Intellectual Capital and Supply Chain Mapping: A Proposed Framework

2021 ◽  
pp. 275-290
Author(s):  
Mahmoood Ali ◽  
Muhammad Shujaat Mubarik ◽  
Sajid Nazir
Keyword(s):  
Supply Chain ◽  
Intellectual Capital

Intellectual capital, blockchain-driven supply chain and sustainable production: Role of supply chain mapping

2021 ◽  
pp. 121331
Author(s):  
Simonov Kusi-Sarpong ◽  
Muhammad Shujaat Mubarik ◽  
Sharfuddin Ahmed Khan ◽  
Steve Brown ◽  
Muhammad Faraz Mubarak
Keyword(s):  
Supply Chain ◽  
Intellectual Capital ◽  
Sustainable Production

Intellectual capital and supply chain resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Shujaat Mubarik ◽  
Nick Bontis ◽  
Mobasher Mubarik ◽  
Tarique Mahmood
Keyword(s):  
Supply Chain ◽  
Least Squares ◽  
Partial Least Squares ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Structural Capital ◽  
The Impact

PurposeThe main objective of this study is to test whether firms with a higher level of intellectual capital (IC) perform better in terms of their supply chain resilience compared to those with lower levels of IC. Likewise, the study also examines the impact of IC (characterized by human capital, relational capital and structural capital) on supply chain resilience directly and through supply chain learning.Design/methodology/approachData were collected from the 159 processed-food sector firms using a close-ended questionnaire during the corona virus 2019 (COVID-19) pandemic. Partial least squares structural equation modelling (PLS-SEM), partial least squares multigroup analysis (PLS-MGA) and one-way analysis of variance (ANOVA) were used to test a set of hypotheses emanating from a conceptual model of IC and supply chain resilience.FindingsEmpirical results revealed a significant influence of all dimension of IC on a firm's supply chain learning and supply chain resilience. Likewise, findings also exhibit a momentous role of supply chain learning in reinforcing the impact of IC on supply chain resilience. Cross-firm size comparison reveals that supply chain resilience of firms with a higher level of IC performed significantly better than those with lower levels of IC. Firms with a higher level of structural capital had a highly resilient supply chain.Practical implicationsFindings of the study imply that IC and supply chain learning should be considered as a strategic tool and should be strategically developed for uplifting a supply chain performance of a firm. The development of IC and supply chain learning (SCL) not only improves the supply chain resilience of a firm but also can help to integrate the internal and external knowledge for harnessing supply chain resilience.Originality/valueThis research study was conducted during the COVID-19 pandemic which provides a unique setting to examine resiliency and learning.

Influences of relationship transparency from intellectual capital reporting on supply chain partnerships with suppliers: a field experiment

2013 ◽  
Vol 18 (2) ◽  
pp. 178-193 ◽  
Author(s):  
Hwan‐Yann Su ◽  
Shih‐Chieh Fang ◽  
Chaur‐Shiuh Young
Keyword(s):  
Supply Chain ◽  
Field Experiment ◽  
Research Design ◽  
Intellectual Capital ◽  
Design Methodology ◽  
Experiment Research ◽  
Content Type ◽  
Focal Firm ◽  
Supply Chain Partnerships ◽  
Practical Implications

PurposeThis paper aims to explore the intellectual capital (IC) information needed to enable relationship transparency and the influences of relationship transparency on supply chain partnerships.Design/methodology/approachA field experiment research design is adopted to examine whether IC information facilitates relationship transparency with partners in the supply chain of a focal firm and contributes to supply chain partnership enhancement.FindingsThis study identifies an IC transparency framework consisting of two components – the transparency of important business characteristics and the transparency of relationship atmosphere – for guiding the provision of IC information and enabling relationship transparency. The provision of the focal firm's IC information to partners in its supply chain significantly increases partner's trust, satisfaction and commitment towards their relationships. Thus the results suggest that relationship transparency derived from IC transparency enhances supply chain partnerships. Relationship transparency facilitates the focal firm to develop and integrate its supply chain through improved understanding pertaining to itself and its relationships with partners in its supply chain. Thus, this transparency of the focal firm with partners constitutes a flexible and attainable alternative to managing the relationships for its supply chain.Research limitations/implicationsThis study suggests that the field experiment research design allows researchers to effectively observe IC transparency's influences on supply chain partnership enhancement.Practical implicationsFor firms increasingly interconnected with supply chain models of competition, this study proposes a practical IC transparency framework specific for guiding the provision of IC information to enable relationship transparency and enhance supply chain partnerships.Originality/valueThis study combines limited research on relationship transparency with IC theories to propose an IC transparency framework for enhancing supplier relationship management and represents a first step to examining the quantitative effects of IC transparency in the context of supply chain partners.

Supplier relationship management leverages intellectual capital for increased competitive advantage

2005 ◽  
Vol 5 (1) ◽  
Author(s):  
C. R. Van Zyl
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Relationship Management ◽  
Successful Implementation ◽  
Supplier Relationship Management ◽  
Supplier Relationships ◽  
Supply Chain Efficiency ◽  
Business Cases ◽  
Supplier Relationship

The main purpose of this article is to demonstrate how supplier relationship management (SRM) enables the capture and creation of intellectual capital, thereby attaining and sustaining a strategic competitive advantage and increasing supply chain profitability. In order to achieve this purpose, a large part of the article is devoted to exploring the relatively new and unknown field of SRM. It is shown that an organisation must possess a thorough understanding of good supplier characteristics and of the drivers, benefits and requirements for the successful implementation of SRM, in order to enable that organisation to leverage their supplier relationships to ensure the capture of supplier expertise, patents, experiences etc. (i.e. their intellectual capital). The article then explores how the integration of technology in SRM applications can improve the efficiency of supplier collaboration and intellectual capital capture and creation. It is then demonstrated how efficient and collaborative supplier relationships improve supply chain profitability and competitiveness. Lastly, the article explores the implementation pitfalls and trends of SRM that must be constantly considered and monitored by an organisation in order to continually capture and create intellectual capital and reap the full benefits of SRM. This exploration involved an examination of contemporary literature, theories and business cases and subsequently revealed that SRM is a vital discipline/philosophy that must be implemented by any organisation wishing to achieve greater supply chain efficiency and competitiveness. This competitiveness can only be achieved through the mutual unlocking, sharing and leveraging of intellectual capital.

Exploring the role of intellectual capital in supply chain intelligence integration

2018 ◽  
Vol 118 (5) ◽  
pp. 1018-1032 ◽  
Author(s):  
Yongyi Shou ◽  
Wenjin Hu ◽  
Yongmei Xu
Keyword(s):  
Supply Chain ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Design Methodology ◽  
Primary Data ◽  
Equation Modeling ◽  
Relational Capital ◽  
Content Type ◽  
Structural Capital

Purpose The purpose of this paper is to explore the role of intellectual capital (IC) in supply chain intelligence integration (SCII) and the interrelationships of the three components of IC (i.e. human capital (HC), structural capital (SC) and relational capital (RC)) in the supply chain context. Design/methodology/approach This paper conducted an empirical study by using primary data from 389 sample firms. The authors applied structural equation modeling to test the proposed hypotheses. Findings The results indicate that both HC and RC have direct impact on SCII, whereas SC only influences SCII through RC. Originality/value This study evidences that IC is an enabler of SCII. Furthermore, this study reveals the interrelationships of human, structural and RC.

Influence of intellectual capital and integration on operational performance: big data analytical capability perspectives

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chun-Hsi Vivian Chen ◽  
Yu-Cheng Chen
Keyword(s):  
Big Data ◽  
Supply Chain ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Operational Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Intangible Resources ◽  
Analytical Capability ◽  
Internal Integration

Purpose In the digital economy, as artificial intelligence applications increase, big data analytical capability (BDAC) plays a crucial role, and intellectual capital is growing in importance. This study aims to examine the possible benefits and effects of intellectual capital, BDAC and integrations on operational performance. Design/methodology/approach This study collected data from firms in Asia, and a total of 257 senior managers completed a questionnaire. Confirmatory factor analysis and structural equation modeling (SEM) is used for statistical analysis. Findings Intellectual capital positively correlates with BDAC, and BDAC positively relates to internal integration but not to external integration. Furthermore, both internal integration and external integration positively correlate with operational performance. This study supports that internal integration is a significant mediator in the influence of BDAC on operational performance. Practical implications First, the authors provide empirical evidence that intelligent capital in intangible resources helps firms to build BDAC. Second, this study stresses the importance of BDAC in business, which enhances the integration of the whole supply chain and results in superior operational performance. Originality/value This is a first attempt from the perspective of intelligent capital and uses SEM to emphasize the relationships among BDAC, supply chain integration and performance based on unique and irreplaceable intangible resources, thus providing a new perspective on the contributing factors of BDAC.

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