The Relationship between Human Capital, Relational Capital and Capital Structure in Encouraging Business Performance: A Study in Creative Industry of Batik Trusmi, Cirebon District, West Java, Indonesia

2020 ◽  
Vol 24 (02) ◽  
pp. 2891-2898
Author(s):  
Deden Sutisna ◽  
Mohd Haizam Bin Mohd Saudi
Keyword(s):  
Human Capital ◽  
Capital Structure ◽  
Business Performance ◽  
Creative Industry ◽  
Relational Capital ◽  
West Java ◽  
The Relationship

Intellectual Capital and Business Performance of Pharmaceutical Firms in Kenya

2019 ◽  
pp. 851-873
Author(s):  
James Mark Ngari
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Business Performance ◽  
Strong Support ◽  
Relational Capital ◽  
Fit Indices ◽  
Empirical Results ◽  
Pharmaceutical Firms ◽  
Structural Capital ◽  
The Relationship

Intellectual capital is an investment in the organization and it is perceived to be a strategic resource and a source of competitive advantage. The purpose of this chapter is to test the relationship between intellectual capital and business performance of pharmaceutical firms in Kenya. The specific objectives are to determine whether human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. The results indicate that human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. Human capital and structural capital relationship strongly exist among the studied pharmaceutical firms and significantly influenced business performance positively. In addition, the study confirmed that human capital, structural capital and relational capital are dimensions of intellectual capital. The developed model confirm that the theory fitted data with fit indices above or below the required thresholds and the empirical results provided strong support for the model.

Intellectual Capital and Business Performance of Pharmaceutical Firms in Kenya

2017 ◽  
pp. 188-209
Author(s):  
James Mark Ngari
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Business Performance ◽  
Strong Support ◽  
Relational Capital ◽  
Fit Indices ◽  
Empirical Results ◽  
Pharmaceutical Firms ◽  
Structural Capital ◽  
The Relationship

Intellectual capital is an investment in the organization and it is perceived to be a strategic resource and a source of competitive advantage. The purpose of this chapter is to test the relationship between intellectual capital and business performance of pharmaceutical firms in Kenya. The specific objectives are to determine whether human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. The results indicate that human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. Human capital and structural capital relationship strongly exist among the studied pharmaceutical firms and significantly influenced business performance positively. In addition, the study confirmed that human capital, structural capital and relational capital are dimensions of intellectual capital. The developed model confirm that the theory fitted data with fit indices above or below the required thresholds and the empirical results provided strong support for the model.

scholarly journals Human Capital in Improving Creative Industrial Performance: A study in the Creative Industry of Batik Trusmi, Cirebon District, West Java

2018 ◽  
Vol 7 (4.34) ◽  
pp. 295
Author(s):  
Deden Sutisna MN ◽  
Mohd Haizam Mohd Saudi
Keyword(s):  
Human Capital ◽  
Business Performance ◽  
Business Owners ◽  
Creative Industries ◽  
Creative Industry ◽  
West Java ◽  
Confirmatory Factor ◽  
Industrial Performance ◽  
Survey Research Methods ◽  
Permanent Workers

The research objective was to identify the dominant factors of Human Capital, the partial and simultaneous influence of human capital and Business Performance that built the Batik creative industry in Trusmi in Cirebon, West Java. The respondents of business actors and workers in this industry sector are 10 creative industries with 10 employees each. Survey research methods, data sources are primary with questionnaires, interviews and observations as data collection tools in the object of analysis. Test data using the validity, reliability and classic assumptions test with Confirmatory Factor Analysis software. The results show that of the 20 factors analyzed, there are dominant factors of Intellectual Capital as many as 6 factors namely 1) Batik training is very helpful in working, 2) status as permanent workers are very important, 3) heredity, family as a reason for batik craftsmen, 4) batik skills obtained from education and training, 5) workers have relationships with business owners still family or family, and 6) there are requirements that must be fulfilled, while working in the batik company. Contributions from human capital both to financial and non-financial performance are in large categories. Thus, to develop the Batik creative industry in Trusmi Cirebon currently seen from the aspect of human capital determined 6 dominant factors and their contribution to the performance of the creative industry.  

scholarly journals IDENTIFIKASI BUSINESS PERFORMANCE UKM DENGAN SKEMA KLASIFIKASI INTELLECTUAL CAPITAL

2020 ◽  
Vol 4 (1) ◽  
pp. 17
Author(s):  
Iqbal Arraniri
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Business Performance ◽  
Positive Relationship ◽  
Relational Capital ◽  
Structural Capital ◽  
Main Components ◽  
Relationship Of ◽  
The Relationship ◽  
A Company

When a company tries to find a business performance formula that can become a new solution in order to maintain its survival, then it depends on how its ability to manage its assets. So this study aims to examine the relationship of three main components of Intellectual Capital and Business Performance from Bontis at al: Human Capital, Structural Capital, Relational Capital. Hypothesis testing is conducted on the positive relationship between Human Capital and Business Performance, the positive relationship between Structural Capital and Business Performance, the positive relationship between Relational Capital and Business Performance, and the positive relationship between Intellectual Capital (IC) and Business Performance. Data collection techniques using a questionnaire developed from IC sub-factors based on the Intellectal Capital Classification Scheme from Moon and Kym, given directly to respondents or managers / business owners with a sample of 30 companies, then the data collected was analyzed using the IBM 20.0 SPSS program. Positive inter-variable influences have been found accompanied by rejected hopothesis.

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Ramayah Thurasamy ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
...  
Keyword(s):  
Human Capital ◽  
Structural Equation ◽  
Business Performance ◽  
Talent Management ◽  
Mediating Effect ◽  
Future Research ◽  
Sustainable Business ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia. Design/methodology/approach The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses. Findings Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP. Research limitations/implications This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research. Practical implications The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP. Originality/value This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

An Investigation of the Relationship Between Intellectual Capital and Knowledge Transfer

2012 ◽  
Vol 2 (2) ◽  
pp. 43-56 ◽  
Author(s):  
Chia-Wen Tsai ◽  
Pei-Di Shen ◽  
Nien-En Chiang
Keyword(s):  
Human Capital ◽  
Knowledge Transfer ◽  
Intellectual Capital ◽  
Music Industry ◽  
High Tech ◽  
Creative Industry ◽  
The European Union ◽  
The Relationship ◽  
Day By Day

In this newly competitive and dynamic knowledge economic era, knowledge becomes the most important capability for enterprises. As a part of the cultural enterprises, the music industry produces cultural products that are nonmaterial, aesthetic and expressive for audiences and consumers. The report on the artistic and cultural fields from the European Union illustrates that the importance of the creative industry increases day by day in recent years. However, the studies of intellectual capital and knowledge transfer mostly focused on the high-tech industries. In this study, the researchers adopted a case study to explore how the knowledge transfer among music band members and intellectual capital’s effect bands. Based on the interviews, the researchers found that human capital is the fundamental of a music band and organizational capital, and it influenced the transfer of human capital. The authors further discuss the implications for bands and the for music industry to promote knowledge transfer and build their intellectual capital.

The effects of self-reflection on individual intellectual capital

2020 ◽  
Vol 21 (6) ◽  
pp. 1107-1124
Author(s):  
Zhining Wang ◽  
Shaohan Cai ◽  
Mengli Liu ◽  
Dandan liu ◽  
Lijun Meng
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Equation Modeling ◽  
Relational Capital ◽  
Content Type ◽  
Self Reflection ◽  
Structural Capital ◽  
The Relationship ◽  
Individual Human ◽  
Three Components

PurposeThe aim of this paper is to develop a tool measuring individual intellectual capital (IIC) and investigate the relationship between self-reflection and IIC.Design/methodology/approachThis study developed a theoretical model based on social cognitive theory and the literature of self-reflection and intellectual capital (IC). This research collected responses from 502 dyads of employees and their direct supervisors in 150 firms in China, and the study tested the research model using structural equation modeling (SEM).FindingsThe results indicate that three components of self-reflection, namely, need for self-reflection, engagement in self-reflection and insight, significantly contribute to all the three components of IIC, such as individual human capital, individual structural capital and individual relational capital. The findings suggest that need for self-reflection is the weakest component to impact individual human capital and individual relationship capital, while insight is the one that mostly enhances individual structural capital.Practical implicationsThis paper suggests that managers can enhance employees' IIC by facilitating their self-reflection. Managers can develop appropriate strategies based on findings of this study, to achieve their specific goals.Originality/valueFirst, this study develops a tool for measuring IIC. Second, this study provides an enriched theoretical explanation on the relationship between self-reflection and IIC – by showing that the three subdimensions of self-reflection, such as need, engagement and insight, influence the three subdimensions of IIC, such as individual human capital, individual structural capital and individual relational capital.

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>

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

2017 ◽  
Vol 3 (7) ◽  
pp. 52-64
Author(s):  
Opusunju Michael Isaac Isaac ◽  
◽  
Jiya Ndalo Santeli ◽  
Murat Akyuz ◽  
◽  
...  
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Significant Relationship ◽  
Relational Capital ◽  
Capital Social ◽  
Structural Capital ◽  
Pan African ◽  
The Relationship

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.

The Relationship between Strategic Resources and Business Performance

2014 ◽  
Vol 2 (1) ◽  
pp. 01-05
Author(s):  
Sitti Syamsiar Muharram ◽  
Sarminah Samad
Keyword(s):  
Human Capital ◽  
Conceptual Framework ◽  
Business Performance ◽  
Relationship Type ◽  
Resource Based View ◽  
Business Survival ◽  
Strategic Resources ◽  
Physical Resources ◽  
Paper Review ◽  
The Relationship

Objective- The paper aims to develop a conceptual framework to study the relationship between strategic resources and business performance. Methodology/Technique - Reviews of published works to explore the concept of strategic resources and business performance. Findings The decisions to put or acquire certain strategic resources are part of the management responsibilities in order to ensure the business survival is not under pressure. There are four components of strategic resources namely: physical resources, technology, reputation and human capital. Novelty This paper demonstrates the relationship between strategic resources and business performance using resource-based view. The conceptual framework can be used by the academics and practitioners to study this relationship. Type of Paper: Review Keywords: Strategic Resources, Business Performance.

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