Building SMEs Competitive Advantage in Export Markets: The Role of Human Capital and Relationship Quality

2014 ◽  
Vol 40 ◽  
pp. 3-13 ◽  
Author(s):  
Md. Daud Ismail
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Relationship Quality ◽  
Export Markets

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.

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.

Exploring the role of transformational leadership in human capital effectiveness

2018 ◽  
Vol 14 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Muhammad Shahid Khan ◽  
Ilham Sentosa ◽  
Faryal Salman
Keyword(s):  
Human Capital ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Structured Interview ◽  
Equation Modeling ◽  
Healthcare Industry ◽  
Content Type ◽  
Knowledge Codification

Purpose Malaysia has set year 2020 as a targeted year to become the most developed nation and to transform the economy into knowledge based. Issue is to become developed nation, but without human capital development (HCD) process, the achievement of this vision would be difficult. Numerous studies articulated the direct impact of human capital on the country economic growth. Human capital is a significant factor to get competitive advantage, which is the need of the day for all countries as well as for organizations to survive in today’s tough competitive environment. Major objective of this research was to find the role of transformational leadership (TL) in human capital effectiveness with the effect of knowledge management (KM) strategies. The paper aims to discuss these issues. Design/methodology/approach A mixed research method is deployed in this study. Data are collected with the help of self-administrated questionnaire and a semi-structured interview. The structural equation modeling technique is used in the data; data are analyzed with the help of AMOS and Nvivo software. Findings The results revealed that transformation has a positive effect on KM strategies. Further, this study also identified that knowledge codification strategy and personalization strategy have a positive impact on human capital effectiveness. Research limitations/implications The results revealed that KM strategies play a vital role in human capital effectiveness. Therefore, the Malaysian healthcare industry should introduce KM strategies in order to enhance employees’ knowledge skills and ability. This study is only conducted in Malaysia; the future researcher can use a different method to test the current research model. Practical implications Knowledge codification and knowledge personalization strategy can contribute to the HCD process. This study can be generalized in the Malaysian healthcare industry. This kind of effort will add value into human capital. Hence, organization can get a competitive advantage with the help of human capital. TL style is the most appropriate style in the current era; this leadership has the ability to transform the system, which is the need of the day. Due to rapid changes in technology, a leader who believes in change can meet the challenges of twenty-first century. Originality/value KM strategies and their use have been a research issue for some time. Companies have also adopted knowledge management strategies tools to support and stimulate knowledge sharing in their organizations and to help employees to find the expertise they are looking for. But no research has been performed on the importance of KM strategies. This paper describes a unique and new framework that the authors devised to help companies to do just that.

scholarly journals THE ROLE OF THE INTELLECTUAL CAPITAL IN ACHIEVING COMPETITIVE ADVANTAGE: A COMPARATIVE STUDY BETWEEN PRIVATE UNIVERSITIES OF TURKEY AND UAE

2019 ◽  
pp. 1-16
Author(s):  
NIMA ALFARRA NIMA ALFARRA
Keyword(s):  
Human Capital ◽  
Statistical Analysis ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Private Universities ◽  
Relational Capital ◽  
Structural Capital ◽  
Years Of Service ◽  
Definition Of

This study aims to examine the reality of intellectual capital in the private universities of Turkey and UAE and the role of intellectual capital in enhancing their competitive advantage. In this regard, the study explores the extent to which each element of intellectual capital influences the competitive advantage of the universities under the study and whether there is a difference between universities in how to manage the intellectual capital that they own. Accordingly, the study first explains the definition of intellectual capital and its elements (human capital, structural capital, relational capital), as well as the definition of the competitive advantage and its dimensions and fields of achievement in the universities under the study. Besides, it also investigates the relationship between the administrative procedures followed by these universities in the management of intellectual capital and in enhancing their competitive advantage from several aspects (innovation, quality, flexibility, development, and quality of service). The study relied on the selection of a simple convenience sampling method of the population of private universities in Turkey and UAE by a descriptive analytical approach, so a survey was made to verify the approaches in the theoretical frameworks of the intellectual capital and its relation to the dependent variables, which is the competitive advantage. The hypotheses were tested based on statistical analysis programs. The statistical analysis points to several important results and implications. Findings of the study reveal that there is a statistically significant relationship between the ability of the private universities in Turkey and UAE to manage their intellectual capital and enhance their competitive advantage, while the management of human capital, structural capital, and relational capital seem to have a similar impact rate on the Turkish and UAE private universities in enhancing their competitive advantage. Findings of the study further indicates that there is no statistically significant difference in the average responses of sample members on the level of the availability of intellectual capital requirements and achievement of competitive advantage in the private universities in Turkey and UAE due to some variables like gender, age, qualifications, years of service, years of service in the current position, job title.

International Human Capital as a Source of Competitive Advantage for Organizations

2016 ◽  
pp. 1-21
Author(s):  
María Bastida Domínguez
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
International Assignments ◽  
Short Term ◽  
Potential Source ◽  
Virtual Self ◽  
International Human ◽  
Global Skills

The aim of this chapter is to highlight the properties presented by the international human capital that allows us to conceptualize it as a strategic resource of organizations, and therefore, a potential source of sustainable competitive advantage. We highlight the role of international assignments as a preferred way for companies to contribute to developing global skills in leadership. Finally, under the consideration of the difficulties that can raise these assignments, both in terms of cost and effectiveness, we review some other alternative ways of development that companies are currently hiring: short-term expatriates, virtual, self-initiated and inpatriation.

scholarly journals ICT

Economics ◽  
2015 ◽  
pp. 494-508
Author(s):  
Preeta M. Banerjee
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Social Entrepreneurship ◽  
Resource Constrained ◽  
Social Entrepreneurs ◽  
Resource Model ◽  
Uncertain Environments ◽  
Model Set

This chapter highlights the use of ICT as a resource for making do with what is on hand (bricolage) in social entrepreneurship. A growing proportion of social entrepreneurs are starting in fundamentally resource-constrained yet dynamic and uncertain environments. This chapter investigates the role of ICT as a bricolagable resource that provides malleability and scalability for social entrepreneurship. However, findings suggest that implementing ICT alone is a resource model set for failure. Such a tactic ignores the need for co-evolution with complementary human capital of the entrepreneur(s). These insights are valuable not only for the building of social entrepreneurship ventures, but more broadly for resource-constrained firms in dynamic and uncertain environments that are required to leverage resources for competitive advantage.

scholarly journals Strategic Innovation and Competitive Advantage of Manufacturing SMEs: The Mediating Role of Human Capital

2020 ◽  
Vol 24 (3) ◽  
pp. 70
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Mohd Lizam Bin Mohd Diah ◽  
Aryani Binti Ahmed Latiffi ◽  
Wan Nurul Karimah Wan Ahmad
Keyword(s):  
Human Capital ◽  
Middle East ◽  
Competitive Advantage ◽  
Sem Analysis ◽  
Mediating Effect ◽  
Manufacturing Companies ◽  
Mediating Role ◽  
Strategic Innovation ◽  
Using Data

<p><strong>Purpose:</strong> The purpose of this paper is to examine the mediating effect of human capital on the relation between the strategic innovation and competitive advantage of SMEs in Yemen.</p><p><strong>Methodology/Approach:</strong> The PLS-SEM analysis is performed to test the hypotheses by using data collected from 238 SMEs in Yemen. The results support the hypotheses.</p><p><strong>Findings:</strong> The results of the PLS-SEM analysis are as follows: strategic innovation had a significant effects on SMEs’ competitive advantage; also human capital had a significant effects on SMEs’ competitive advantage; human capital mediated the effect of strategic innovation on competitive advantage; and strategic innovation had a positive and significant effect on human capital.</p><p><strong>Research Limitation/Implication:</strong> The population of the study was limited to manufacturing SMEs, so the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing companies.</p><strong>Originality/Value of paper:</strong> The paper is one of the first to highlight human capital as a mediator between strategic innovation and competitive advantage of manufacturing SMEs in Yemen and the Middle East, describing a single study applied in the context of a developing country.

ICT

2013 ◽  
pp. 165-178
Author(s):  
Preeta M. Banerjee
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Social Entrepreneurship ◽  
Resource Constrained ◽  
Social Entrepreneurs ◽  
Resource Model ◽  
Uncertain Environments ◽  
Model Set

This chapter highlights the use of ICT as a resource for making do with what is on hand (bricolage) in social entrepreneurship. A growing proportion of social entrepreneurs are starting in fundamentally resource-constrained yet dynamic and uncertain environments. This chapter investigates the role of ICT as a bricolagable resource that provides malleability and scalability for social entrepreneurship. However, findings suggest that implementing ICT alone is a resource model set for failure. Such a tactic ignores the need for co-evolution with complementary human capital of the entrepreneur(s). These insights are valuable not only for the building of social entrepreneurship ventures, but more broadly for resource-constrained firms in dynamic and uncertain environments that are required to leverage resources for competitive advantage.

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