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Open innovation is regarded as the driven factor for organizational resilience, but open innovation's role and effect mechanism in leveraging organizational resilience has been limited explored. The purpose of this paper is to investigate the relationships between two types of open innovation and organizational resilience and the mediating effect of intellectual capital on open innovation and organizational resilience.

After a literature review, a research model including open innovation, intellectual capital and organizational resilience is proposed. Survey data are collected from information and communication technologies (ICT) sector in China and analyzed by using partial least squares–structural equation modeling (PLS-SEM) and Bootstrapping procedure to present results of each hypothesis test.

Results indicate that inbound open innovation has a significant and direct impact on organizational resilience, while outbound open innovation has not. In addition, all three dimensions of intellectual capital were significantly correlated with organizational resilience and had mediating roles in the indirect effect of inbound open innovation and organizational resilience. Nevertheless, only social capital played a mediating role in the relationship between outbound open innovation and organizational resilience.

The study explores the relationships among open innovation, intellectual capital and organizational resilience in a comprehensive model, which is the first known study to highlight that open innovation can enhance organizational resilience through intellectual capital, and provides valuable suggestions for improving organizational resilience.

This study aims to examine the relationship between the three dimensions of intellectual capital (IC), i.e. human, social and organizational, and supply chain resilience (SCR) through testing a primary (mediation) and competing (moderation) model.

Structural equation modelling and regression analysis were used to test the mediation and moderation models using survey data from Chinese manufacturers.

Dual processes in which human, social and organizational capitals build SCR are revealed: all three IC components act as knowledge stocks for informing each other, and both organizational and social capitals act as intervention mechanisms that draw knowledge resided within individuals and collectively deploy/enrich such knowledge for responding to supply chain disruptions.

The empirical results provide useful and timely guidance to managers on how to leverage knowledge resources to develop resilience, which is particularly valuable in the current volatile environment.

By empirically testing both the mediation and moderation models, this study provides crucial evidence for advancing the understanding of how the three IC components may be managed to achieve SCR, which is of critical importance for addressing the many unprecedented disruptions facing global supply chains and economies.

This paper aims to explore the relationships among several key constructs which link the individual’s motivation for knowledge acquisition to his affiliation with online knowledge networks, to further access the intellectual capital of the network as a prerequisite for organizational achievement.

An online survey with 227 members of higher education and research centers from 30 countries was carried out between July and September 2021. The data were analyzed by means of partial least squares structural equation modeling technique, using the statistics software package SmartPLS 3.0.

Individual motivation to acquire knowledge has a significant influence on the affiliation with online academic networks approached as online knowledge networks. Further, active engagement with the network’s intangible resources leads to a significant harnessing of the three-component intellectual capital, that is, human, structural and relational capital. Human and relational capital is proven to exert a significant effect on organizational achievements, whereas structural capital falls short of reporting a meaningful influence on the dependent variable.

This research adds new knowledge to the capitalization of online knowledge networks and its influence on organizational achievements via intellectual capital.

A novel perspective is advanced in which online knowledge networks are acknowledged as a pivotal bond and nonlinear integrator between the individual level of knowledge fields and organizational knowledge leveraged into organizational achievements.

This study aims to investigate the direct effect of intellectual capital on the organizational performance of Indonesian state-owned enterprises (SOEs) and their subsidiaries. Furthermore, it also examines whether the relationship is mediated by open innovation and moderated by organizational inertia.

This study is designed as quantitative research. A survey method is employed to collect data by distributing questionnaires to the upper-level managers of the SOEs and their subsidiaries. A total of 293 questionnaires were distributed to the respondents, and 97 responses were obtained for further analysis. The partial least square structural equation modeling (PLS-SEM) is used to test the hypotheses. A mediation-moderation research framework is employed.

The results show that intellectual capital has a positive effect on organizational performance. Further results also demonstrate that open innovation mediates the intellectual capital–organizational performance relationship and organizational inertia moderates the intellectual capital–organizational performance relationship. Theoretically, the findings contribute to the resource-based view (RBV) and knowledge-based view (KBV) by providing empirical evidence of the importance of distinctive internal resources in achieving superior organizational performance. Practically, the findings provide strategic information for managers that they should properly manage intellectual capital, open innovation and organizational inertia because of their effects on organizational performance.

First, this study addresses the previous research gaps by confirming that intellectual capital has a positive effect on organizational performance in the research setting of an emerging market. Second, by using a mediation research framework, this study shows that open innovation mediates the relationship between intellectual capital and organizational performance. Third, by using a moderating research framework, this study also reveals that organizational inertia weakens the relationship between intellectual capital and organizational performance. Those associations are rarely researched.

Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness.

Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses.

The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).

Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees.

While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.

The goal of this paper is to examine the mediating role of organizational social capital between family firms' organizational culture, characterized by their group vs individual orientation and external vs internal orientation, and their performance.

A structural equation model is developed and tested in a sample of 176 US family firms recruited through Prolific Academic.

The authors show that group vs individual cultural orientation fosters bonding social capital, while external vs internal cultural orientation fosters bridging social capital. In turn, family firm performance is only enhanced by bridging social capital, not bonding social capital, which appears to have neutral to negative direct performance effects. Nevertheless, it is noteworthy that bonding social capital facilitates the establishment of bridging ties, leading to overall positive performance outcomes.

The understanding of how organizational culture influences family business heterogeneity and performance, along with the clarification of how bonding social capital fosters or hinders performance, provides novel insights for researchers and practitioners seeking to understand the complexities within the unique context of family businesses.

The goal of this study is twofold: first, it seeks to investigate how enterprise social media (ESM) usage contributes to firm performance, especially through operational performance metrics; second, to identify the ESM users’ behaviors that help to improve firm performance.

An interpretive case study of a medium-sized manufacturing company in the food industry. After developing a theoretical framework, an exploratory research was undertaken about the use of an ESM. Qualitative methods were adopted for data collection and analytic induction for data analysis, using structural and descriptive coding. A series of semi-structured interviews with senior managers and middle-managers were conducted. Operations performance metrics were also assessed through documentary analysis before and after the implementation of the ESM.

The study integrates concepts and theories from across three main fields of research, namely organizational behaviors, management and information systems. It complements the extant research on ESM by providing a new theoretical framework that connects ESM use with firm performance. Empirical findings suggest that ESM contributes to firm performance through social capital development fostered by organizational citizenship behaviors. The emergence of leadership development has been also observed.

The exploratory nature of the study combined with the fact that it has been conducted within a single organization greatly limits the generalization of the findings.

Managers can use the findings of this study as a support of a successful ESM implementation. Besides, it provides references for practitioners aiming to use and evaluate ESM and their corresponding citizenship behaviors within a manufacturing milieu.

The paper is the first to bring a multi-disciplinary perspective of the contribution of ESM usage on firm performance-based in a social capital enacted by organizational citizenship behaviors. These understandings add new insights to the literature and establish new theoretical connections between organizational citizenship behaviors, ESM use and social capital that also allowed to emerge leadership development.

One in every four graduates of the world will be the product of Indian higher education system by the year 2030 as per a report issued by the FICCI (Federation of Indian Chambers of Commerce and Industry) in 2015. This brings out the growing significance of higher education sector and purpose of the study. The present study tries to explore the relationship between intellectual capital of universities and their performance.

Structural equation modeling (SEM) was applied on the dataset of 590 respondents, and the suggested model reiterate that human capital, organizational capital and relational capital have a significant influence on a university's performance.

Human capital, organizational capital and relational capital have a significant influence on a university's performance. The study strongly recommends that factors like research facilitation, quality of work life, knowledge sharing, industry academia relationship and information disclosure have a strong influence on performance.

Not just India, but policymakers across Brazil, Russia, India, China and South Africa (BRICS) can strategize around intellectual capital to give a push to the fast-growing higher education sector.

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 present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.

A case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.

It was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.

The results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.

As a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.

Co-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions include: What place do individuals have in strategic problem resolution, like those of organizational transformation, in companies? How are human competencies strengthened when applied to organizational transformation processes? What types of ties are made, beyond the establishment of natural relationships (work, purchase, sell), with interest groups? And most importantly: How do they achieve the construction of new business realities together? To do this, participative and co-creative methods must be employed as a scenario to jointly achieve multiple satisfaction realities, in which understanding the essence of the participative design approach becomes meaningful (Jones, 2015).

Design thought, as a methodological proposal for organizational transformation projects. The use of inspiration, ideation, and implementation stages, iteratively and permanently, is suggested. Continuous review of the point of departure, the path trodden and the goals to be achieved should be prioritized, such that they may act as compasses for organizational transformation, considering strategic design to be a key motor (Yee et al., 2017).