scholarly journals The impact of social and human capital on individual cooperative behaviour

2015 ◽  
Vol 11 (1) ◽  
pp. 4-29
Author(s):  
Gjalt De Jong
Keyword(s):  
Human Capital ◽  
Strategic Change ◽  
Sustainable Growth ◽  
Added Value ◽  
Successful Implementation ◽  
Cooperative Behaviour ◽  
Human Beings ◽  
Content Type ◽  
National Differences ◽  
The Impact

Purpose – The purpose of this study is to analyse whether, and if so, how, personal background and intellectual assets determine individual cooperation. Design/methodology/approach – The purpose of this paper is to analyse whether, and if so, how, social and human capital determine cooperation. Findings – The empirical results show that variations in human and social capital offer a substantial explanation for the likelihood of cooperative behaviour in people involved in social dilemma situations. Research limitations/implications – Testing the model in an international setting with non-student subjects (managers, policymakers) would allow us to explore the consequences of cross-national differences in various forms of capital. Practical implications – Successful implementation of strategic change requires leaders who are able to effectively communicate and motivate employees. The study highlights what factors makes some leaders more cooperative and, hence, potentially more successful in supervising corporate change than others. Social implications – For sustainable growth, countries need leaders who are willing and able to collaborate not only with other international leaders but also within their public administration. This paper offers explanations why some political leaders more than others are able to successfully collaborate with their political opponents. Originality/value – The added value of mainstream economics to understand key elements of international business is limited due to their stringent behavioural assumptions. The research is original in that it shows that individuals make decisions not like rational machines but like real human beings.

Strategy implementation and organizational levels: resourcing for innovation as a case

2015 ◽  
Vol 2 (2) ◽  
pp. 157-175
Author(s):  
Robert Engberg ◽  
Sven-Åke Hörte ◽  
Magnus Lundbäck
Keyword(s):  
Human Capital ◽  
Personality Traits ◽  
Strategic Change ◽  
Strategy Implementation ◽  
Multinational Firm ◽  
Successful Implementation ◽  
Content Type ◽  
Centre Of Gravity ◽  
New Strategy ◽  
Organizational Levels

Purpose – The purpose of this paper is to further the understanding of the link between human capital and strategy across hierarchies. Design/methodology/approach – Using data on personality traits as a proxy for strategy implementation success, empirical data included 1,738 Operational Personality Questionnaire personality traits assessments in one large multinational firm. Respondents spanned from top-management to white-collar employees. Besides personality traits, measures include employment level and employment status. In addition, a total of 43 interviews were performed on the employee-level, with middle managers, with senior managers, and with executive-level managers. Findings – After a strategic shift, successful implementation of a human resource management (HRM) strategy decreased down through the hierachies. This has implications for a firm trying to realign its resources to a new strategy. If the strategic shift is large, this will pose a great problem as human capital further down in the hierarchy will not be aligned to the new strategy, but rather be aligned to the old strategy. Research limitations/implications – The findings are discussed using the concept of the strategic centre of gravity. The authors elaborate on the concept in terms of the origin, mass, and inertia of the strategic centre of gravity. Practical implications – A successful strategic shift in this sense will to a great extent depend on how successful the implementation is at lower levels of hierarchy, thus pointing to the importance to considering this when designing and pursuing strategic change. Originality/value – The research contributes to the HRM literature by furthering the understanding of aligning human capital on different organizational levels to strategy and by developing the concept of the strategic centre of gravity.

The central role of knowledge management in business operations

2015 ◽  
Vol 21 (5) ◽  
pp. 1117-1139 ◽  
Author(s):  
Dimitrios Chatzoudes ◽  
Prodromos Chatzoglou ◽  
Eftichia Vraimaki
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Self Report ◽  
Successful Implementation ◽  
Management Process ◽  
Content Type ◽  
Organisational Climate ◽  
Innovative Culture ◽  
The Impact

Purpose – Knowledge Management (KM) is a contemporary research field of high interest for both academics and practitioners. For more than 15 years, successful companies have used KM as their most valuable source of competitive advantage. The purpose of this paper is attempt to extend the existing empirical approaches (research models), by focusing on the process of KM and its diffusion throughout the organisation. Design/methodology/approach – The present study proposes a newly developed conceptual framework that adopts a four-step approach, highlighting four areas of interest that have never been simultaneously examined before: knowledge antecedents, KM process, KM outcomes (satisfaction from the KM process) and individual (employee) outcomes. The proposed conceptual framework is tested, using a structured questionnaire, in a sample of 211 bank employees. The reliability and the validity of the questionnaire were thoroughly examined, while research hypotheses were tested using the “Structural Equation Modelling” technique. Findings – The results revealed that companies with enhanced innovative culture and an organisational climate that facilitates cooperation between employees tend to promote and ultimately maximise knowledge diffusion. Moreover, a contribution of the present study is the empirical confirmation of the relationship between the proposed factor “satisfaction from the knowledge management process” and both organisational commitment and job satisfaction. Research limitations/implications – A limitation stemming from the adopted methodology is the use of self-report scales to measure the factors (constructs) of the proposed model. Moreover, the present paper lacks a longitudinal approach, since it provides a static picture (snapshot) of the application of KM within enterprises. Practical implications – The paper highlights-specific areas (factors) that companies should enhance in order to harvest the potential benefits of KM. According to the empirical findings, organisations should focus on their human capital when managing their knowledge processes. After all, employee satisfaction from the KM process is found to be crucial for enhancing their job satisfaction and job performance. Originality/value – The paper proposes an enhanced conceptual framework that incorporates critical issues concerning the successful implementation of KM, thus, providing valuable tools for decision makers and academics. Its originality lies in the nature of its approach. More specifically, the present study examines the impact of KM on individual-level (employee), something that rarely appears in the relevant literature. Additionally, it incorporates “satisfaction from the knowledge management process” as a significant outcome of the KM process, thus, enriching the literature of the field. Finally, it investigates the impact of three contextual factors (innovative culture, organisational climate, inter-functional coordination) on KM process (externalisation, internalisation, socialisation, combination), adopting an approach that acknowledges KM as a function (factor) that transmits contextual influence onto individual effectiveness. The results of the study may be generalised in other sectors with similar characteristics (knowledge-intensive and learning organisations, service sector companies, etc) and in other developed countries whose financial institutions face similar challenges as the ones in Greece.

The effect of intangible assets on sustainable growth and firm value – Evidence on intellectual capital investment in companies listed on Bucharest Stock Exchange

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Catalin Ionita ◽  
Elena Dinu
Keyword(s):  
Growth Rate ◽  
Intellectual Capital ◽  
Firm Value ◽  
Intangible Assets ◽  
Stock Exchange ◽  
Listed Companies ◽  
Sustainable Growth ◽  
Content Type ◽  
Sustainable Growth Rate ◽  
The Impact

PurposeThe present study investigates the connection between company investments in intellectual capital (IC) and how they translate into financial value. The aim is to test the impact of intangible assets on the firm value and its sustainable growth.Design/methodology/approachThe research employs computation models to determine the sustainable growth rate (SGR) and the firm value (FV), and by using the ordinary least squares (OLS) model through a linear regression assesses the relationship between the dependent variables and expenditures on intangibles like R&D, IT programs and patents. A sample of 42 companies has been selected out of the 78 listed at Bucharest Stock Exchange (BSE), based on the appropriateness of the information disclosed in the financial reports for the period 2016–2019.FindingsThe results show that intangibles classified as innovative competences (R&D and Patents) do not have a positive impact on SGR and FV in listed companies from Romania. Moreover, R&D has a negative and significant effect on FV, while IT Programs have a positive and significant impact on FV, but not on the SGR. Variables categorised as economic competencies (Brands, Shares held in associates and jointly controlled entities) and firm structure-specific variables (Leverage, Firm Performance) seem to have a significant effect on SGR and FV. Shares held in associates and jointly controlled entities is the variable that can have the biggest impact when it comes to FV for companies listed at BSE.Research limitations/implicationsDue to non-disclosure of specific information by some companies, or lack of investments in intangibles the sample had to be reduced and does not cover all listed companies.Practical implicationsCompanies listed on the Regulated Market from the Bucharest Stock Exchange should maintain their scale of liabilities at a reasonable level when financing intangible assets in order to ensure corporate long-term and sustainable development. Also, these companies should maintain awareness about the importance of intangible assets and invest more in specific sub-components, in order to sustain competitive advantage. Recognizing the roles of intangibles, managers need to develop strategies to invest in profitable intangibles by reasonably allocating their limited resources, in order to achieve sustainable growth and increase company success.Originality/valueStudies concerning the relation between investments in intangibles and sustainable growth rate and firm value of listed Romanian companies are very scarce. This paper reveals new research, never before undertaken, concerning expenditures on intangibles by Romanian companies and the valuation of such investments on Bucharest Stock Exchange.

Could CSR improve the financial performance of developing countries’ firms? Analyses of mediating effect of intangible resources

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Hamdoun ◽  
Mohamed Akli Achabou ◽  
Sihem Dekhili
Keyword(s):  
Developing Countries ◽  
Human Capital ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Mediating Effect ◽  
Social Dimension ◽  
Content Type ◽  
Intangible Resources ◽  
The Impact

Purpose This paper aims to examine the link between corporate social responsibility (CSR) and financial performance in the context of developing countries. More specifically, the mediating role of a firm’s competitive advantage and intangible resources, namely, human capital and reputation are studied. Design/methodology/approach The study considered a sample of 100 Tunisian firms. The analysis makes use of the structural equation modelling method to explore the relationship between CSR and financial performance, by including mediator variables. Findings The results confirm that CSR has no significant direct effect on financial performance. In particular, they indicate that the social dimension of CSR has a negative impact on performance. However, CSR does have a positive impact on competitive advantage via the two intangible resources considered, human capital and company reputation. Research limitations/implications The research fills a gap that occurred in the previous literature. In effect, previous studies focussed only on the direct link between CSR and financial performance. In addition, it enriches the limited literature on CSR strategies in the context of developing countries. However, further studies should explore the opposite relationship, i.e. the impact of financial performance on CSR strategy. In addition, the authors believe that amongst other potential research avenues, it would be interesting to study the moderating role of the activity sector. Practical implications From a practical point of view, this study suggests new applications with respect to the link between CSR and financial performance. To enhance their company’s financial performance, managers need to ensure that intangible resources are managed efficiently. Originality/value The paper contributes to the literature by examining how a firm’s intangible resources mediate between CSR and competitive advantage and how competitive advantage mediates between intangible resources and financial performance. Second originality is related to the study of the link between CSR and the financial performance of business organisations in the context of a developing country.

Digital technologies in micro and small enterprise: evidence from Uganda's informal sector during the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saadat Nakyejwe Lubowa Kimuli ◽  
Kasimu Sendawula ◽  
Shakilah Nagujja
Keyword(s):  
Informal Sector ◽  
Service Providers ◽  
Digital Technologies ◽  
Business Owners ◽  
Sustainable Growth ◽  
Small Enterprise ◽  
Content Type ◽  
Digital Service ◽  
Business Operations ◽  
The Impact

PurposeThe purpose of the study was to explore the intention of micro and small enterprises’ (MSEs) owners to adopt digital technologies as a strategy to catalyze sustainable growth of Uganda's economy.Design/methodology/approachThis study adopted a qualitative, multi-case design. The unit of inquiry consisted of business owners operating in St. Balikuddembe Market, Kampala, Uganda. They were interrogated to explore their intention to adopt digital technologies during the total lockdown as a strategy to sustainably operate their businesses.FindingsA total of four major themes emerged from the data analysis process and these are the impact of coronavirus disease 2019 (COVID-19) on business operations, awareness of digital technologies, usage of digital technologies and intention to use more digital technologies.Practical implicationsThe findings of the study shed light on what policymakers, digital service providers and business owners can do to improve uptake of digital technologies among MSEs in Uganda.Originality/valueThis study contributes to the extant literature on digital technologies in MSEs using evidence from Uganda's informal sector. The results of the study may catalyze uptake of digital technologies as policymakers and digital service providers will devise appropriate strategies that will enable business owners to integrate these technologies into their business operations.

Supporting creative ageing through the arts: the impacts and implementation of a creative arts programme for older people

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Simon Chester Evans ◽  
Jennifer Bray ◽  
Claire Garabedian
Keyword(s):  
Social Interaction ◽  
Older People ◽  
Well Being ◽  
Care Staff ◽  
Successful Implementation ◽  
Creative Arts ◽  
Standard Format ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to report on an independent evaluation of a three-year “Creative Ageing” programme, focussing on the impacts for participants and factors promoting successful delivery of sessions. Design/methodology/approach Artists provided feedback through reflective journals and questionnaires, while the views of care staff and participants were also captured in a standard format at the end of each arts session. Thematic analysis of the qualitative data identified common themes. Findings Twenty-three arts projects were delivered across a range of settings and through diverse art forms including dance, drama, music, visual arts and poetry. They reached nearly 2,200 participants who recorded over 8,100 session attendances in total. Participation in high quality creative experiences improved well-being for older people, as well as increasing social interaction and reducing isolation. Several factors facilitated successful implementation and delivery of the activities, particularly the need to hold planning meetings with staff to provide guidance around participant numbers and suitability, minimising disruption of the sessions and the supportive role of staff during the sessions. Opportunities for reflection enabled artists to address potential challenges and adapt their practice to meet the needs and preferences of participants and to the complexities of diverse settings. Originality/value Previous research has largely focussed on the impact of activities in a single setting. This study supports the role of creative arts in increasing social interaction as an attempt to tackle isolation and loneliness, both for older people living in the community and for those living in a communal setting such as care homes and supported living schemes.

Exploring the impact of intellectual capital on company reputation and performance

2018 ◽  
Vol 19 (5) ◽  
pp. 915-934 ◽  
Author(s):  
Gianluca Ginesti ◽  
Adele Caldarelli ◽  
Annamaria Zampella
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Corporate Reputation ◽  
Intangible Asset ◽  
Competition Authority ◽  
Data Set ◽  
Content Type ◽  
Capital Efficiency ◽  
And Performance ◽  
The Impact

Purpose The purpose of this paper is to analyse the impact of intellectual capital (IC) on the reputation and performance of Italian companies. Design/methodology/approach The paper exploits a unique data set of 452 non-listed companies that obtained a reputational assessment from the Italian Competition Authority (ICA). To test the hypotheses, this study implemented several regression analyses. Findings Results support the argument that human capital efficiency is a key driver of corporate reputation. Findings also reveal that companies, which obtained reputational rating under ICA scrutiny, show a positive relationship between IC elements and various measures of financial performance. Research limitations/implications The study focuses on a single country; it is not free from the imprecisions of Pulic’s VAIC model. Practical implications This paper recommends companies that are interested to achieve a robust reputation should consider the human capital as a strategic intangible asset. Second, the results suggest that companies with an ICA reputational rating are able to leverage their intangibles to potentiate performance and competitiveness. Originality/value This is the first empirical investigation on the contribution of IC in generating value for corporate reputation. Additionally, the study contributes to the literature on the link between IC and performance by examining a sample of firms not yet explored in prior research.

The impact of intellectual capital and knowledge flows on incremental and radical innovation

2018 ◽  
Vol 10 (2/3) ◽  
pp. 149-170 ◽  
Author(s):  
Duy Quoc Nguyen
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Radical Innovation ◽  
Knowledge Flows ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Content Type ◽  
Radical Innovations ◽  
The Impact

PurposeThe 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/approachThis 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.FindingsResults 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 implicationsThe 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/valueThis 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.

Capital regulation, competition and risk-taking behavior of Indian banks in a simultaneous approach

2018 ◽  
Vol 44 (4) ◽  
pp. 459-477 ◽  
Author(s):  
Santi Gopal Maji ◽  
Preeti Hazarika
Keyword(s):  
Human Capital ◽  
Risk Taking ◽  
Value Added ◽  
Capital Adequacy ◽  
Bank Risk ◽  
Capital Regulation ◽  
Content Type ◽  
Risk Taking Behavior ◽  
Indian Banks ◽  
The Impact

Purpose The purpose of this paper is to investigate the association between capital regulation and risk-taking behavior of Indian banks after incorporating the influence of competition. Further, the study intends to enrich the existing literature by providing empirical evidence on the role of human resources in managing risk along with the influence of other bank specific and macroeconomic variables. Design/methodology/approach Secondary data on 39 listed Indian commercial banks are collected from “Capitaline Plus” corporate data database for a period of 15 years. Capital is measured by capital adequacy ratio as defined by the regulators, and two definitions of risk – credit risk and insolvency risk – are employed. Competition is measured by Herfindahl-Hirschman deposits index, concentration ratio and H-statistic. The value-added intellectual coefficient model is employed to compute human capital efficiency (HCE). Three-stage least squares technique in a simultaneous equation framework is used to estimate the coefficients. Findings The study finds that absolute level of regulatory capital and bank risk are positively associated, although the influence of capital on risk is not statistically significant. The influence of competition on risk is negative for all the models, which supports the “competition stability” view. The impact of human capital on bank risk is also negative for all cases. Practical implications The findings of the study are useful for the decision makers in several ways based on the inverse influence of competition and HCE on bank risk. Further, the observed positive association between capital and risk indicates that the capital regulation is not sufficient to enhance the stability in the banking sector. Originality/value This is the first study in the Indian context that incorporates the competition in the banking industry as an explanatory variable in the extant bank capital and risk relationship.

The impact of FDI on human capital development in SACU countries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Winfried Henok ◽  
Teresia Kaulihowa
Keyword(s):  
Human Capital ◽  
Secondary Level ◽  
Policy Implications ◽  
Supporting Evidence ◽  
Human Capital Development ◽  
Member States ◽  
Content Type ◽  
Level Of Education ◽  
Capital Development ◽  
The Impact

PurposeThis paper aims to examine how FDI trickle down to human capital development in SACU member states.Design/methodology/approachA longitudinal research design and feasible general least squares was used over the periods 1990 and 2018.FindingsThere is supporting evidence that FDI enhances human capital when primary school enrolment rate is used. However, the reverse holds for the secondary level of education. It can be argued that although FDI exhibits a positive effect on primary education, optimal spillovers to human capital development has not been realized. An indication that certain level of human capital may be required to ensure the optimal benefit of FDI or the types of current FDI does not enhance FDI-led-human capital hypothesis.Practical implicationsThe negative effect of FDI toward secondary level of education could be an indication of a weak absorptive capacity. SACU's current dominance of FDI activities toward extractive industries could limit potential benefit of FDI due to capacity constraints. Practical policy implications indicate that SACU member states need to ensure that it attracts FDI toward smart investment that enhances human capital development.Social implicationsThere is need to a gear FDI firms toward corporate social responsibilities that will stimulate secondary education.Originality/valueThe novelty of this paper is twofold. First, it focuses on SACU countries where majority of the people are trapped with poverty and inequality issues. Second, SACU member states have used greenfield FDI as a policy instrument to enhance human capital. However, human capital link remains weak. This creates a need to search for smart FDIs that are committed toward community transformation through human capital development.

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