Impact of Relational Capital on Business Value

2014 ◽  
Vol 13 (01) ◽  
pp. 1450002 ◽  
Author(s):  
Jose Domingo García-Merino ◽  
Lidia García-Zambrano ◽  
Arturo Rodriguez-Castellanos
Keyword(s):  
Customer Satisfaction ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Stock Exchange ◽  
Business Value ◽  
Necessary Condition ◽  
Relational Capital ◽  
Sustainable Competitive Advantage ◽  
Intangible Resources ◽  
Spanish Stock Exchange

Intangible resources, or intellectual capital, are currently known to be the drivers of economic growth. Today's society is known as the knowledge-based society. Knowledge is the main strategic resource that is capable in itself of generating new knowledge. Therefore, intangible resources have become the competitiveness base for any company, as their ownership provides the company with the opportunity to generate sustainable competitive advantage and increases the value of the company. One of the most important dimensions of intellectual capital is the relational capital (Prahalad and Ramaswany, 2000). Relational capital is defined as the knowledge embedded in the relationships with any stakeholder that influences the life of the organisation. Relationships with stakeholders are the necessary condition for building, maintaining and renewing resources, structures and processes over time, as firms can access critical and complementary resources through external relationships. Some authors [Prahalad, CK and V Ramaswamy (2000). Co-opting customer competence, Harvard Business Review, 78(1) 79–87.] suggest that the customer has become a new source of obtaining competitive advantage for the organisation. The customer and satisfaction have become the aim of companies as it is only way to attain sustainable performance. Companies that improve their relations with their clients, and the satisfaction of the latter, will therefore achieve a better business performance and will increase their value. There is a gap in the literature about this topic. Few works have been done in this aspect; for that, our research thus seeks to analyse whether customer satisfaction is reflected in the total value of the intangibles. A sample of the main Spanish companies, those quoted on the IBEX-35 (the main index of reference of the Spanish Stock Exchange, comprising the 35 companies with greatest liquidity on the Spanish Stock Exchange) are included and the relationship between the relational capital, measured by satisfaction of customers variable, and the total value of the company has been analysed. A positive relationship is then obtained between both variables, that is, improved customer satisfaction is positively associated with an increased business value, but that is not statistically significant.

scholarly journals Keunggulan Bersaing Berkelanjutan Sekolah Alam Berbasis Model Resource-Based View

2020 ◽  
Vol 4 (1) ◽  
pp. 73
Author(s):  
Abdul Kholik ◽  
Sobrul Laeli
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Relational Capital ◽  
Sustainable Competitive Advantage ◽  
Resource Based View

Kompetisi atau persaingan dalam dunia pendidikan di era globalisasi merupakan suatu hal yang tidak bisa dielakkan. Dengan adanya persaingan, lembaga pendidikan dihadapkan pada berbagai ancaman dan peluang baik itu eksternal maupun internal sehingga memberikan pengaruh yang cukup besar terhadap keberlangsungan lembaga pendidikan tersebut. Salah satu strategi yang dapat diterapkan lembaga pendidikan khususnya sekolah alam dalam memenangkan persaingan adalah dengan menciptakan Sustainable Competitive Advantage, dan model Reosuce-Based View, yaitu salah satu model yang bisa digunakan untuk mendapatkan keunggulan bersaing secara berkelanjutan. Model ini memandang bahwa organisasi bersaing berdasarkan sumber daya dan kemampuan yang dimilikinya. Perbedaan sumber daya dan kemampuan organisasi dengan organisasi pesaing akan memberikan keuntungan kompetitif untuk mempertahankan keunggulan maupun untuk dapat bertahan di tengah-tengah persaingan. Tujuan penelitian ini adalah ingin melihat lebih dalam tentang bagaimana sekolah alam memaksimalkan sumber daya yang mereka miliki sehingga dapat menciptakan keunggulan bersaing yang berkelanjutan sehingga dapat berkompetisi dengan sekolah lain pada umumnya. Metode yang digunakan dalam penelitian ini adalah deskriptif kualitatif dengan jenis penelitian studi kasus. Data primer dikumpulkan dengan studi lapangan yang menggunakan teknik observasi, wawancara mendalam dan kuesioner. Data sekunder dikumpulkan dengan desk study terhadap literatur dan dokumen terkait. Hasil penelitian ini menunjukkan bahwa Sekolah alam Al-Giva menciptakan keunggulan bersaing secara berkelanjutan (Sustainable Competitive Advantage) dengan cara memaksimalkan intellectual capital atau sumber daya internal tidak berwujud yang meliputi human capital, structrual capital, dan relational capital.  Dari ketiga aspek inilah keunggulan bersaing secara berkelanjutan didapat, karena ketiga aspek ini sama-sama bernilai, langka, sulit ditiru, dan tidak dapat digantikan. Nilai kebaruan dalam penelitian ini adalah memotret implementasi model resource-based view di sekolah alam dalam menciptakan sustainable competitive advantage.

How Radical Transparency Can Turn the Brand Equity Into a Basis for Sustainable Competitive Advantage

2017 ◽  
pp. 90-112
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Brand Equity ◽  
Necessary Condition ◽  
Sustainable Competitive Advantage ◽  
Scientific Thought ◽  
Intangible Resources ◽  
External Threats ◽  
Logical Sequence ◽  
Resources And Capabilities

This chapter begins with the analysis of the question whether the real sources of sustainable competitive advantage derive from the strengthening of the companies' internal strengths and eliminating internal weaknesses or are they the result of a successful manipulation with the opportunities in the environment and the avoidance of external threats. Despite the efforts of many authors to summarize the first with the latter, modern scientific thought in the field of strategic management underlines the first variant. As a logical sequence, the analysis of the intangible resources of companies and their (im)mobility follows as a necessary condition for sustainable competitive advantage. The authors analyze the idea of the brand equity as a resource which summarizes all typical resources and capabilities of the company creating and maintaining the desired competitive advantage. Finally, the analysis of the brand equity through the prism of the VRIO model is a further proof for the brand equity role as a source of sustainable competitive advantage.

scholarly journals How Can Agricultural Corporate Build Sustainable Competitive Advantage through Green Intellectual Capital? A New Environmental Management Approach to Green Agriculture

2021 ◽  
Vol 18 (15) ◽  
pp. 7900
Author(s):  
Chulin Pan ◽  
Yufeng Jiang ◽  
Mingliang Wang ◽  
Shuang Xu ◽  
Ming Xu ◽  
...  
Keyword(s):  
Environmental Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Moderated Mediation ◽  
Mediation Effect ◽  
Relational Model ◽  
Management Approach ◽  
Sustainable Competitive Advantage ◽  
Green Innovation ◽  
Mediation Effects

Based on natural resource-based theory, this study constructed a relational model between green intellectual capital, green innovation, and an agricultural corporate sustainable competitive advantage. The samples included a total of 341 agricultural companies in China, and multiple regression methods are used for the analysis. The results showed that green product innovation and green process innovation had a mediation effect between green human capital, green structural capital, green relational capital, and the sustainable competitive advantage of agricultural corporate. Beyond the simple moderation effect, a new integrated moderated-mediation effect model was established. It was shown that environmental leadership, green organizational identification, and green dynamic capability had different moderated-mediation effects under different conditions. The study is expected to close the previous research gaps and insufficiency in agricultural corporate environmental management and green agricultural. The empirical results and conclusions bring enlightenment and meaningful theoretical guidance to managers, researchers, practitioners, and policy makers in the green and sustainable development of agricultural corporates. The new environmental management path can help agricultural corporates conduct green innovation effectively, adapt to the green agricultural products market, and achieve sustainable competitive advantage. Ultimately, this will help to accelerate the development of green agriculture.

scholarly journals The Role of Green Intellectual Capital on Competitive Advantage: Evidence from Balinese Financial Institution

2019 ◽  
Vol 3 (3) ◽  
pp. 227
Author(s):  
Anak Agung Putu Gede Bagus Arie Susandya ◽  
Putu Diah Kumalasari ◽  
Ida Ayu Ratih Manuari
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Financial Institution ◽  
Critical Factor ◽  
Research Field ◽  
Relational Capital ◽  
Innovation Research ◽  
Structural Capital

The purpose of this study is to analyze the role of green intellectual capital on competitive advantage of Lembaga Perkreditan Desa (Balinese Financial Institution). The study tested by using data collected from a sample of 120 respondents that were randomly picked from 35 Lembaga Perkreditan Desa in Denpasar. Findings suggested that green human capital, green relational capital, and green structural capital affect competitive advantage at 17.6%. Furthermore, green human capital and green structural capital had positive effect on competitive advantage. Meanwhile, green relational capital did not affect competitive advantage. The eco-friendly concept remains a critical factor to gain company’s competitive advantage. This study provides insight into green innovation research field.

Intellectual Capital

2010 ◽  
pp. 237-252 ◽  
Author(s):  
Maria do Rosário Cabrita ◽  
Virgílio Cruz Machado ◽  
António Grilo
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Central Question ◽  
Organisational Performance ◽  
Holistic Model ◽  
Knowledge Based ◽  
Study Support ◽  
Key Driver ◽  
Strategic Perspective

With the rise of the “new economy”, knowledge became a most valuable resource. Accepting knowledge as a resource suggests that knowledge can be acquired, transferred, combined and used, and it may be a potential source of sustainable competitive advantage. In this context, knowing how an organization creates value, based on its potential of knowledge, became a central question in management research. Under a strategic perspective, knowledge that creates value is defined as intellectual capital, the application of which will give organisations sustainable competitive advantage. Therefore, identifying, measuring and managing intellectual capital is crucial for corporate innovation and competitiveness. The purpose of our study is to examine the interrelationships and the effects of interaction between intellectual capital components and organisational performance, and defines how knowledge creates value. The study is developed in the context of Portuguese banks, an industry where differentiation of products and services almost exclusively hinges on the continuous rejuvenation of the underlying knowledge base. Empirical findings from this study support the propositions that intellectual capital is a key driver of organisational performance and that a knowledge-based perspective holds a more holistic model of organisations’ value creation.

ASSOCIATION BETWEEN INTELLECTUAL CAPITAL AND COMPETITIVE ADVANTAGE: A CASE STUDY ON THE HOTEL INDUSTRY IN BALI PROVINCE, INDONESIA

2019 ◽  
Vol 7 (4) ◽  
pp. 440-449 ◽  
Author(s):  
Partiwi Dwi Astuti ◽  
Anis Chariri ◽  
Abdul Rohman
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Hotel Industry ◽  
Positive Association ◽  
Equation Modeling ◽  
Relational Capital ◽  
Significant Positive Association ◽  
Structural Capital

Purpose: This study aims to examine the association between intellectual capital and competitive advantage in the hotel industry in Bali Province, Indonesia. The interrelationship between components of intellectual capital –human capital, relational capital, structural capital – were tested in this study, and testing was also carried out for the association of intellectual capital – represented by structural capital – with competitive advantage. Methodology: Data was collected using a self-administered questionnaire. A total of 172 questionnaires were sent to general managers of three-, four- and five-star hotels in Bali Province. A total of 109 questionnaires were returned and could be analysed (a 63% response rate). The analysis was performed using covariance-based structural equation modeling with AMOS 21.0 software. Main Findings: The findings show that between the components of intellectual capital there is a positive and significant association: human capital with relational capital, human capital with structural capital and relational capital with structural capital. The findings also show that structural capital has a significant positive association with a competitive advantage. Implications: Mobilising and utilising human capital as much as possible can create and enhance relational capital and structural capital. Willingness to realise, utilise, compile and develop organizational knowledge enables long-term competitive advantages to be achieved. Novelty: This study examines the association of intellectual capital – facilitated by structural capital – and competitive advantage, which researchers have not done before in the hotel industry.

Intellectual Capital as a Competitive Advantage in Pan African Nigeria Limited, Abuja

2017 ◽  
Vol 3 (7) ◽  
pp. 52
Author(s):  
Michael Isaac Opusunju ◽  
Ndalo Santeli Jiya ◽  
Murat Akyuz
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Significant Relationship ◽  
Relational Capital ◽  
Capital Social ◽  
Structural Capital ◽  
Pan African ◽  
The Relationship

<p class="Default">The study examines the relationship between intellectual capital and competitive advantage in Pan African Nigeria Limited, Abuja.  The study also sought to find out how intellectual capital (human capital, social capital, relational capital and structural capital) enhances competitive advantage in Pan African Nigeria Limited, Abuja. The population of 65 employees were used and the population was used as sample size.  Point in time data were collected from primary source and Ordinary Least Square was adopted and finding reveals that the relationship between intellectual capital and competitive advantage in Pan African Nigeria Limited is significant. This shows that there is a significant relationship between human capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between relational capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between structural capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between social capital and competitive advantage in Pan African Nigeria Limited, Abuja. It is therefore recommended that Pan African Nigeria Limited should emphasis more on intellectual capital such as human capital, social capital, relational capital and structural capital since it help them to achieve competitive advantage over other firms within the industry.</p>

Global leadership skills and reputational capital: Intangible resources for sustainable competitive advantage

1999 ◽  
Vol 13 (1) ◽  
pp. 58-69 ◽  
Author(s):  
Joseph A. Petrick ◽  
Robert F. Scherer ◽  
James D. Brodzinski ◽  
John F. Quinn ◽  
M. Fall Ainina
Keyword(s):  
Competitive Advantage ◽  
Leadership Skills ◽  
Global Leadership ◽  
Sustainable Competitive Advantage ◽  
Intangible Resources ◽  
Reputational Capital
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