Happy Employees Make Happy Customers: The Role of Intellectual Capital in Supporting Sustainable Value Creation in Organizations

2018 ◽  
pp. 101-117 ◽  
Author(s):  
Henri Hussinki ◽  
Aino Kianto ◽  
Mika Vanhala ◽  
Paavo Ritala
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Sustainable Value

The role of intellectual capital and corporate strategy on sustainable value creation

2016 ◽  
Vol 11 (4) ◽  
pp. 215 ◽  
Author(s):  
Carmem Leal ◽  
Carlos P. Marques ◽  
Carla S. Marques ◽  
Vanessa Ratten
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Corporate Strategy ◽  
Sustainable Value

The role of intellectual capital and corporate strategy on sustainable value creation

2016 ◽  
Vol 11 (4) ◽  
pp. 215
Author(s):  
Carla S. Marques ◽  
Vanessa Ratten ◽  
Carlos P. Marques ◽  
Carmem Leal
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Corporate Strategy ◽  
Sustainable Value

An intellectual capital ontology in an integrated reporting context

2019 ◽  
Vol 20 (1) ◽  
pp. 83-99 ◽  
Author(s):  
Riccardo Stacchezzini ◽  
Cristina Florio ◽  
Alice Francesca Sproviero ◽  
Silvano Corbella
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Social Ontology ◽  
Integrated Reporting ◽  
Core Element ◽  
Content Type ◽  
Creation Story ◽  
Socially Constructed ◽  
The Empirical Analysis

Purpose The purpose of this paper is to investigate the intellectual capital (IC) ontology in an integrated reporting context to explore the function that integrated report (IR) preparers assign to IC elements and the role of integrated thinking in this process. Design/methodology/approach Social ontology theory helps elucidate how an energy-sector company socially constructed an IC ontology in which IC is a core element of the value creation story told in the IR. The empirical analysis benefited from in-depth interviews with the corporate staff. Findings The subjective nature of IC ontology emerges, in that IC’s function is defined during the very process of IR preparation. The intangible elements drive sustainability-oriented financial value creation according to the sustainability approach embraced by the company’s business model. Integrated thinking both facilitates this perspective on IC is shared among various departments of the company and provides a procedure for scrutinising what counts as IC in this integrated reporting context. Research limitations/implications The research scope is limited to the IR preparation process. Further research could explore IC ontologies beyond this process. Originality/value This study is the first to explore IC ontology empirically within an innovative integrated reporting context. It opens paths to further research on the relationships between IC and integrated thinking.

scholarly journals The Influence of Knowledge Management Processes on Intellectual Capital and Innovation Performance

2020 ◽  
Vol 11 (1) ◽  
pp. 6-6
Author(s):  
Wendra Wendra ◽  
Fadhliah M. Alhadar
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Value Creation ◽  
Innovation Performance ◽  
Organisational Performance ◽  
Management Processes ◽  
Km Value ◽  
Key Resources

The organisational ability to utilise its knowledge is inseparably linked to its innovation performance. Knowledge is characterized as valuable, rare, inimitable and non-substitutable (VRIN) resources. Those characteristics are key resources to achieve organisational performance (Ferreira & Hamilton, 2010; Wang, 2014; Hussinki, Ritala, Vanhala, and Kianto, 2017). Within literature, there are two streams of academics discussion relating to knowledge in organisation. Those are intellectual capital (IC) literature, and knowledge management (KM) literature (Ramadan, Dahiyat, Bontis, & Al-dalahmeh, 2017; Kianto, Ritala, Spender, & Vanhala, 2014). The first stream considers IC as static resources or materials for organisational value creation. While the later sees KM as processes to create organisational value. Even though many studies have considers the important role of IC and KM Processes (KMPs) in creating values, however there are only limited studies examine IC and KMPs interaction to support innovation performance (IP) (Hsu & Sabherwal, 2012; Cabrilo and Dahms, 2018). Most of the existing studies have contented themselves with assessing IC or KM value level, and then correlating those two to IP. There are far less studies examining to what extent KMPs are consciously implemented within organisations, and furthermore, how the implementation of KMPs impacts the quality of IC leading to the success of IP. To bridge these gaps in the existing knowledge, the current paper examines how KMPs impacts on organisational IC and IP. This study suggested that IC as static resources could be examined as a mediation of KMPs influence on IP. The idea is that KMPs have the abilities to renew IC, leading to support organisational IP. Accordingly, the rationale for this study is to develop a conceptual model of KMPs-IC-IP causal relationship, and provide empirical evidence on the model. This study is expected to contribute to a broader knowledge of the extent IC that can mediate KMPs and IP relationship. Keywords: Knowledge Management Process, Intellectual Capital, Innovation Performance

A selected literature review on the changing role of stakeholders as value creators

2016 ◽  
Vol 13 (2) ◽  
pp. 100-119 ◽  
Author(s):  
Shridhar M Samant ◽  
Shirish Sangle
Keyword(s):  
Text Mining ◽  
Literature Review ◽  
Value Creation ◽  
Extensive Literature ◽  
Content Type ◽  
Novel Approach ◽  
Sustainable Value ◽  
New Research ◽  
Changing Role

Purpose – The purpose of this paper is to investigate the changing role of stakeholders in value creation since the inception of literature on stakeholders and sustainability from 1984 and 1987, respectively until 2015. To understand interrelationships among key terms of stakeholder and sustainability literature. Design/methodology/approach – The paper explores the changing role of stakeholders as a source of value creation through extensive literature review by adopting text mining approach. VantagePoint is the tool used to facilitate text mining literature of sustainability and stakeholder and related literature from 1984 to 2015. Findings – This paper reveals that the major trends in firm’s approach towards stakeholders has changed over the years from demonstration of compliance in 1984-1994, safeguarding of reputation from 1994 to 2004, to finally co-creating value with stakeholders from the period of 2004-2014. Research limitations/implications – There have been extensive literature reviews done on stakeholder and sustainability literature, but only few have studied the integration of stakeholder and sustainability literature. This paper has used a novel approach, i.e. VantagePoint software to analyse the sustainability and stakeholder literature. Originality/value – The changing role of stakeholders as a value creator have provided new research avenues in value creation process. The emerging challenge that firms now face is to co-create sustainable value by engaging both internal and external stakeholders.

scholarly journals A strategic model for measuring intellectual capital in Serbian industrial enterprises

2009 ◽  
Vol 54 (183) ◽  
pp. 89-117 ◽  
Author(s):  
Ljiljana Kontic ◽  
Sladjana Cabrilo
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Relevant Literature ◽  
Organizational Changes ◽  
Potential Growth ◽  
Industrial Enterprises ◽  
Top Managers ◽  
Strategic Model ◽  
Research Findings

Measuring intellectual capital contributes to organizational success and brings managerial, cultural and organizational changes. In analyzing the relevant literature on intellectual capital (IC), it emerges that the benefits of IC measuring and reporting have been linked to value creation. In order to provide a deeper understanding of the character and role of IC and adequate IC indicators, the main aim of this study is to propose a strategic model for measuring intellectual capital in Serbian industrial enterprises. The research findings revealed a lack of both employee innovativeness and permanent competence development of top managers and employees, which may be a significant problem in the potential growth of Serbian industry. The factor analysis showed that the proposed questionnaire (based on relevant scorecard methods) is adequate for investigating the phenomena of intellectual capital in industrial enterprises in Serbia.

scholarly journals Learning to create sustainable value in turbulent operational contexts: the role of leadership practices

2014 ◽  
Vol 21 (4) ◽  
pp. 243-257 ◽  
Author(s):  
Eng Chew ◽  
Kenneth Anthony Dovey
Keyword(s):  
Tacit Knowledge ◽  
Value Creation ◽  
Leadership Practices ◽  
Alternative View ◽  
Interpretive Research ◽  
Research Paradigm ◽  
Content Type ◽  
Sustainable Value ◽  
Over Time

Purpose – This paper aims to report on case-study research that explores the role of leadership practices, in particular, in enhancing the capacity of an enterprise to learn to create new value from a diverse range of sources. The capacity to sustain value creation over time, and across turbulent environments, increasingly differentiates enterprise performance. Under the umbrella term of “dynamic capabilities”, a range of practices have been identified in the literature as contributing to an enterprise’s ability to learn to perform this task successfully. Design/methodology/approach – The paper is based on case studies of three enterprises whose founders have sustained the creation of new value for customers over decades. Through a series of unstructured interviews with each founder, the tacit knowledge gained from years of learning how to create, and re-create, value, is made explicit through hermeneutic analysis of the interview transcripts. Findings – The data identify four key areas of leadership practice that underpin the capacity to learn to continuously create new value over significant periods of time. The most important of these are the social practices that generate and leverage the intangible capital resources (in particular, the resource of trust) that underpin the collaborative learning on which value creation processes depend. Research limitations/implications – As interpretive research, the knowledge accessed through this research is context-dependent and cannot be readily generalised. The validity of the knowledge is high, however, as the epistemological and ontological assumptions of the interpretive research paradigm recognise the political nature of organisations and, thus, of learning and value creation. As such, the knowledge generated by the case analyses offers a rich alternative perspective on the issue under research. Practical implications – The cases illuminate the nature of learning that supports continuous value creation in enterprises. Such learning is framed by several leadership practices that enable the self-reflexivity that underpins the continuous conversion of action-generated tacit knowledge into more strategically useful explicit knowledge. At the core of these leadership practices is stakeholder collaboration and intellectual humility. Social implications – The results show that learning to create sustainable value over time and diverse contexts, has a socio-political dimension in that it depends heavily on generating and leveraging the intangible resources (such as trust, commitment, ideas) that reside within social relationships. Originality/value – The research is located within the interpretive research paradigm and thus offers an alternative view to that of conventional positivist research. Furthermore, the results indicate that learning is a strategic priority in rapidly changing environments and, thus, is a key leadership responsibility. Furthermore, the results show that value creation is a collaborative stakeholder achievement.

scholarly journals Intellectual Capital and Disclosure Practices of Miscellaneous Industries: Evidence from Cable Companies in Indonesia

2021 ◽  
Vol 22 (3) ◽  
pp. 1283-1301
Author(s):  
Partiwi Dwi Astuti ◽  
Anis Chariri ◽  
Abdul Rohman
Keyword(s):  
Content Analysis ◽  
Intellectual Capital ◽  
Value Creation ◽  
Stock Exchange ◽  
Annual Reports ◽  
Common Category ◽  
Structural Capital ◽  
Special Pattern ◽  
Systematic Framework

The important role of intellectual capital for value creation has led many companies to disclose their intellectual capital information in annual reports. This study aims to provide, via content analysis, an overview of the disclosure and presentation of intellectual capital information in the annual reports of cable companies listed on the Indonesia Stock Exchange in 2015. This study found that structural capital is the most common category of intellectual capital disclosed in the annual reports. In addition, most intellectual capital disclosures are discursive, with positive and past-oriented information. However, there is no systematic framework for disclosing intellectual capital information in annual reports. Disclosures made do not have a special pattern and are still random. This finding may contribute to an understanding of how companies communicate intellectual capital information for their own benefit, as well as the benefit of stakeholders, customers and employees.

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