. Findings revealed that the magnitude of organizational disruptions and time constraints influenced absorptive capacity metaroutines. The magnitude of organizational disruptions related to the intensity of required change for innovation adoption and the persistence of outcomes, while time constraints influenced the degree of involvement and cohesiveness of organizational members. In addition, findings showed that the combination of absorptive capacity metaroutines experienced asymmetries and had incremental and cumulative features. This work extends current theorizations of absorptive capacity conceptualized from a micro-foundation perspective as a collection of external and internal metaroutines and provides a means to start understanding potential factors that influence the combination of absorptive capacity metaroutines. Implications for theory and practice are discussed, and suggestions for future research are offered.