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The paper aims to study the relationship between corporate social responsibility, green supply chain management, and operational performance and the moderating effects of relational capital on these relationships.

The authors conduct an empirical study with a structural equation modeling approach to investigate the relationship between corporate social responsibility—constructed by the quality and environmental responsibility, green supply chain management—including green supplier and customer management and operational performance—manifested by quality, cost, flexibility, and delivery performance using data from 308 manufacturers in China. Besides, the authors explore the moderating effect of supplier and customer relational capital on these relationships.

The findings indicate that a company's quality and environmental responsibility significantly impacts its green supply chain management practices, which further improve its operational performance in quality, cost, flexibility, and delivery. In addition, supplier and customer relational capital strengthens the influence of environmental responsibility on green supply chain management. While supplier relational capital reinforces the impact of green supplier management on flexibility and delivery performance, customer relational capital only strengthens the influence of green customer management on flexibility performance.

The study enriches the extant literature by developing a holistic framework integrating corporate social responsibility, green supply chain management, relational capital, and operational performance and unraveling their intricate relationships. The authors’ findings help practitioners prioritize proactive steps in environmental conservation more than achieving operational performance.

This paper aims to examine the impacts of relational capital on supply chain quality integration (SCQI) and operational performance from the holistic perspective of the entire supply chain.

Structural equation modeling with LISREL was used to test the conceptual model based on data collected from 308 companies in China.

The results indicate that with the exception of internal relational capital not having a significant impact on customer quality integration, supplier, internal and customer relational capital have positive impacts on supplier, internal and customer quality integration, which consequently improve operational performance. The results also show that internal relational capital has positive impacts on supplier and customer relational capital, and internal quality integration has positive impacts on supplier and customer quality integration.

The results provide important managerial insights for the improvement of operational performance through the development of relational capital and the implementation of SCQI practices throughout the supply chain.

The authors contribute to the relational capital and supply chain quality management literature by exploring the effectiveness of relational capital in improving SCQI and operational performance from the holistic perspective of the entire supply chain. The findings enrich the knowledge of SCQI management from the perspective of relational capital.

The purpose of this study is to propose a framework to determine and prioritize relational capitals. This study has empirically performed the framework and revealed prioritized indicators of relational capital within service and non-service industries in Iran.

A valid questionnaire was utilized to conduct a survey of 243 business managers in different organizational levels of service and non-service industries in Iran.

Correlation analysis was utilized to ascertain validity of measures. Priority of each relational capital was specified using ordinal regression analysis.

The findings offer valuable insights on relational capital and its indicators in a novel perspective.

Using the proposed framework and utilizing the classification of relational capital indicators, managers and analysts will be able to enumerate the most effective factors for improving business performance and competitive authority based on types of business relations and its environment.

This study provides a guideline for determining and prioritizing business relational capital considering both sides, business-to-business and business-to-consumer relations, which have been under examination in the literature.

The purpose of this paper is to investigate the influence that different components of relational capital (marketing capability, open innovation with business and scientific partners, technological reputation, brand) have on customer performance (CP). Moreover, the moderating effect of absorptive capacity on such relationships is tested.

First, the direct relationship between the different components of relational capital and CP is analyzed through a linear regression model. Then, to test the moderating effect, two distinct regression analyses are conducted into two sub-samples, defined according to the level of absorptive capacity. The authors carried out these analyses on a sample of 150 small- and medium-sized enterprises (SMEs) in the medium- and high-tech B2B context.

Results of this study prove that CP is enhanced through firm marketing capability, open innovation with business partners and technological reputation, while brand and open innovation with scientific partner do not have an association with CP. In particular, the impact of marketing capability and open innovation with business actors on CP is greater for firms with higher absorptive capacity.

This paper, highlighting the relevance of relational capital and absorptive capacity in improving CP, enhances our knowledge about the factors that help to strengthen the relationships with customers, which is an under-investigated issue especially for SMEs competing in B2B industries, and extends our knowledge on open innovation practices.

Findings of this paper suggest that, to achieve better CP, managers should pay special attention to nurturing their marketing capability and high-quality relationships with external actors and invest in absorptive capacity to enhance the positive effect of such linkages.

This work, combining the external perspective of relational capital and the internal organizational dimension of absorptive capacity, provides valuable insights about the knowledge and resource mix that firms might rely on to achieve better customer satisfaction and loyalty.

This paper aims to analyse the relationship between intellectual capital and financial capital using a case study. This makes it possible to discuss how intellectual capital is related to value creation with a degree of nuance that is absent from most statistical studies of relationships between human, organisational, relational and financial capital.

The paper uses a case study of a firm that invests in intellectual capital in order to develop financial capital. It traces the relationship between intellectual capital elements and financial capital via interviews. This allows the development of a nuanced account of the performance of intellectual capital. This account questions the universality of the linear model typically found in statistical studies. The model makes it possible to show how items of intellectual capital not only interact but also compete.

Relationships between intellectual capital and financial capital are challenging to specify because they are complementary rather than causal. Financial capital is not only an effect but also an important input because the development of intellectual capital takes place through the firm's budgeting processes.

The findings suggest future development of accounts of the role and performance (strength) of intellectual capital be developed around imaginative, perhaps recursive and certainly dynamic, statistical models and/or more inclusive case studies of the various elements that influence the development and transformation of intellectual capital.

The case study suggests that investments in intellectual capital happen in the context of many other investments. Bounded by the budgeting process, intellectual capital has no separate agenda and therefore, intellectual capital investments compete with other types of investments.

The purpose of this paper is to present a model for measuring relational capital in banks by using measurement indicators defined in previous studies and according to the conditions of the banking industry and in particular the Ansar bank in Iran.

The study identifies measurement indicators of relational capital from the related resources and articles and uses content analysis and factor analysis methods. It also measures the selected indicators through a questionnaire analyzing them using the SPSS software to create a model to measure relational capital in the bank.

By using the measurement model created in this research, relational capital in Ansar bank is determined to be comprised of eight principal components. The total score of these components is the starting point of promoting the relational capital in the banking industry.

This study may not have thoroughly covered the peer- reviewed articles on intellectual capital, but it can be assumed with high confidence that it has made a serious attempt at studying the most important papers on the subject as of date. Moreover, the model presented in this study is valid only when applied in comparing banks. It should further be noted that time limitation, non-availability of relevant experts as well as the required data may have affected the accuracy and reliability of the results. However, the final model has been utilized to try to optimally minimize each limitation according to the existing resources, and through their proper management.

This study provides a new approach that can significantly help bank managers in comparing their banks in the field of relational capital and reacting to their weaknesses and performance advantages of relational capital over its rivals.

In addition to creating a new framework for relational capital indicators, this study offers a model for measuring relational capital in the banks.

This study aims to examine an empirical evidence of the relationship between relational capital, network competence and market entry capabilities on marketing performance in small- and medium-sized enterprises’ (SMEs’) furniture export orientation in Central Java, Indonesia.

This study uses a quantitative research approach to investigate the relationship between relational capital, network competence, market entry capabilities and marketing performance. To achieve the research objectives, data were collected from managers or owners of furniture export orientation in Central Java, Indonesia. Using structural equation modeling, and after a series of exploratory and confirmatory factor analyzed, the authors tested an integrated model of the relationship between relational capital, network competence, market entry capabilities and marketing performance.

The result of this study indicates that relational capital has a positive significant effect on marketing performance. Relational capital has an insignificant effect on market entry capabilities. Network competence has a positive effect on market entry capabilities. Market entry capabilities have a positive effect on marketing performance. Other results also show that market entry capabilities can mediate the influence of network competence and marketing performance.

The limitation of this research indicates that respondents in this research are very varied, if it is seen from their background into furniture business development, whereas many respondents do not have enough understanding of the questionnaire distributed. This research is only developed at the SMEs’ furniture area, so it cannot be generalized at the other organizational area. The influencing of relational capital result in market entry capability has not suitable with theory built. It is because inaccurate dimension market entry capability has been applied in this research. For future research, it is suggested to look for alternative dimension of market entry capability.

Based on the analysis results and discussion, it can be formulated that managerial implication explains the following steps: first, a company should focus on long-period relationship development. Focus on long-period relationship development will increase customer loyalty and company performance. Moreover, the customer has long-term relationship with organization, although instability condition because of the belief in long-period relationship and strong commitment to each other. The evidence from this study suggests that’s the organization needs to develop the long-term relationship with customer. Second, networking competency is important in market entry capability. Relationship can change anytime; therefore, the company has to have a strong competency of network developing. This competency helps company to enhance strong relationship. The strong network relationship helps company face easier ways in market entry capability.

The results of this research indicate that the role played by relational capital to increase market entry capability is not as good as the role played by network capability on market entry capability. In the international market context, the role of resource-based view is better than that of transaction cost economy in influencing market entry capability. Other results also show that market entry capabilities can mediate the influence of network competence and marketing performance.

The purpose of this paper is to categorize customer‐to‐customer (C2C) interaction as a sub‐component of relational capital and conceptualize C2C interaction adding value to business‐to‐customer (B2C) relational capital.

This work empirically tests the concept of C2C interaction and its added value to a firm's B2C relationship within the movie industry. Both business data and consumer interaction from blockbuster movies are collected to test their impact on movie sales.

The results support the hypotheses that C2C interaction (user messages on Yahoo movie message board) adds more explanation to movie sales than B2C interaction (advertising budget) alone, and that there is an inverse relationship between the impact of a firm's B2C interaction and C2C interaction on a firm's sales performance, with the former diminishing over time and the latter increasing over time.

For intellectual capital (IC) researchers, the main implication from the results of this paper is that the value of C2C is “in addition” to the existing customer relations already managed by the firm. The results of this paper confirm C2C relational capital within the movie context. Future research should use more textual‐based data to evaluate the positive and negative consumer interactions and their impact on IC value.

The findings of this paper stress the importance of practitioners, including the voice of customers in their financial reporting. Managers can now extract and incorporate the content of C2C interaction to a firm's day‐to‐day decision‐making process.

The originality of this paper resides in extending relational capital conceptual framework by dividing relational capital into B2C and C2C subcomponents, hypothesizing the added value of C2C interaction to B2C relational capital and the inverse relationship between B2C and C2C relational capital over time, and empirically providing a reference sample for practitioners for future IC reporting.

The main purposes of the study are to: test the strategic alliance framework developed by Sambasivan et al. on the strategic alliances with suppliers and customers, separately; and compare the factors influencing strategic alliances with suppliers and customers based on the results. The present study analyzes the effect of strategic alliance motives, environment, asset specificity, perception of opportunistic behavior, interdependence between supply chain partners, and relational capital on strategic alliance outcomes.

A sample of 228 companies representing different industries in manufacturing in Malaysia participated in the study. The sampling frame used was Federation of Malaysian Manufacturers directory. A questionnaire was distributed to all the companies. The authors tested the structural model for 185 suppliers and 75 customers using structural equation modelling.

Based on the results, the key differences in the strategic alliances with suppliers and customers are: the relationship between environment and alliance motives is stronger for alliances with suppliers, the relationship between alliance motives and relational capital is significant for alliances with customers, the relationship between asset specificity and interdependence is significant for alliances with customers, the relationship between perception of opportunistic behaviour and relational capital is significant for alliances with customers, and the relationship between perception of opportunistic behaviour and interdependence is significant for alliances with suppliers.

The current study adds to the body of knowledge on strategic alliances. The results can help supply chain managers identify factors that influence the success of strategic alliances with suppliers and customers and develop strategies to enhance effective collaborative relationships between supply chain partners. The authors specify the limitations and directions for future research.

This study aims to investigate the key roles of human and relational capital in the export orientation and competitiveness of knowledge-intensive cooperative companies. It is also aimed to examine the moderating role of marketing knowledge capabilities.

Data from 552 managers at 86 companies, selected from knowledge-intensive export cooperatives, were analyzed with structural equation modeling with the partial least squares approach.

Results indicate that both human and relational capital exert considerable effects on competitiveness. Export orientation was a driving factor for cooperatives’ competitiveness. Human and relational capital fostered the effects of export orientation on competitiveness. Moreover, marketing knowledge capabilities were found to moderate the relationships between human and relational capital and export orientation, as well as between export orientation and competitiveness.

By highlighting the role of human capital and relational capital in export orientation and competitiveness, this study offers an analysis of important managerial processes within cooperative companies, which have not been sufficiently addressed in previous research. This research also demonstrated the moderating role of marketing knowledge capabilities in strengthening relationships between human and relational capital and export orientation, as well as between export orientation and competitiveness, which has been neglected in previous studies. These findings provide academics and practitioners with a new framework for examining the relationships between these constructs, which will enable them to establish strategies for achieving a competitive advantage.