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This study aims to investigate the intellectual capital (IC) dynamics in entrepreneurial ecosystems (EEs) by conceptualizing EEs as systems whose purposes include the (re)generation of the intangible resources needed for effective entrepreneurship. The study proposes a taxonomy of the key enablers of IC and develops a model that captures the unfolding interdependencies across the enablers of explorative and exploitative human, relational and organizational capital in EEs.

The authors purposefully selected a successful EE around an entrepreneurial university in Latin America as empirical case. Specifically, they investigated the IC dynamics of the EE in the context of a series of internationally awarded hackathons and related activities organized at the ecosystem level over three years (2019–2021). The research leveraged participant observations, in-depth interviews with multiple EE actors and archival documents. For the data analysis, this study combined the Gioia method with an abductive approach.

First, the study identified 27 operationalizable enablers of IC at the EE level clustered into human, relational and organizational capital and further differentiated these enablers considering the explorative and exploitative facets of IC. Second, it determined that the dynamic interplay across IC enablers is critical for an EE to flourish and evolve adaptively. This study concludes that assessing IC enablers and their dynamics can aid the understanding, evaluation and management of EEs.

To the best of the authors’ knowledge, this study is the first to conceptualize EEs as systems whose purposes include creating the conditions for an effective interplay of explorative and exploitative IC at the system level. The resulting taxonomy of IC enablers provides formative constructs that will benefit both scholars and practitioners investigating the crucial role of intangible resources in EEs and guide managers, entrepreneurs and policymakers in their decision-making processes.

This study aims to consider the effect of managerial capital (psychological, intellectual and social) on business strategy and growth. Per upper echelon theory, managerial capital enables high-level managers to drive firm performance in uniquely personal ways. The authors test the effects of managerial capital on a manager’s dominant regulatory focus (promotion and prevention balance) and whether having an explorative strategy mediates the relationship between dominant regulatory focus and the percentage of business unit growth expected from new lines of business.

Survey data from a sample of 211 Chinese executives were used to assess measurement and test hypotheses by means of structural equation modeling.

Results indicate that the direction of business strategy is influenced by the balance between promotion and prevention focus, which is shaped by managers’ risk propensity, product-market familiarity and bonding tie diversity. Explorative strategy, in turn, mediates the relationship between dominant regulatory focus and expectations of innovative growth.

Examining the effects of managerial capital on innovative firm strategy reveals the role of psychosocial traits of decision-makers.

Considering the inconclusive results in the literature on the way organizations create ambidextrous organizational capabilities, the purpose of this paper is to present an alternative theoretical model of three different paths through which ambidexterity is built. From a multilevel perspective, the model describes how specific combinations of the facets of intellectual capital – human, social and organizational capital – can synergistically work to reach ambidexterity.

The study is based on main arguments from multilevel and intellectual capital literature. The multilevel approach allows the authors to consider a broader perspective to define three specific modes to create ambidextrous capabilities. Additionally, the intellectual capital literature completes the model, with the input (human capital), mechanisms (social capital) and the infrastructure (organizational capital) needed to develop ambidexterity. With the integration of both frameworks, the model explains how different types of ambidexterity are generated at diverse firm levels – individual, group and organizational, following different and complementary paths.

This research goes beyond the traditional arguments on how organizations develop simultaneously exploration and exploitation activities, proposing an integrative model of three complementary modes: path 1 (ambidexterity based on individual human capital); path 2 (ambidexterity through social capital) and path 3 (ambidexterity through organizational capital). These paths link organizational levels in organizations, showing the accumulative process of ambidexterity from a multilevel perspective.

The paper offers an alternative view expanding the ongoing discussion in the ambidexterity field. There is a lack of configurational models in the literature that describe, from a synergistic point of view, these complementary paths to achieving organizational ambidexterity. This approach contributes to explaining that not only individual ambidextrous human capital is needed to generate organizational ambidexterity, but also that specialist human capital could be a source of ambidexterity.

This study suggests an alternative to confirmatory content analysis (CA) and empirically demonstrates that explorative CA enables new insights into the mechanism of intellectual capital (IC) disclosure. In so doing, this research contributes to both methodological and empirical advancements in IC disclosure research.

Employing the assumptions of positive accounting theory and taking book value of intangible assets as a reference, our research design utilizes well-established text-mining (TM) tools based on a least absolute shrinkage and selection operator regression. We assume that the degree of cohesion between officially disclosed and evaluated intangible assets on balance sheets and those contextually delivered in narrative form may affect how IC is ultimately disclosed in annual reports.

Our main finding is in line with the results and criticism of previous studies. We show that companies do not extensively disclose IC in their annual reports. However, some narrative forms for IC disclosure are identified and confirmed by several robustness checks.

First, the findings provide internal validity only for large US enterprises. These firms have similar, well-structured reporting requirements. This analysis might be enriched by an examination and a comparison of different institutional contexts, such as emerging countries. Second, following previous studies, annual reports serve as the source of data. Consequently, the findings are relevant only for mandatory and voluntary disclosure of IC, mitigating the relevance of this study for contexts of involuntary disclosure.

This study makes two contributions. First, we add to the empirical literature by offering one more piece of evidence on whether and, if so, the extent to which companies disclose IC in their annual reports. Second, we provide further examination of confirmatory CA by proposing a number of statistically validated codes and tokens that are indicators of IC communication by companies.

Achieving innovation performance (IP) through high-performance work system (HPWS) remained relatively unexplored. Literature on the HPWS-IP linkage mechanism raises a question mark and highlights the existence of a black box. Therefore, the present study aimed to empirically fill the gap in the literature by developing a framework to theorize HPWS nexus with IP through serial mediation of intellectual capital (IC) and organizational ambidexterity (OA).

To answer the study questions survey-based, multi-source and time-lagged data were collected to examine the proposed model. SPSS 24 version was used to evaluate descriptive statistics and through Smart-PLS 3.32., partial least square structural equation modeling (PLS-SEM) was employed to test the study hypotheses.

Study findings indicate that HPWS not only has a significant direct impact on IP but also has a significant indirect relationship with IP through the mediation of IC and OA. Both IC and OA also mediated this relationship serially.

The originality of the study lies in the fact that it studied HPWS as an antecedent of IC and OA and IP as the consequence. Further, the study fills the knowledge gap in previous literature in which limited or no study has used the serial mediation model with two mediators particularly IC and OA to explore the relationship between HPWS and IP.

Drawing upon the resource dependence theory, the purpose of this paper is to examine how the board capital diversity influences the explorative innovation of firms, attempting to resolve the inconsistent empirical findings of the effect of outside directors on firm’s R & D strategy.

Using a sample of Korean manufacturing firms which consider R & D capability to be one of their core competencies, the study uses negative binomial model to test the influence of board capital diversity on explorative innovation.

Results support the value of moderate level of board diversity hypothesis by demonstrating that board capital diversity shows an inverted U-shaped relationship with explorative innovation. The results also suggest that CEO ownership positively moderates the relationship between board capital diversity and firms’ innovative performance.

Mainstream research has focussed on the directors’ monitoring role based on agency theory, overlooking the more positive resource provision role. Taking on the concepts of board capital and exploration, the study introduces the notion that outside directors should be selected with a view as vehicles for bringing in valuable expertise and social linkages for the firm’s explorative innovation.

The purpose of this paper is to explore the dynamics of “leadership and organizational learning” process and the factors that shape this process. Building upon the ideas of transformational and transactional leadership (TFL and TAL), explorative – and exploitative – learning (ERL and ETL), dynamic capabilities (DCs) and intellectual capital architecture (ICA), this paper develops a model of organizational learning. The model explains how leadership styles trigger versatile learning, and how DCs and ICA of a firm influence this process.

This paper builds upon a systematic review of the literature to develop propositions delineating the complex and poorly understood relationship between leadership styles, organizational learning and the role of DCs and ICA in this process. The paper develops multiple propositions, which together constitute an overarching framework explaining how leadership styles shape organizational learning.

Leadership approaches, DCs and ICA of a firm all have a differential effect on ERL and ETL. TFL and TAL promote ERL and ETL, respectively. The presence of DCs facilitates the effect of TFL in supporting ERL but negatively influences the role of TAL in ETL. The effect of ICA is discussed in terms of knowledge stocks (generalist vs specialist), social architecture (entrepreneurial vs cooperative) and organizational capital (organic vs mechanistic). The generalist knowledge facilitates TFL → ERL, while the specialist knowledge facilitates TAL → ETL path. Entrepreneurial architectures are suitable for TFL → ERL, while cooperative structures promote TAL → ETL trajectory. Finally, organic systems facilitate TFL → ERL, while the mechanistic systems promote TAL → ETL.

The key contribution of the paper is in developing a model furnishing profound insights into leadership approaches and organizational learning and the role of two critical factors. To the best of the author’s knowledge, these aspects have not been discussed in a unified framework in the previous studies. Hence, the paper is novel in its contribution.

The purpose of this paper is to apply the strategic human resource management (HRM) perspective to investigate the schematic relationship between the dimensions of human resource (HR) capital information and intentions to use such information in individual investors’ decisions relating to investing equities in the banking industry.

A two-stage empirical study was conducted in 2010 using a four-part HR capital disclosure questionnaire, which was developed and validated in stage 1 (n=145) of the study. In stage 2 (n=157), current or previous shareholders in one of the Australian banking sector corporations participated in the study. The collected data were analyzed using confirmatory factor and logistic regression analyses.

The findings of this explorative study highlight that the individual investors’ perception on the importance of performance management dimension of HR capital information has varied impacts on their intentions to use such information in investment decisions to buy, hold on to, or sell stocks.

This study has made an important contribution to the strategic HRM and behavioral finance literature that the human capital information facilitates the propensity to avoid regrets in selling shares too early (dispositional effect bias) to achieve utility benefits in future which is different from the findings of financial information disclosure study.

A recent critical review of HR disclosure indicated that most of the published articles on HR capital have used company annual reports for data source. However, this is the first study that attempts to understand the impact of HR capital disclosure information on investment intentions from individual investors’ schema rather than drawing data from company annual reports.

The purpose of this paper is to advance the understanding of how intellectual capital (IC) unfolds in practice in organizations. This is done by answering the research question of how IC is recognized and managed in practice as expressed by managers.

An explorative, empirical and multiple case study was conducted, investigating four Swedish firms.

This paper illustrates how IC was recognized and managed in practice despite managers expressing uncertainty of what the IC concept means. More or less direct, formalized and purposeful ways were adopted. The IC elements and practices most important from a management perspective were those aligned with the overall strategy, but were seldom what was visible in financial reports.

The use of an explorative, multiple case study limits the generalizability. However, the rich view gained of how IC unfolds in practice may not always be possible using large sample, survey-studies. Future research is therefore suggested to take this paper’s insights further and investigate IC in other organizations and in other national contexts.

This paper responds to the calls for third stage IC research, by showing how IC management in practice may not be as clear and straightforward as researchers tend to assume. It also adds to the importance debate on IC accountingization, by reflecting on how an accounting dominance may not fully capture IC inside organizations. A number of practical contributions are also made.

This paper aims to investigate the curvilinear effects of firms’ market learning on radical innovation and the moderation effects of the focal firms’ horizontal ties and vertical ties.

This study uses regression analysis with the survey data from 303 Chinese firms.

Explorative/exploitative market learning has an inverted U-shaped/U-shaped effect on radical innovation. The effects of explorative market learning on radical innovation increase when firms have strong horizontal ties, but decrease when firms have strong vertical ties. The opposite is true for the effects of exploitative market learning.

This study uses unilateral data to examine the moderation effects of the focal firms’ vertical and horizontal ties on the market learning-radical innovation links. Future research that conducted in the dyadic-paradigm would be preferable to test the generalizability of this research and address the potential changes.

The value of the current study centers on its integrated framework that incorporates organizational learning theory and the social network perspective to account for radical innovation. The integrative view helps us to interpret the curvilinear effects of market learning on radical innovation and outlines the moderation mechanisms of horizontal ties and vertical ties.