On Trust, Knowledge Sharing and Innovation

2014 ◽  
pp. 144-165
Author(s):  
Isabel Martins ◽  
Ana Martins ◽  
Orlando Petiz Pereira
Keyword(s):  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Postgraduate Students ◽  
Organisational Knowledge ◽  
Public Organisations ◽  
Capital Development ◽  
Employee Learning ◽  
The Relationship

Organisations continuously innovate, create, and are competitive if they improve their performance through continuous intellectual capital development, a key resource for value creation and organisational performance driver. Apart from sustaining competitive advantage, intellectual capital is increasingly important due to its ability to increase shareholder value, especially in public organisations. Employee learning, talent development, and knowledge creation allow the organisation to generate innovative ideas due to the quickness of knowledge obsolescence. The organisation’s dynamic capabilities create and re-ignite organisational competencies for business sustainability being co-ordinated by well-structured organisational strategic routines ensuring continuous value creation streams into the business. This chapter focuses on the relationship between notions of knowledge sharing and trust in organisations. Lack of trust can impact negatively organisational knowledge sharing, dependent on trust, openness, and communication. The research sample included graduates and postgraduate students from two universities in Portugal. The findings revealed different perceptions according to the age group.

On Trust, Knowledge Sharing and Innovation

2016 ◽  
pp. 1293-1313 ◽  
Author(s):  
Isabel Martins ◽  
Ana Martins ◽  
Orlando Petiz Pereira
Keyword(s):  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Postgraduate Students ◽  
Organisational Knowledge ◽  
Public Organisations ◽  
Capital Development ◽  
Employee Learning ◽  
The Relationship

Organisations continuously innovate, create, and are competitive if they improve their performance through continuous intellectual capital development, a key resource for value creation and organisational performance driver. Apart from sustaining competitive advantage, intellectual capital is increasingly important due to its ability to increase shareholder value, especially in public organisations. Employee learning, talent development, and knowledge creation allow the organisation to generate innovative ideas due to the quickness of knowledge obsolescence. The organisation's dynamic capabilities create and re-ignite organisational competencies for business sustainability being co-ordinated by well-structured organisational strategic routines ensuring continuous value creation streams into the business. This chapter focuses on the relationship between notions of knowledge sharing and trust in organisations. Lack of trust can impact negatively organisational knowledge sharing, dependent on trust, openness, and communication. The research sample included graduates and postgraduate students from two universities in Portugal. The findings revealed different perceptions according to the age group.

On Leadership, Intellectual Capital Creation and IT Governance

2011 ◽  
pp. 143-156
Author(s):  
David O’Donnell ◽  
Lin Guo
Keyword(s):  
United States ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
It Governance ◽  
The United States ◽  
Pragmatic Argument

This chapter positions a discussion of intellectual capital, governance, IT and leadership in the context of a resource-based and dynamic capabilities view of the firm. It then discusses in very pragmatic terms how leadership may be associated with IT governance and both knowledge sharing and knowledge creation from a micro-practices perspective. The chapter then presents four vignettes on the experiences of exemplary pioneering leaders to illustrate this argument. The leaders chosen are Leif Edvinsson of Scandia in Sweden, Robert Buckman of Buckman Laboratories in the United States, Hu Gang of NCD in China, and Lars Kolind of Oticon in Denmark. The chapter concludes with the pragmatic argument that leadership matters.

Intellectual capital and knowledge sharing: the mediating role of organisational knowledge-sharing climate

2011 ◽  
Vol 9 (4) ◽  
pp. 342-352 ◽  
Author(s):  
Giovanni Radaelli ◽  
Matteo Mura ◽  
Nicola Spiller ◽  
Emanuele Lettieri
Keyword(s):  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Mediating Role ◽  
Organisational Knowledge

The business model and intellectual capital in the value creation of firms

2017 ◽  
Vol 12 (3) ◽  
pp. 368-386 ◽  
Author(s):  
Anna Ujwary-Gil
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Intellectual Capital ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Citation Impact ◽  
Common Elements ◽  
Dynamic Approach ◽  
Content Type ◽  
The Common

Purpose The purpose of this paper is to analyze business model (BM) and intellectual capital (IC) of a firm with a focus on their common elements. The common bases in the field of strategic management for these two concepts are, among others, resource-based view, knowledge-based view, intellectual capital-based view, dynamic capabilities, and configurational approach. It indicates areas in which these two concepts can benefit from each other, e.g. in classification of components, their configuration, or dynamic approach. This general review examines the following research questions: What are the common concepts for the BM and IC? What are their common components? What does the dynamic approach to IC and BM mean? Design/methodology/approach The Web of Science™ Core Collection database was selected for the period 1975-2014 and the Journal of Intellectual Capital (JIC) indexed in Scopus® (Elsevier) was incorporated into the analysis for the period it had been indexed by Scopus (1990-2015). These databases were selected because they offer a reliable overview of historical data regarding journals, articles, and citation impact. The key filter criteria were the presence of the phrases “business model” or “intellectual capital” in the article title, abstract, and key words in order to narrow down the selection to the most appropriate results for the research area. Findings This paper investigates two concepts from the point of view of their underpinnings in management, definitions, and components, as well as value creation. Analysis of the foundations in management allows the author to present a cohesive model, which depicts a comprehensive approach to analysis of these two concepts. Many common elements have been identified and investigated. Originality/value First, it provides an indication of the common underpinnings of the analyzed concepts within the framework of strategic management and proposals for their development toward resource, knowledge, and IC accumulation, combination and heterogeneity-based views. Second, it presents an analysis of the BM and IC components, showing common elements between them. Third, it provides a description and analysis of dynamic view of BM and IC components in a value creation context.

The Relationship Between Intellectual Capital and Operating Performance of Indonesian Companies in the Hospitality Industry

2015 ◽  
Vol 21 (4) ◽  
pp. 781-784 ◽  
Author(s):  
Dezie L. Warganegara ◽  
Michael W. Hadipoespito ◽  
Jesica Indah
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Value Creation ◽  
Hospitality Industry ◽  
Operating Performance ◽  
Intangible Asset ◽  
Weakest Link ◽  
Structural Capital ◽  
Tangible Assets ◽  
The Relationship

The objective of this study is to test the relationship between intellectual capital (IC) and the profitability. IC is an intangible asset that has been acknowledged by various researchers to be the most important asset of a firm and its roles are to shape and integrate tangible assets into value creation processes. In this study, IC was proxied by VAIC and the operating performance was represented by ROA, OPM, and ATO. The sample in this study consists of Indonesian firms in the hospitality industry between the year of 2007 and 2011. This study found out that IC had limited role in driving profitability of a firm. When VAIC was broken down into tangible assets (VACA) and intangible assets (VAHU and STVA), the most dominant which is pushing the profitability of companies is still tangible assets. VACA is even comparable with size and leverage in getting firms profitable. Human capital (VAHU) is the weakest link in value creation of the firms at the hospitality industry in Indonesia. Finally, structural capital (STVA) increases productivity only through reduction of the costs in doing businesses not in revenue increases.

scholarly journals The Dynamic Model of Intellectual Capital Creation in Family Business: The Dynamic Capabilities Perspective

2021 ◽  
Vol 4 (2) ◽  
Author(s):  
Tung-Shan Liao ◽  
Thi Thuy Dung Pham ◽  
Juin-Cherng Lu
Keyword(s):  
Competitive Advantage ◽  
Family Involvement ◽  
Family Business ◽  
Intellectual Capital ◽  
Dynamic Capabilities ◽  
Family Firms ◽  
Knowledge Accumulation ◽  
The Subject ◽  
The Relationship

The paper's purpose is to examine the role of knowledge and learning as a dynamic capability that leads to competitive advantage in family firms. It further conceptually develops a model showing the relationship between intellectual capital, firm performance, and dynamic capabilities in family firms. Using past case studies related to the subject, this study highlights the importance of knowledge accumulation, integration, codification, and the preservation of socioemotional wealth as dynamic capabilities that allow a family firm to sense and seize business opportunities that transform the business to a competitive advantage. Findings from the case applications reveal that family businesses benefit from the accumulation of knowledge through expertise, skills, and employment of non-family members and having family involvement as strategic important assets that lead to increased value in family firms’ performance.

scholarly journals The Relationship between Intellectual Capital and Income Smoothing and Stock Returns

2013 ◽  
Vol 4 (2) ◽  
pp. 28-42
Author(s):  
Hamidreza Vakilifard ◽  
Masoumeh Sadat Rasouli
Keyword(s):  
Stock Returns ◽  
Intellectual Capital ◽  
Value Creation ◽  
Knowledge Economy ◽  
Abnormal Returns ◽  
Income Smoothing ◽  
Primary Sources ◽  
Capital Income ◽  
Production Factors ◽  
The Relationship

This article examines the relationship between intellectual capital, income smoothing and stock returns. We are capturing income smoothing through total accruals. Income smoothing firms have significantly higher abnormal returns around earnings announcement. In the knowledge economy, intellectual capital has become one of the primary sources of competitive advantage for a firm. Given the remarkable shift in the underlying production factors of a business within the new knowledge economy, it is important for firms to be aware of the elements of intellectual capital that would lead to value creation. So we associated relationship between intellectual capital and income smoothing and stock returns. The sample includes 108 firm-year observations from 2006 to 2011.We have used five variables

scholarly journals Intellectual Capital, Knowledge Sharing, and Innovation Performance: Evidence from the Chinese Construction Industry

2019 ◽  
Vol 11 (9) ◽  
pp. 2713 ◽  
Author(s):  
Yongfu Li ◽  
Yu Song ◽  
Jinxin Wang ◽  
Chengwei Li
Keyword(s):  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Positive Influence ◽  
Equation Model ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Construction Enterprises ◽  
Using Data ◽  
The Relationship

Knowledge economy era is an era driven by innovation, mainly based on the input of intangible assets which plays decisive roles in the long-term development of enterprises. The product value of enterprises is largely determined by their intellectual capital. Therefore, as pillars of China’s economy, construction enterprises must strengthen their investments in intellectual capital, and to achieve competitiveness in the market, enterprises must share knowledge with the other members of their networks. This study explores the relationship among the intellectual capital, knowledge sharing, and innovation performance of construction enterprises and the mediating effect of knowledge sharing on the relationship between intellectual capital and innovation performance by using data collected from a questionnaire survey. These data are analyzed along with the aforementioned relationships by using SPSS and a structural equation model. The findings indicate that intellectual capital not only has a direct positive influence on the innovation performance of construction enterprises but also positively affects their innovation performance through knowledge sharing. This paper concludes by presenting its limitations and the implications of its findings.

Linking Organisational Culture and Communities of Practice

2011 ◽  
pp. 340-345
Author(s):  
Anzela Huq ◽  
Jawwad Z. Raja ◽  
Duska Rosenberg
Keyword(s):  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Organisational Culture ◽  
Organisational Learning ◽  
Organisational Knowledge ◽  
The Future ◽  
And Control ◽  
The Relationship

The purpose of this article is to identify a link between organisational culture and communities of practice. We propose that the informal nature of communities of practice places great limitations in terms of management and control and that for their purpose—which is primarily to share tacit organisational knowledge and enhance organisational learning—it is fatalistic to try to impose and enforce control. Rather, these communities ought to be left alone to formulate their knowledge sharing activities, and management comes in to provide the support, both cognitive and practical in terms of resources, to ensure that time spent at work is productive, and the knowledge is well spread and used throughout. So, not only do we intend to identify a link between culture and communities of practice, but we will demonstrate that the former has great implications in the survival and success of the latter. A review of the most prolific literature is provided, followed by a debate about the relationship between these two distinct concepts, followed by our visions for the future.

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