Integrating knowledge management with intellectual capital to drive strategy: a focus on Italian SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniele Giampaoli ◽  
Francesca Sgrò ◽  
Massimo Ciambotti ◽  
Nick Bontis
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Empirical Evidence ◽  
Intellectual Capital ◽  
Partial Least Square ◽  
Strategic Decision ◽  
Equation Modeling ◽  
Direct Impact ◽  
Content Type ◽  
Positive Direct

Purpose This study aims to provide empirical evidence on the linkage between knowledge management (KM), intellectual capital (IC), planning effectiveness (PE) and innovation performance in Italian small and medium-sized enterprises (SMEs). Design/methodology/approach Survey data from 172 Italian SMEs was collected through an online questionnaire and analyzed using structural equation modeling (partial least square). Findings Results show that KM practices have a positive direct impact on each IC component which influences PE. Finally, structural capital and PE have a positive direct impact a firm’s ability to innovate. Research limitations/implications For researchers, this paper fills an important gap in the academic literature by conceptualizing and empirically testing the link between IC and PE. The main practical implication of this study is that developing intangible resources is of particular importance for strategic decision-making in SMEs. The focus on Italian SMEs limits the generalizability of the results. Originality/value This study provides empirical evidence on how KM and IC interact and mutually drive PE. Second, results shed light on the importance of IC to enhance a firm’s ability to reach its goals. Finally, the focus on SMEs enriches the extant literature in the field confirming the vital role of KM and IC in managerial decision-making.

Intellectual capital, knowledge management and competitive advantage: a resource orchestration perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shafique Ur Rehman ◽  
Stefano Bresciani ◽  
Khurram Ashfaq ◽  
Gazi Mahabubul Alam
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Manufacturing Sector ◽  
Partial Least Square ◽  
Business Strategies ◽  
Equation Modeling ◽  
Content Type ◽  
Differentiation Strategy ◽  
Resource Orchestration

Purpose This study aims to examine the influence of intellectual capital and knowledge management on competitive advantage with the mediation role of innovativeness in the Pakistan manufacturing industry. Moreover, differentiation strategy is used as a moderator between innovativeness and competitive advantage. Design/methodology/approach The data was collected from 387 manufacturing firms in Pakistan through questionnaires. Purposive random sampling was used to collect data. The partial least square structural equation modeling (PLS-SEM) method is used to test the proposed hypotheses. This study followed multiple regression analyses to see the influence of intellectual capital, knowledge management, innovativeness and differentiation strategy on competitive advantage. Findings The results elucidate that intellectual capital and knowledge management significantly determines innovativeness and competitive advantage. Moreover, innovativeness significantly mediates between intellectual capital, knowledge management and competitive advantage. Besides, innovativeness significantly determines competitive advantage. Business strategies significantly lead to competitive advantage. Finally, business strategies significantly moderate between innovativeness and competitive advantage. Practical implications The research highlight an important issue that how manufacturing sector management uses intellectual capital, knowledge management, innovativeness and business strategies in determining competitive advantage. Besides, it covers the gap and assists the management of the manufacturing sector to focus on exogenous constructs to examine competitive advantage. Originality/value This study adds value to the body of knowledge by focusing on predictors that impact competitive advantage. This initial study determines intellectual capital and knowledge management influence on competitive advantage and innovativeness as a mediator by using resource orchestration theory. Moreover, differentiation strategy is used as moderating variable between innovativeness and competitive advantage. The managers, students and researchers can obtain benefits from this study.

scholarly journals Intellectual capital's link with financing opportunities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mara Del Baldo ◽  
Daniele Giampaoli ◽  
Maddalena Macrellino ◽  
Nick Bontis
Keyword(s):  
Empirical Evidence ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Online Survey ◽  
Relational Capital ◽  
Direct Impact ◽  
Content Type ◽  
Structural Capital ◽  
Equation Modelling ◽  
Positive Direct

PurposeThis study aims to provide empirical evidence on the link between intellectual capital and a firm's ability to attract funding and financing in Italian companies.Design/methodology/approachData from 125 Italian companies was collected through an online survey and analysed using structural equation modelling (PLS-SEM).FindingsResults show that structural capital has a positive, direct impact on both human and relational capital. At the same time, relational capital is the only intellectual capital component that has a positive, direct impact on a firm's ability to attract funding and financing. Finally, we found that a firm's ability to attract funding and financing impacts both innovation and financial performance.Originality/valueThis novel study is among the first to provide empirical evidence of how human, relational and structural capital interact with each other and enhance a firm's ability to attract funding and financing.

The impact of knowledge management strategies on the relationship between intellectual capital and innovation: evidence from SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sahar Hayaeian ◽  
Reza Hesarzadeh ◽  
Mohammad Reza Abbaszadeh
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Radical Innovation ◽  
Partial Least Square ◽  
Least Square ◽  
Incremental Innovation ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact

PurposeThe purpose of this study is to investigate the moderating role of knowledge management (KM) strategies in developing the effect of intellectual capital (IC) on innovation for small- and medium-sized enterprises (SMEs). Specifically, the current study explores how different interactions between IC and KM strategies lead to more powerful innovation in SMEs.Design/methodology/approachThis study analyzes survey responses from 170 owners/managers of SMEs in Iran. The study uses partial least square structural equation modeling methods within Smart PLS software.FindingsThis study reveals that first IC has an excellent level of engagement with both incremental and radical types of innovation, but its engagement level with radical innovation is higher than that for incremental innovation. Second, the human capital component of IC has a direct positive impact on radical innovation although it has no significant impact on incremental innovation. Third, the personalization strategy of KM positively moderates the impact of human capital on both incremental and radical innovation.Originality/valueThis paper is an empirical attempt in SMEs to combine IC and KM strategies to strengthen innovation. It presents research community for SMEs of a developing country that has been investigated in a limited way compared to large firms of developed nations and provides valuable insights into 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.

Key factors that improve knowledge-intensive business processes which lead to competitive advantage

2019 ◽  
Vol 25 (1) ◽  
pp. 126-143 ◽  
Author(s):  
Selena Aureli ◽  
Daniele Giampaoli ◽  
Massimo Ciambotti ◽  
Nick Bontis
Keyword(s):  
Problem Solving ◽  
Business Processes ◽  
Partial Least Square ◽  
Direct Impact ◽  
Creative Problem Solving ◽  
Content Type ◽  
Creative Problem ◽  
Knowledge Intensive ◽  
Problem Solving Process ◽  
Positive Direct

PurposeThe purpose of this paper is to empirically test the knowledge-intensive process of creative problem-solving and its outcomes.Design/methodology/approachThis study uses survey data from 113 leading Italian companies. To test the structural relations of the research model the authors used the partial least square (PLS) method.FindingsResults show that work design and training have a positive direct impact on creative problem-solving process while organizational culture has a positive impact on both creative problem-solving process and its outcomes. Finally creative problem-solving process has a strong direct impact on its outcomes and this, in turn, on firms’ competitiveness.Practical implicationsThis study suggests that managers must highlight the problem-solving process as it affects a firm’s capability to find creative solutions and therefore its competitiveness. Moreover, the present paper suggests managers should invest in specific knowledge management (KM) practices for enhancing knowledge-intensive business processes.Originality/valueThe present paper fills an important gap in the BPM literature by empirically testing the relationship among KM practices, multistage processes of creative problem-solving and their outcomes, and firms’ competitiveness.

Evaluation of perceived benefits and employee satisfaction through knowledge management practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jamini Ranjan Meher ◽  
Rohita Kumar Mishra
Keyword(s):  
Knowledge Management ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Research Study ◽  
Essential Element ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Employee Benefit ◽  
Content Type ◽  
Perceived Benefit

Purpose This study aims to identify the key contributing factors of knowledge management (KM) practices with respect to an employee benefit. The research is designed to gain insight into the KM practices of Indian information technology (IT) firms and evaluate its effects on employee perceived benefit (EPB) and employee satisfaction (ES). Design/methodology/approach This study focuses on the cause and effect relationship between the variables. In this research study, a structured questionnaire is administered and accumulated responses from executives, software developers and knowledge managers from five IT firms with the help of google form. The sample size was 339 for this study. Confirmatory factor analysis and partial least square (PLS)-structural equation modeling have been used to analyze the data with the help of SMART-PLS software. Findings The well-fitted model describes the importance of KM practices with respect to increasing employee benefit and satisfaction. The hypothesized model is empirically investigated and it is also supported by the analysis. The KM practices have significant effects on EPBs. Employee benefits have a significant effect on ES. The result shows that the benefits of KM practices are more intended toward the sources of motivation where they can increase their capability with the help of KM practices. Research limitations/implications Benefit leads to the motivation and satisfaction of employees. The work itself can be a highly motivating dimension with the help of proper KM practices. The managers’ prime responsibility is to focus on collaborative work with regularizing the exchange of knowledge, where new knowledge can be created and, do better for the organization. Originality/value This research study offers a new direction of motivation to work. The employee can be highly motivated if he can be benefited from the work itself. This study gives an approach to satisfy the employee with the help of KM practices. Perceived benefit is considered as an essential element for this study.

Organizational competencies toward digital transformation at the events of disruptive changes: an operational process innovation perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Malek Al-Edenat
Keyword(s):  
Technological Process ◽  
Environmental Changes ◽  
Process Innovation ◽  
Digital Transformation ◽  
Equation Modeling ◽  
Direct Impact ◽  
Content Type ◽  
Disruptive Change ◽  
Positive Direct ◽  
The Impact

Purpose Digital transformation becomes the future path for all organizations. Organizations are in need to progress the technology in the event of rapid environmental changes in all aspects. This implies the essential need to adapt to these changes, not only to benefit from the vast opportunities it offers yet even to stay relevant in this instability, complexity, uncertainty and vagueness environment. This paper aims to examine the impact of different variables such as disruptive change, technological process innovation and industry 4.0 (I4.0) on digital transformation. It helps identify the different capabilities needed for digitalization and digital maturity, identify the supporting methods for adopting different technologies and offer answers to overwhelmed those challenges and obstacles resulting in this environment. Design/methodology/approach A quantitative approach was used in conducting this research, whereas a questionnaire survey strategy was used for this investigation. In total, 450 participants have been surveyed from three major private mining organizations in the Jordanian context. Structural equation modeling was used for the analysis stage and hypotheses testing. Findings The results of the analysis revealed that support the direct impact of the event of disruptive change, technological process innovation on digital transformation. In addition, the results showed that there is a positive direct impact of the event of disruptive change on technological process innovation. While I4.0 was found to moderate the relationship between the event of disruptive change and digital transformation. Practical implications Decision-makers are responsible for directing their organization toward digitalization. This transformation needs capabilities that help organizations in competing and survive in this challenging environment. That is, it is essential to increase process innovation and moving toward more adoption of I4.0. However, the event of disruptive change should be considered as a motivation for the organizations rather than an obstacle. Moreover, different populations, methods and other variables that may affect digitalization may generate novel insights in further research. Originality/value Theoretically, novel insights into the event of the disruptive change and its implications have been added to the literature. The models used in the current examination provide new directions for understanding and studying digital transformation and organizational capabilities that are needed for transformation. From the managerial perspective, these findings enhance understanding of practices in which the event of disruptive change supports innovation and highlight the values added through recommending more adopting of I4.0 applications to yield more innovative harvests.

Intellectual capital and business performance: the role of dimensions of absorptive capacity

2019 ◽  
Vol 21 (1) ◽  
pp. 23-39 ◽  
Author(s):  
Syed Saad Ahmed ◽  
Jia Guozhu ◽  
Shujaat Mubarik ◽  
Mumtaz Khan ◽  
Essa Khan
Keyword(s):  
Absorptive Capacity ◽  
Intellectual Capital ◽  
Business Performance ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Realized Absorptive Capacity

Purpose The purpose of this paper is to empirically examine the mediating role of potential and realized absorptive capacity in intellectual capital (IC) and business performance. It also investigates the direct impact of the components of IC on business performance. Design/methodology/approach Partial least square-structural equation modeling (PLS-SEM) was used to assess the effect of IC dimensions on performance and to analyze the mediating role of absorptive capacity in this relationship. Data were collected from 192 managers using a survey questionnaire with Likert scale items. Findings The findings of the study show that potential absorptive capacity does not intervene in the relationship between the components of IC and those of business performance. However, realized absorptive capacity, measured as the transformation and exploitation of knowledge, played a positive mediating role in the relationship between the dimensions of IC and those of business performance. Social capital was also noted as a weak predictor of business performance, while human capital and organizational capital had a profound positive influence. Originality/value This study contributes to the literature on IC by examining the role of realized and potential absorptive capacity in the relationship between IC components and firm performance. This research also helps practitioners recognize the importance of transformation and the exploitation of knowledge for business performance.

Does PMS influence the strategy pillars: OPP relationship? Evidence from HEIs in Indonesia

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Noorlailie Soewarno ◽  
Bambang Tjahjadi ◽  
Farah Anmariska
Keyword(s):  
Performance Management ◽  
Structural Equation ◽  
Quantitative Research ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Strategy Formulation ◽  
Content Type ◽  
Context Specific ◽  
Positive Direct

PurposeThis study aims to investigate whether strategy pillars have a positive direct effect on organizational productivity performance (OPP) in the Indonesian HEI (Higher Education Institutions) research setting and, if so, whether the effect is mediated by a performance management system (PMS).Design/methodology/approachThis study used quantitative research employing partial least square structural equation modeling (PLS-SEM) to test the hypotheses. A mediation model of the research framework was developed to investigate the mediating role of PMS.FindingsUsing a sample of 182 Indonesian HEI managers, the results indicate that strategy pillars have a positive effect on OPP. Further analysis shows that PMS partially mediates the strategy pillar–OPP relationship.Research limitations/implicationsThis study has limitations. Firstly, the sample size used was relatively small and this may raise the issue of generalization. Secondly, it used a Likert scale and therefore may raise the issue of judgment bias. Lastly, this study is context-specific for Indonesia and caution should be used when generalizing it to other countries.Practical implicationsTo enhance the HEIs productivity performance, the HEI managers should develop strong strategy pillars for the purpose of effective strategy formulation and execution.Social implicationsThis study provides a model showing how to improve the HEIs productivity performance by employing strategy pillars and a PMS. The better the performance of the HEIs, the better the quality of life of society in the era of the knowledge economy.Originality/valueStrategy pillars have rarely been researched. This study is therefore one of the few studies on strategy pillars. This study also provides new elements related to measuring strategy pillars, PMS and OPP in the context of HEIs in Indonesia as an emerging economy.

Exploiting Intellectual Capital for Economic Renewal

2015 ◽  
Vol 7 (1) ◽  
pp. 13-26 ◽  
Author(s):  
Helena Santos-Rodrigues ◽  
Praveen Gupta ◽  
Robert Carlson
Keyword(s):  
Higher Education ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Education Institution ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Relational Capital ◽  
Direct Impact ◽  
The Relationship

This study proposes a model to analyze the relationship between leadership, intellectual capital (human, structural, and relational), and their contribution to economic renewal. The study contributes to the literature and higher education institution (HEI) management, by examining empirically and in greater depth, the antecedents and determinants of this problem. This study applies variance-based structural equation modeling, using partial least square on a sample of 195 academics from 52 countries. The results show that leadership has a positive and direct impact on human, structural, and relational capital, and that human capital has positive and direct impact on the structural and relational capital of the studied HEIs. Hence, we found that only the structural and relational capital of the HEIs have positive and direct impact on the contribution to economic renewal.

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