Intellectual capital role in ambidexterity emergence

2017 ◽  
Vol 18 (4) ◽  
pp. 733-744 ◽  
Author(s):  
Susana Fernández-Pérez de la Lastra ◽  
Natalia García-Carbonell ◽  
Fernando Martín-Alcázar ◽  
Gonzalo Sánchez-Gardey
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Organizational Capabilities ◽  
Integrative Model ◽  
Alternative View ◽  
Organizational Ambidexterity ◽  
Organizational Capital ◽  
Content Type ◽  
Multilevel Perspective

Purpose Considering the inconclusive results in the literature on the way organizations create ambidextrous organizational capabilities, the purpose of this paper is to present an alternative theoretical model of three different paths through which ambidexterity is built. From a multilevel perspective, the model describes how specific combinations of the facets of intellectual capital – human, social and organizational capital – can synergistically work to reach ambidexterity. Design/methodology/approach The study is based on main arguments from multilevel and intellectual capital literature. The multilevel approach allows the authors to consider a broader perspective to define three specific modes to create ambidextrous capabilities. Additionally, the intellectual capital literature completes the model, with the input (human capital), mechanisms (social capital) and the infrastructure (organizational capital) needed to develop ambidexterity. With the integration of both frameworks, the model explains how different types of ambidexterity are generated at diverse firm levels – individual, group and organizational, following different and complementary paths. Findings This research goes beyond the traditional arguments on how organizations develop simultaneously exploration and exploitation activities, proposing an integrative model of three complementary modes: path 1 (ambidexterity based on individual human capital); path 2 (ambidexterity through social capital) and path 3 (ambidexterity through organizational capital). These paths link organizational levels in organizations, showing the accumulative process of ambidexterity from a multilevel perspective. Originality/value The paper offers an alternative view expanding the ongoing discussion in the ambidexterity field. There is a lack of configurational models in the literature that describe, from a synergistic point of view, these complementary paths to achieving organizational ambidexterity. This approach contributes to explaining that not only individual ambidextrous human capital is needed to generate organizational ambidexterity, but also that specialist human capital could be a source of ambidexterity.

The impact of intellectual capital on innovation generation and adoption

2016 ◽  
Vol 17 (4) ◽  
pp. 675-695 ◽  
Author(s):  
Mir Dost ◽  
Yuosre F. Badir ◽  
Zeeshan Ali ◽  
Adeel Tariq
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Positive Impact ◽  
Innovation Adoption ◽  
Organizational Capital ◽  
Content Type ◽  
The Impact ◽  
Innovation Generation

Purpose The purpose of this paper is to measure the separate and interrelated effects of three aspects of intellectual capital (human, social and organizational capital) on innovation generation and adoption. Design/methodology/approach Data were collected from 318 respondents’ of chemical firms. This study used multiple regression analysis to analyze the influence of human, organizational and social capital on innovation generation and adoption. Findings Results suggest that organizational capital exerts significantly positive impact on innovation adoption. In the same vein, social capital exerts significantly positive impact on both innovation generation and adoption. Moreover, interaction of social capital further strengthens the influence of organizational capital on innovation adoption. Contrary to hypotheses, human capital does not exert significant influence on innovation generation. However, interaction of social capital further strengthens the impact of human capital on innovation generation. Practical implications Findings offer implications for modern managers to utilize the knowledge that resides in firm’s different locations. It also enhances managerial ability to identify and apply these knowledge resources to expedite innovation generation and adoption. Originality/value Innovation generation and adoption plays a critical role in firm’s acquiring success and competitive advantage, yet the influence of intellectual capital on innovation generation and adoption mostly remains as unexplained puzzle. This study contributes to knowledge-innovation literature by examining the missing link between different types of knowledge and innovation generation and adoption. It also helps to comprehend the enabling factors through which firms capitalize upon, and obtain, a sustainable competitive advantage.

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.

scholarly journals Translating green strategic intent into green process innovation performance: the role of green intellectual capital

2021 ◽  
Vol 22 (7) ◽  
pp. 43-67
Author(s):  
Jirapol Jirakraisiri ◽  
Yuosre F. Badir ◽  
Björn Frank
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Relational Capital ◽  
Green Process ◽  
Organizational Capital ◽  
Content Type ◽  
Strategic Intent ◽  
Positive Effects ◽  
Green Strategy ◽  
Green Process Innovation

PurposeMany firms struggle to implement strategies that can successfully enhance the environmental sustainability of their processes. Drawing on the theories of green intellectual capital and complementary assets, this study develops a model describing the mechanism whereby firms can translate a green (i.e., environmental) strategy into a superior green process innovation performance (GPIP).Design/methodology/approachRegression analysis of multi-source survey data collected from 514 managers at 257 firms (257 top management members and 257 safety or environmental managers) was used to test the hypotheses.FindingsA firm's green strategic intent has positive effects on the three aspects of green intellectual capital (i.e., human, organizational and relational capital). In turn, these three aspects have positive effects on GPIP. Moreover, green organizational capital positively moderates the effect of green relational capital on GPIP, whereas it negatively moderates the effect of human capital on GPIP.Research limitations/implicationsIn order to implement a green strategy successfully, especially in polluted industries such as the chemical industry, managers need to develop not only the firm's tangible resources but also its intangible resources. The more they invest in green organizational capital, the higher the level of GPIP that can be achieved. On average, a firm's green human capital is more important than its organizational and relational capital. Moreover, its organizational capital helps capture the benefits of its relational capital, but it impairs the creativity of its human capital.Originality/valueThe authors contribute to the literature on green strategy implementation by suggesting that green intellectual capital plays a mediating role in the relationship between a firm's green strategic intent and GPIP.

scholarly journals PERAN INTELLECTUAL CAPITAL DAN INNOVATIVE BEHAVIOR UNTUK MENINGKATKAN OPPORTUNITY CAPTURE PADA INDUSTRI PERHOTELAN

2020 ◽  
Vol 15 (2) ◽  
pp. 405-422
Author(s):  
Wahyudi Henky Soeparto ◽  
Thomas Stefanus Kaihatu
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Organizational Level ◽  
Innovative Behavior ◽  
Organizational Capital ◽  
Difficult Situation ◽  
The Face ◽  
The City ◽  
Positive Effect

The tourism business in the city of Surabaya, especially the hotel industry, has been hit badly by the Covid-19 pandemic where hotel occupancy rates fell to their lowest level. However, efforts must be made to keep the wheels of the organization running in the face of this difficult situation. Therefore, hotel business actors must make something innovative so that hotels can continue to operate and have a competitive edge. This study attempts to analyze the factors that can generate the ability to opportunity capture through the implementation of innovative behavior which in turn is also driven by various types of intellectual capital at each organizational level such as human capital, organizational capital and social capital. This research is a quantitative study and uses the Generalized Structured Component Analysis (GSCA) method to process research data that has been collected from 74 hotels in the city of Surabaya. Of the four hypotheses developed in this study, only three hypotheses can be accepted, namely human capital has a positive effect on innovative behavior, social capital has a positive effect on innovative behavior, and innovative behavior has a positive effect on opportunity capture. While the hypothesis which states that organizational capital has a positive effect on innovative behavior is not proven.

Should companies invest in human resource development practices? The role of intellectual capital and organizational performance improvements

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mavis Yi-Ching Chen ◽  
Long W. Lam ◽  
Julie N.Y. Zhu
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Intellectual Capital ◽  
Return On Assets ◽  
Content Type ◽  
Performance Improvements ◽  
The Relationship

PurposeIn 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/approachThe 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.FindingsThe 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/valueThis study adds to the empirical evidence regarding whether or not investment in HRD practices can lead to positive changes in financial performance.

Intellectual capital stocks and flows: examining the mediating roles of social capital and knowledge transfer

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samer Eid Dahiyat ◽  
Suhad Mohammad Khasawneh ◽  
Nick Bontis ◽  
Mohammad Al-Dahiyat
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Transfer ◽  
Knowledge Flows ◽  
Pharmaceutical Manufacturing ◽  
Embodied Knowledge ◽  
Organizational Capital ◽  
Content Type ◽  
Knowledge Stocks ◽  
Stocks And Flows

Purpose This study aims to develop and empirically test a “stocks and flows”-based model of intellectual capital (IC) that examines how human-embodied knowledge (i.e., human capital) can be transformed into organisational non-embodied knowledge (i.e., organisational capital) through the mediating roles of social capital and the knowledge management (KM) process of knowledge transfer. Design/methodology/approach A structural model was developed and empirically tested using a survey data set of 295 questionnaires collected from the “knowledge-intensive” pharmaceutical manufacturing industry in Jordan. Findings Empirical results revealed that each of human capital, social capital and knowledge transfer has a positive and significant effect on organizational capital. In particular, knowledge transfer emerged as having the strongest effect. Social capital, on the other hand, emerged as having a positive and significant effect on knowledge transfer. Mediation analysis revealed that while human capital significantly affects organizational capital, such an effect is partially and significantly mediated by each of social capital as well as knowledge transfer. Practical implications This study provides senior managers in pharmaceutical manufacturing firms with valuable insights pertaining to the development of their IC, in terms of how to exploit their knowledge stocks (i.e. human-embodied knowledge and organizational non-embodied knowledge) through managing knowledge flows between them. This was shown to be significantly leveraged by the mediating roles of social capital as well as knowledge transfer. Originality/value This study provides important theoretical and empirical contributions to the extant literature in a number of ways. It provides better understanding of the intricate linkages among IC dimensions, and how these play complementary roles in organizational capital development. It has also provided important empirical evidence highlighting the vital mediating roles of social capital and knowledge transfer in facilitating knowledge flows, which aid in transforming human-embodied knowledge stocks into organizational-embodied ones.

scholarly journals Analisis Modal Intelektual pada Inovasi Sektor Pariwisata di Yogyakarta

2021 ◽  
Vol 22 (1) ◽  
Author(s):  
Heri Susanto ◽  
Rosita Rosita ◽  
Rudi Prasetyo Ardi
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Data Analysis ◽  
Intellectual Capital ◽  
One Dimension ◽  
Organizational Capital ◽  
Analysis Techniques ◽  
Corporate Innovation ◽  
Innovation Product ◽  
Three Components

An organization's ability to innovate depends on its intellectual capital. Our study attempts to examine the influence of individual components of intellectual capital on corporate innovation. This article proposes a method of classifying and measuring intellectual capital, highlighting the following three components. Human capital, organizational capital and social capital. Our goal is to explain a company's performance in the field of innovation and highlight the importance of each one Dimension of intellectual capital for a certain type of innovation (product, process, marketing and organization). For this purpose, a survey was carried out among 80 participating SMEs in the Yogyakarta tourist area. Company data was analyzed using SPSS using regression data analysis techniques through the developed hypothesis.

scholarly journals HRM Practices and Intellectual Capital Architecture: Fostering Ambidexterity in MNCs

2018 ◽  
Vol 22 (1) ◽  
pp. 115-132 ◽  
Author(s):  
C. Lakshman ◽  
Olivier Dupouët ◽  
Tatiana Bouzdine-Chameeva
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Intellectual Capital ◽  
Organizational Ambidexterity ◽  
Organizational Capital ◽  
Hrm Practices ◽  
Hr Practices ◽  
Resource Perspective

Organizational ambidexterity has been well researched. Yet, the human resource perspective on this is non-existent. We contribute by providing an empirical understanding of HRM practices at a large MNC encompassing both structural and contextual ambidexterity. Our revelatory case design provides an in-depth investigation of a French MNC. Findings suggest that an intellectual capital configuration, with relatively high levels of human, social, and organizational capital respectively is essential for fostering ambidexterity. Additionally, both a human-capital enhancing HR system and an administrative HR system aids ambidexterity. We discuss the intellectual capital architecture, HR practices, theoretical contributions, limitations, and directions for further research.

The effect of knowledge management on intellectual capital, social capital, and firm innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahdi Salehi ◽  
Mohammad Ali Fahimi ◽  
Grzegorz Zimon ◽  
Saeid Homayoun
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Chief Executive Officers ◽  
Structural Equation ◽  
Chief Executive ◽  
Equation Modeling ◽  
Capital Social ◽  
Manufacturing Companies ◽  
Content Type

Purpose This study aims to analyze the literature on knowledge management on intellectual capital, social capital and its contribution to Iranian companies’ innovation. Design/methodology/approach To investigate knowledge management’s relationship on intellectual capital, social capital and innovation, using structural equation modeling based on data collected from 205 chief executive officers, production managers and marketing managers of Iranian companies. The research instrument is a standard questionnaire consisting of 109 questions in which 5 of them are demographic questions, 26 questions were asked to reveal the knowledge management process, 40 questions for intellectual capital, 21 for social capital and 17 for innovation. Findings The results show that knowledge management has a positive and significant relationship between intellectual capital and social capital. Knowledge management did not have a significant effect on innovation. However, intellectual capital and social capital have a significant effect on innovation. On the other hand, knowledge management mediated by intellectual capital and social capital has a positive and significant indirect effect on innovation. Originality/value The paper includes the implications for developing knowledge management and intellectual, social capital leading to innovation in manufacturing companies. Knowledge management can improve the innovation performance of a company if it is shared and applied effectively. This study addresses an important subject and the findings may be used by professionals and managers or another person interested in advancing knowledge management that leads to innovation.

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.

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