The Impact of human capital on Business organizations competitive advantage by mediating the effect of organizational commitment

The current situation facing business organizations is characterized by diverse work environments with continuous change and development. Todays organizations seek to keep pace with this continuous development and operate to maintain their current business through the ability to effectively respond to change, and to create competitive advantage based on the existence of qualified human capital that contribute to the creation of organizational sustainability in the business sector. Talented human capital, with special skills, has the potential to create confidence and integration among the staff and top management, leading to organizational growth and continuation (Kurucz, 2013). The emergence of a set of challenges in the knowledge economy has had a clear reflection on business organizations which have begun to search for new mechanisms to compete and insure their existence in the business world. Hence, the importance of the concept of competitive advantage, based on human capital, as a necessary requirement to deal with the challenges faced by local, regional or international organizations (Global Institute, 2011). Where competitive advantage based on human capital is the main generator of new ideas, development of old ideas, and contribution to aid in organizational abilities to expand their current market share as well as maximizing value. Competitive advantage based on talented human capital allows organizations to be able to seize new opportunities and achieve permanence and future continuity (Thomas, 2014). This study aimed to look at the impact of competitive advantage through intellectual capital investment as one of the elements in the creation of organizational sustainability in the Jordanian Telecommunications Companies sector. Simple and Multiple regression was used for data analysis and testing the hypotheses of this research .This study has reached a set of results that previous studies reinforced in this area such as: Competitive advantage based on a distinct capital is the optimum method that should be used in telecommunications companies since it contributes to the optimal investment of human capital. This leads to optimum organizational sustainability for companies in various fields and also contributes to the achievement of a company’s mission and vision of the future.

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Could CSR improve the financial performance of developing countries’ firms? Analyses of mediating effect of intangible resources

European Business Review ◽

10.1108/ebr-09-2019-0236 ◽

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.

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Responsibility for employees as a challenge for contemporary organizations

The Central European Review of Economics and Management ◽

10.29015/cerem.401 ◽

2019 ◽

Vol 3 (1) ◽

pp. 207

Author(s):

Magdalena Wróbel

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Research Methods ◽

Design Research ◽

Statistical Data ◽

Literature Study ◽

Good Practices ◽

Iso 26000 ◽

Labor Practices ◽

The Impact

Aim: The paper considers the issue of responsibility on the part of contemporary organizations for their employees. In her paper, the author described ISO 26000 guidelines for organizations concerning labor practices and the impact of these guidelines on competitiveness of organizations. The paper also analyzed labor practices implemented by firms in Poland in the years 2013-2015. Design / Research methods: Based on statistical data and literature study as well as Responsible Business in Poland. Good practices reports., the period 2013-2015 is considered for analysis. Conclusions / findings: Entrepreneurs in Poland seem to take more responsibility for employees, while recognizing the key role played by human capital in building competitive advantage of an organization. This also supports the company’s image and competitiveness, while improving employee loyalty.

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Does Intellectual Capital Spur Sustainable Competitive Advantage and Sustainable Growth?: A Study of Chinese and Pakistani Firms

SAGE Open ◽

10.1177/2158244021996702 ◽

2021 ◽

Vol 11 (1) ◽

pp. 215824402199670

Author(s):

Yuqiu Lu ◽

Guowei Li ◽

Zhe Luo ◽

Muhammad Anwar ◽

Yunju Zhang

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Significant Influence ◽

Intellectual Capital ◽

Sustainable Growth ◽

Sustainable Competitive Advantage ◽

Chinese Firms ◽

Mediating Role ◽

The Impact ◽

The Relationship

Steered by the resource-based view theory, this study scrutinizes the impact of the dimensions of Intellectual Capital (IC)—human capital, structural capital, and relational capital (RC)—on sustainable growth (SG) with the mediating role of Sustainable Competitive Advantage (SCA). We gathered data from 2010 to 2017 of 90 listed firms of China and Pakistan, respectively, and applied EVIEWS. The results indicate that IC plays a significant role in the SG of Chinese and Pakistani firms. IC has a significant influence on differentiation strategy (DS) in Chinese firms whereas only RC has an insignificant influence on DS in Pakistani firms. IC has a significant influence on cost leadership strategy (CLS) in Pakistani firms whereas structural and RC have an insignificant influence on the SG of Chinese firms. In terms of the mediating role, DS partially mediates the relationship between IC and SG in Pakistani firms while it only fully mediates the path between RC and SG in Chinese firms. CLS partially mediates the relationship between IC and SG in Chinese firms while it fully mediates the association between human capital and SG in Pakistani firms. This study recommends Chinese and Pakistani firms to encourage investment in IC to gain SCA and SG in the turbulent markets. To concise, this research advises Chinese firms to invest a satisfactory amount in human capital as compared with structural and RC. However, Pakistani firms should focus on IC to gain SCA and SG.

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The Effect of Intellectual Capital on Achieving Competitive Advantage

Iraqi Administrative Sciences Journal ◽

10.33013/iqasj.v2n1y2018.pp207-222 ◽

2018 ◽

Vol 2 (1) ◽

pp. 207-222

Author(s):

Zainab Hussein Zwaid ◽

Jamal Hadash Mohammed ◽

Shaima Mohammed Saleh

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Intellectual Capital ◽

Strong Influence ◽

Business World ◽

Knowledge Assets ◽

Independent Variables ◽

Structural Capital ◽

Strong Competition ◽

The Impact

The success of any organization in the business world today depends on the mentality that is available and which develops and renews its business in a world characterized by development and renewal. In an increasingly competitive world, relying on profits and sales is no longer enough to face strong competition. It was necessary to rely on intangible values such as intellectual capital to increase the performance of these sectors as an important institution to promote the national economy. This research aims to study the impact of intellectual capital and its components on enhancing competitive advantage The results of this research demonstrate that there is a strong influence on intellectual capital and its components (independent variables) on enhancing the competitive advantage (the dependent variable). Therefore, the researcher recommends attention to knowledge assets and encouragement of intellectual capital components (human capital, functional capital, structural capital) On the competitive advantage.

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The impact of intellectual capital on innovation generation and adoption

Journal of Intellectual Capital ◽

10.1108/jic-04-2016-0047 ◽

2016 ◽

Vol 17 (4) ◽

pp. 675-695 ◽

Cited By ~ 37

Author(s):

Mir Dost ◽

Yuosre F. Badir ◽

Zeeshan Ali ◽

Adeel Tariq

Keyword(s):

Social Capital ◽

Human Capital ◽

Competitive Advantage ◽

Intellectual Capital ◽

Positive Impact ◽

Innovation Adoption ◽

Organizational Capital ◽

Content Type ◽

The Impact ◽

Innovation Generation

Purpose The purpose of this paper is to measure the separate and interrelated effects of three aspects of intellectual capital (human, social and organizational capital) on innovation generation and adoption. Design/methodology/approach Data were collected from 318 respondents’ of chemical firms. This study used multiple regression analysis to analyze the influence of human, organizational and social capital on innovation generation and adoption. Findings Results suggest that organizational capital exerts significantly positive impact on innovation adoption. In the same vein, social capital exerts significantly positive impact on both innovation generation and adoption. Moreover, interaction of social capital further strengthens the influence of organizational capital on innovation adoption. Contrary to hypotheses, human capital does not exert significant influence on innovation generation. However, interaction of social capital further strengthens the impact of human capital on innovation generation. Practical implications Findings offer implications for modern managers to utilize the knowledge that resides in firm’s different locations. It also enhances managerial ability to identify and apply these knowledge resources to expedite innovation generation and adoption. Originality/value Innovation generation and adoption plays a critical role in firm’s acquiring success and competitive advantage, yet the influence of intellectual capital on innovation generation and adoption mostly remains as unexplained puzzle. This study contributes to knowledge-innovation literature by examining the missing link between different types of knowledge and innovation generation and adoption. It also helps to comprehend the enabling factors through which firms capitalize upon, and obtain, a sustainable competitive advantage.

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The impact mechanism of strategic human capital on firm competitive advantage

2012 International Conference on Management Science & Engineering 19th Annual Conference Proceedings ◽

10.1109/icmse.2012.6414327 ◽

2012 ◽

Author(s):

Su-ying Gao ◽

Lian-jie Ren ◽

Shu-jian Zhang ◽

Yan-li Zhang

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Impact Mechanism ◽

Strategic Human Capital ◽

The Impact

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The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

Sustainability ◽

10.3390/su11205782 ◽

2019 ◽

Vol 11 (20) ◽

pp. 5782 ◽

Cited By ~ 5

Author(s):

Halbast Hussein Hamadamin ◽

Tarik Atan

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Partial Least Square ◽

Equation Modeling ◽

Competitive Advantages ◽

Human Capital Development ◽

Hrm Practices ◽

Strategic Hrm ◽

Capital Development ◽

The Impact

Academic institutions like other business organizations strive to achieve, maintain, and sustain their competitive advantages. In this study, we examined the influence of the “strategic human resources management (HRM) practices” on the achievement of “competitive advantages” that will be sustainable, with an evaluation of the mediating role of “human capital” development, and the commitment of employees in an academic environment. Six hundred questionnaires were randomly distributed to the employees of selected universities in Erbil City of Iraq. Structural equation modeling (SEM) techniques were employed for the analysis with the use of Smart Partial Least Square PLS. Findings from our study revealed a linear and positive influence of the strategic HRM on the sustainability of “competitive advantages”; strategic HRM was also found to positively influence human capital development and the commitment of employees to the institutions; the influence of both human capital development and employees’ commitment were found to have a partial mediation in the strategic HRM practices and sustainable competitive advantage (SCA) relationship. Finally, theoretical and management implications were suggested.

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