Search results
1 – 10 of over 69000Ibticem Ben Zammel and Tharwa Najar
Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper…
Abstract
Purpose
Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper aims to focus on technological skills institutionalized to build organizational technological capital favoring the knowledge-sharing practices. It aims to extend the sociology literature by providing a conceptual background to explain the restructuring initiatives through the stabilizing role of technological capital.
Design/methodology/approach
Two comparative case studies have been conducted: the first study took place in a public company and the second study was carried out in a private company of telecommunication involving a documentary study, an observation and semi-structured interviews.
Findings
The findings in this paper show that the knowledge-sharing practices in the organizational field are stabilized by the technological capital. The technological capital promotes a knowledge management system and plays an important role in restructuring the established power within knowledge intensive organizations.
Practical implications
Chief executive officers are encouraged to promote sharing practices through developing an innovation culture and valuing technological skills. Relevance should be granted to the technological capital, which aligns the restructuring of a learning organization and promotes the knowledge management systems and stabilizes the organizational structure. Organizations should capitalize a set of technological skills as part of their organizational relevant capital.
Originality/value
Based on the practice theory of Bourdieu, this paper lights on the triad relation between knowledge sharing/organizational structure/technological capital through comparing between public/private management modes. A theoretical framework is proposed to overlap the ambiguity of the relation between knowledge and power.
Details
Keywords
Esteban López-Zapata and Armando De Jesús Ramírez-Gómez
This study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures…
Abstract
Purpose
This study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures (adhocracy, clan, market and hierarchy) on the said relationship.
Design/methodology/approach
From a sample of 124 directors of Colombian firms, the information is analyzed using Structural Equation Models through the Partial Least Squares method (SEM-PLS).
Findings
The results show that intellectual capital has a positive relationship with organizational ambidexterity and that market culture presents a positive mediating effect in the said relationship, while the mediating effects of adhocracy culture, clan culture and hierarchy culture are not significant.
Practical implications
Directors can favor the development of organizational ambidexterity by investing in the intellectual capital of their firms and by promoting the development of market culture attributes.
Originality/value
This work contributes empirical evidence on the mediating role of organizational culture in the relationship between intellectual capital and ambidexterity, highlighting the importance of market culture over other types of culture for the simultaneous development of exploration and exploitation capabilities, in the context of an emerging Latin American economy such as Colombia.
Details
Keywords
Mavis Yi-Ching Chen, Long W. Lam and Julie N.Y. Zhu
In this study, the authors employ an intellectual-capital based view of the firm to examine the relationship between three bundles of human resource development (HRD…
Abstract
Purpose
In this study, the authors employ an intellectual-capital based view of the firm to examine the relationship between three bundles of human resource development (HRD) practices (i.e. developmental, constructive and collaborative HRD practices), three dimensions of intellectual capital (i.e. human capital, organizational capital and social capital), and organizational performance improvements. Specifically, the authors investigate the mediating role of intellectual capital in the relationship between HRD practices and changes in organizational performance.
Design/methodology/approach
The authors randomly distributed questionnaires to 1,000 HR executives of Taiwanese firms to assess the firms' HRD practices and intellectual capital. Firm performance data in terms of return on assets (ROA) were obtained from the Taiwan Economic Journal (TEJ). To test the model, the authors used the longitudinal data over three years from 213 firms in Taiwan.
Findings
The results show that human capital and social capital mediate the relationship between HRD practices (i.e. developmental and collaborative HRD practices) and organizational performance improvements in terms of return-on-assets growth.
Originality/value
This study adds to the empirical evidence regarding whether or not investment in HRD practices can lead to positive changes in financial performance.
Details
Keywords
Ali Mohammadi and Parastoo Taherkhani
The purpose of this paper is to identify the relationship between organizational capital and the subsets of organizational capital (intellectual capital (IC)) cost and…
Abstract
Purpose
The purpose of this paper is to identify the relationship between organizational capital and the subsets of organizational capital (intellectual capital (IC)) cost and cost stickiness.
Design/methodology/approach
This study is causal correlational research. The data related to the company’s financial statements were collected using the Rahavard Novin Software and www.rdis.ir. In this study, panel data were run with the use of Eviews 8, in order to test the hypotheses. The ordinary least-squares method is used in this study to estimate the parameters of the model.
Findings
The results obtained from the study show that there is a significant relationship between organizational capital and cost stickiness. However, there is no significant difference between high and low rank in terms of organizational capital and cost stickiness. In addition, there is a significant difference between IC and cost stickiness. Moreover, there is no significant difference between the components of IC and cost stickiness. Also, IC has an effect on the intensity of the relationship between organizational capital and cost stickiness.
Originality/value
This study explores the relationship between organizational capital and the subsets of IC and cost stickiness. Independent variables used in this study include organizational capital, IC and its components in the Pulic model, i.e. the efficiency of capital employed, the efficiency of human capital and the efficiency of structural capital.
Details
Keywords
Eugénia Pedro, João Leitão and Helena Alves
For better mapping the path of intellectual capital (IC) research, the purpose of this paper is to selectively review empirical studies of IC published, and identify…
Abstract
Purpose
For better mapping the path of intellectual capital (IC) research, the purpose of this paper is to selectively review empirical studies of IC published, and identify theories, components and three dimensions of analysis: national IC (NIC), regional IC (RIC) and organizational IC (OIC).
Design/methodology/approach
The systematic literature review (SLR) subject to analysis is based on empirical studies made between 1960 and 2016, and focuses on three dimensions of analysis: NIC, RIC and OIC. Four research questions were designed, using the following databases, namely, Web of Science, Scopus and Google Scholar, for data collection purposes.
Findings
The SLR unveils a multidimensional taxonomy for measuring and classifying the type of IC applicable to the different levels of analysis and provides some recommendations for future studies of NIC, RIC and OIC, by outlining the need for clear definitions of components and measures of IC and identifying strengths, limitations and future research avenues.
Originality/value
In order to fill the gap found in the literature and the non-existence of a study clarifying the multiple dimensions of analysis of IC, this SLR makes a twofold, original contribution to the literature on management: providing an SLR of the main empirical studies dealing with different units of analysis; and identifying a multidimensional taxonomy for measuring and classifying the type of IC applicable to the different levels of analysis.
Details
Keywords
Hardeep Chahal and Purnima Bakshi
The purpose of this paper is to investigate the impact of intellectual capital on competitive advantage in banking sector. Further, it also examines the role of innovation…
Abstract
Purpose
The purpose of this paper is to investigate the impact of intellectual capital on competitive advantage in banking sector. Further, it also examines the role of innovation as a mediating variable and organisational learning as a moderating variable in intellectual capital and competitive advantage relationship.
Design/methodology/approach
Data are collected from 144 branches of 21 public and seven private banks operating in Northern India (Jammu). Three executives (including one manager and two senior employees) from each branch are contacted purposively. Out of 576 questionnaires distributed, 339 questionnaires are returned with response rate of 62.08 per cent.
Findings
The study finds that intellectual capital has direct and positive impact on the competitive advantage. It is also verified that innovation fully mediates the relationship between intellectual capital and competitive advantage. Further, the moderating effect of organisational learning on the relationship between intellectual capital and competitive advantage is also confirmed.
Research limitations/implications
The study is limited to the banking sector of Jammu city only. Only three dimensions of intellectual capital are considered in the present study.
Originality/value
The study represents the relationship between intellectual capital and competitive advantage in banking sector. The results extend the understanding of the role of organisational learning and innovation in creating intellectual capital and building sustainable advantages for organisations.
Details
Keywords
Scott A. Snell and Shad S. Morris
The knowledge that is embedded within people, relationships, and organizational routines present key, but varied, sources of capabilities needed to compete. The value of…
Abstract
Purpose
The knowledge that is embedded within people, relationships, and organizational routines present key, but varied, sources of capabilities needed to compete. The value of this knowledge depends on the investment costs and benefits that come as employees draw on and utilize these different forms of knowledge to respond to global challenges. But something as intangible as knowledge can be a major source of misunderstanding and mismanagement. The purpose of this paper is to develop a framework that explores the underlying path of how knowledge assets might be configured to overcome misunderstanding and mismanagement.
Design/methodology/approach
The authors develop a framework to help scholars and organizations understand how to manage their different knowledge assets to ensure continual organizational effectiveness. To do this, the authors juxtapose three classes of knowledge assets – human capital, social capital, and organizational capital – against three types of learning – knowledge generation, transfer, and application.
Findings
The framework the authors develop provides both theoretical and practical insight into how organizations can manage their knowledge assets to overcome learning challenges.
Practical implications
The framework helps understand how organizations might align learning with their strategic challenges. It is useful in helping organizations develop a better understanding of the costs and benefits of different knowledge-management interventions according to the nature of the task and the learning needs of their organizations. When firms are confronted with challenges that present a great deal of uncertainty and they are in need of knowledge generation, transfer, and/or application, the framework could help them to identify which assets to invest in as well as the potential benefits of the investments.
Originality/value
This paper is unique in that it provides a framework linking knowledge assets with organizational learning in a way that has not been done before. It also outlines specific human resource approaches to managing these different configurations.
Details
Keywords
The purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental…
Abstract
Purpose
The purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and radical innovation performance.
Design/methodology/approach
This paper adopts relevant literature of social capital and organizational learning to examine the impact of intellectual capital and knowledge flows on incremental and radical innovation based on surveying 95 firms. To test the research hypotheses, regression analysis is used.
Findings
Results of the study show that human capital and top-down knowledge flows significantly and positively influence both incremental and radical innovations. Social capital and bottom-up knowledge flows do not have any significant impact on incremental or/and radical innovation. Organizational capital has a positive impact on incremental innovation as expected.
Practical implications
The results offer several practical implications for business managers to harvest its knowledge bases resident in the firm’s different forms appropriately to make innovation successful. Particularly, knowledge resident in human capital and organizational capital is useful for making incremental innovation. Especially, new knowledge, new skills and new perspectives resident in human capital are crucial important for making radical innovation. Both incremental and radical innovations are positively influenced by dynamic managerial capabilities.
Originality/value
This study contributes to literature by providing new evidence linking organization intellectual capital and knowledge flows with its innovation performance. Especially, the missing link between top-down knowledge flows and radical innovation is empirically examined. Value of this study is that social capital and bottom-up knowledge flows are not universally beneficial for enhancing innovation and their impacts on innovation performance are context dependent and more sophisticated than it is recognized in the literature.
Details
Keywords
Na Fu, Qinhai Ma, Janine Bosak and Patrick Flood
Organizational ambidexterity enables firm to simultaneously exploit existing resources and explore new resources. It is associated with high levels of organizational…
Abstract
Purpose
Organizational ambidexterity enables firm to simultaneously exploit existing resources and explore new resources. It is associated with high levels of organizational performance. The purpose of this paper is to identify key internal management resources which contribute to building organizational ambidexterity. In particular, this study examines the impact of intellectual capital, i.e. human, social, and organizational capital, on organizational ambidexterity which in turn influences firm performance.
Design/methodology/approach
The research was conducted within the context of professional service firms due to the importance of intellectual capital and organizational ambidexterity. Data were collected from 112 Chinese (cross-sectional design) and 93 Irish accounting firms (time-lagged design).
Findings
Results provide support for the linkage of intellectual capital to organizational ambidexterity and firm performance. Interestingly, findings are mixed regarding the impact of the three types of capital resources on organizational ambidexterity across both countries.
Practical implications
This study finds that various components of intellectual capital facilitate organizational ambidexterity which in turn improves firm performance. Therefore the authors provide managers with evidential support for the salience of intellectual capital in enabling organizations to simultaneously engage in exploiting existing resources while also exploring new ideas and opportunities.
Originality/value
This study is unique in that it highlights the importance of internal management resources in building up organization’s ambidexterity capability. The link between intellectual capital and organizational ambidexterity was established using a rigorous research design which has not been done before. It also emphasizes the role of people in leading to organizational effectiveness via developing organizational ambidexterity. Furthermore the evidence is gathered in two countries.
Details
Keywords
Gregorio Martín‐de‐Castro, José Emilio Navas‐López, Pedro López‐Sáez and Elsa Alama‐Salazar
The elements that constitute the organizational capital or capital of the firm, namely its culture, structure, organizational learning, can be a source of competitive…
Abstract
Purpose
The elements that constitute the organizational capital or capital of the firm, namely its culture, structure, organizational learning, can be a source of competitive advantage. This paper is an attempt to assess organizational capital from the resource‐based view.
Design/methodology/approach
From an extensive literature review, an assessment framework for intellectual capital is developed.
Findings
By means of this framework organizational capital can be depicted as a set of: valuable assets; difficult to imitate; to replace; to transfer; with a prolonged life expectancy; and with a feasible rent appropriation.
Originality/value
Building of such an evaluation framework allows further research about other components of the intellectual capital of the firm, bridging the literatures focused on the resource‐based view and on intangible assets or intellectual capital.
Details