Social capital, knowledge management and innovation performance

Purpose – This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings – The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications – Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value – The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

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Analysis of Knowledge Acquisition and Innovation Performance by MNC Subsidiaries in China from the Perspective of Social Capital

2006 IEEE International Engineering Management Conference ◽

10.1109/iemc.2006.4279846 ◽

2006 ◽

Author(s):

Wang Lisheng ◽

Fanghui Ju ◽

Jinxiang Zha

Keyword(s):

Social Capital ◽

Knowledge Acquisition ◽

Innovation Performance ◽

Analysis Of Knowledge

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

Journal of Facilities Management ◽

10.1108/jfm-06-2021-0064 ◽

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.

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

Asia-Pacific Journal of Business Administration ◽

10.1108/apjba-03-2018-0044 ◽

2018 ◽

Vol 10 (2/3) ◽

pp. 149-170 ◽

Cited By ~ 2

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.

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A Correlation Study between Social Capital and Knowledge Management with Emphasis on the Human Capital - The Case Study: Payame Noor University of Hormozgan (Bandarabbas)

Asian Social Science ◽

10.5539/ass.v12n6p116 ◽

2016 ◽

Vol 12 (6) ◽

pp. 116

Author(s):

Mansooreh Dastranj

Keyword(s):

Social Capital ◽

Human Capital ◽

Knowledge Management ◽

Knowledge Acquisition ◽

Knowledge Creation ◽

Significant Relationship ◽

Correlation Study ◽

Knowledge Transmission ◽

Five Dimensions ◽

Transmission Of Knowledge

Universities because of the importance and position they play in the every countries’ socio-economic development, require attention to personnel social capital at the university, because the social capital, makes effective knowledge management possible.With respect to the importance of social and human capital and knowledge management, the present study was done to explore the relationship between social capital and knowledge management with emphasis on the human capital. This research is survey- descriptive of correlation type and the required data were collected through library-field. The subjects in this study consist of Payame Noor University staff of Hormozgan province.In this study, 54 staff of Bandar Abbas Payame Noor University were selected through random sampling. After gathering the required data through knowledge management questionnaire, knowledge management processes were measured based on the five dimensions such as the capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. In order to provide for the reliability of the questionaire cronbachs alpha was used. In order to check the significance of the difference between responses descriptive and inferential statistics such as regression, one way anova and t test were run using SPSS version 20. The result show that the staff means score of knowledge management was 76/66±20/48. The result shows that there was a significant relationship between social capital and knowledge management. Also there was a significant relationship between social capital and the five components of knowledge management such as capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. Also there was a significant relationship between human capital and the component of knowledge management.

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