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Working capital efficiency (WCE) is crucial for the sustainability of both large and small firms. This study aims to use the sample of micro, small and medium-sized enterprises (MSMEs) in India and tries to understand the critical determinants of WCE.

Using a fixed effect panel data model on a sample of 578 MSMEs (59 micro, 226 medium and 296 small firms), this study explores the relationship between the predictors of WCE. Additionally, the study adopted two metrics for measuring WCE among each type of firm (micro, small and medium).

Several firm-specific variables, including leverage (lever), firm age (AGE), firm size (Fsiz), profitability (Prof), extended payment terms (EPT), human capital (HCap), asset turnover ratio (ATR), reverse factoring (RF) and firm growth (FG), have a significant effect on working capital management efficiency (WCE). In contrast, tangibility (Tangib) and salary expenses (Sal) had an insignificant effect on working capital management efficiency.

The study is based on secondary data. Future studies may incorporate some primary data, which will facilitate qualitative analysis.

The studies explore the relationship between WCE and expenses in HCap, EPT, RF and Sal as the predictors for WCE, which was not studied earlier in MSMEs scenario, especially in case of developing nation.

Banks in emerging markets such as Brazil provide a wide range of services to companies to facilitate the export process. The objective of the present study was to analyze, from the perspective of Brazilian export companies, the relationships between banking intellectual capital (human and organizational), banking agility, banking technologies and company size in banking service provision.

A sample of 318 Brazilian export companies was surveyed with questionnaires. The research model was tested using structural equation modeling, namely the partial least squares (PLS-SEM) technique and SmartPLS.

Banking intellectual capital affects banking service provision, banking agility mediates the relationship between intellectual capitals and banking service provision and technology does not moderate the relationship between agility and banking service provision. The size of the company does not moderate the relationship between intellectual capital and banking service provision.

This work indicates that intellectual capital and the banking agility strategy are critical in the provision of banking service provision for exports.

This work illustrates the effect of banks' intangible resources on the provision of banking services from the perspective of Brazilian export companies.

Corporate responsibility and sustainability (CRS) have emerged as an important topic today. At the same time, alliances and coopetition arrangements, as vehicles for inter-firm collaboration have been shown to support firm performance. Still, there has been a lack of research into how coopetition (collaboration with competing firms) in this area may support firm performance.

This study aims to untangle the relationship between coopetition arrangements including CRS and firm performance. The model permits garnering social performance, which is a key to CRS, and to move beyond the traditional view of the coopetition–firm–economic–performance relationship. This study is based on a survey and primary data from 215 firms in Australia. This study uses multiple indicators for the concepts. Relationships are estimated by multiple regression analyses.

Using survey data from 215 firms in Australia, the research findings confirm that coopetition in CRS can lead to improved firm performance, both in relation to financial and social performances. However, the association between coopetition in CRS and financial performance loses its significance when social performances is introduced as an additional control variable. Further, stakeholder attributes (i.e., effective power and legitimate stake) moderate the relationship between coopetition in CRS and firm financial performance. However, there was no evidence of moderation for the coopetition in CRS – firm social performance relationship.

This study contributes to both coopetition and corporate social responsibility research. This study demonstrates that improved firm performance may be achieved through the promotion of CRS initiatives when a coopetitive approach is adopted, particularly where an understanding of stakeholder attributes is also evident. Firms do not need to shoulder corporate social responsibility alone. They need to find well-fitting partners. There are new ways to improve sustainability in terms of nature and human relationships.

Firms do not need to shoulder Corporate Social Responsibility (CSR) alone. They need to find well-fitting partners.

This study provides very novel insights by having integrated the literature on coopetition, corporate social responsibility and sustainability resulting in a new conceptual framework that combines coopetition in CRS and performance. The new conceptual framework has both practical and research implications for coopetition in CRS and firm performance.

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.

This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector.

Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study.

Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance.

The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance.

Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.

Digital transformations of business processes are on the rise and the result is a need for a better understanding of how the elements of intellectual capital (IC) play a role in achieving successful digital project outcomes. New structural capital in the form of digital technologies must be identified and understood. Evolving skills of human capital in assimilating digital elements must also be considered, while collaboration within the development process involving relational capital provides a critical integration among these IC elements. This study illustrates the importance of identifying and managing the integration of IC components within an agile project management framework that are essential to achieving success for a digital initiative. More specifically, this study describes the process by which a multinational technology-based products company successfully developed a dynamic decision support platform utilizing an agile approach to guide a project management team to better manage the company's operations.

This study focuses on a case analysis approach of a multinational commercial and consumer products company. The paper presents existing research on the evolving state of project management for digital initiatives and focuses on agile methods. This study then delves into the case analysis that illustrates how IC played an integral role in the company successfully developing effective decision support involving an interactive dashboard using agile Project Management (PM), which enabled the project management team to better manage resources.

An examination at the case level illustrates that effective management and integration of IC has positive effects on project outcomes. While a balanced approach is evident as a requirement, the unique characteristics of the agile project management approach entails greater emphasis on select elements to adapt to a more dynamic development process.

This work depicts the complexities in providing analytic-based decision support in an agile/flexible project management scenario. This work adds to existing research by illustrating elements within IC categories and the elements' interdependencies that play an essential role in achieving success in this more flexible project environment.

This chapter makes a case for extending institutional preservation strategies to the entire landscape of knowledge capital. First, the authors define the three primary types of capital – physical, financial, and knowledge. Knowledge capital is further broken down into three categories – human, structural, and relational. The individual types of knowledge capital are defined, along with their variant economic properties and behaviors. The challenges these variations present for preservation are discussed. The authors also highlight these assets’ significant opportunities for curating new knowledge. Each type of knowledge capital is described, along with the preservation challenges and the curation opportunities.

The main purpose of this study is to investigate the effects of flexibility-oriented human resource management (FHRM) systems on intellectual capital and organizational resilience. This study also examines the moderating effect of digital capability on the relationship between intellectual capital and organizational resilience.

Data were collected from 219 Chinese businesses in the Yangtze River Delta region of China during the COVID-19 pandemic. Confirmatory factor analysis was used to verify the validity and reliability of the measurements, and hypotheses were tested using hierarchical regression.

The empirical results show that FHRM systems are positively correlated with intellectual capital and organizational resilience. Intellectual capital mediates the link between FHRM systems and organizational resilience. Moreover, digital capability serves as a positive moderator between intellectual capital and organizational resilience.

From the perspectives of resilience theory, the resource-based view and the theory of dynamic capabilities, this study is among the first to identify the process mechanism by which FHRM systems affect organizational resilience through intellectual capital. Digital capability is introduced as a situational factor for understanding the effect of intellectual capital on organizational resilience, which provides new insights for further research.

The paper tries to investigate the impact of applications of the resource-based view (RBV) theory in the management field to improve the firm’s profitability. Global firms are innovating and adopting new technology, paving the way to improve their performance.

We have adopted RBV in management practices such as marketing, strategy, finance, and human resources.

RBV has gained researchers' attention with the growing competitive world and new challenges to retaining customers and achieving their pre-defined targets. We attempt to identify the issues related to the usage of RBV in management.

Using RBV in management may help researchers create a competitive mindset and be prepared for uncertain challenges in the business world.