Intellectual capital has been described as intangible assets that may be used as a source of sustainable com‑ petitive advantage. However, intellectual capital components have to interact, to create value. Previous studies demon‑ strate that intellectual capital is positively and significantly associated with organizational performance. Our aim is to con‑ solidate these findings, examining the inter‑relationships and the interaction effects among intellectual capital compo‑ nents and organizational performance, in the Portuguese banking context.
Keywords: Intellectual capital, human capital, relational capital, structural capital, value creation
Interorganizational and social relationships can be seen as part of the intellectual capital of a firm. Existing frameworks of intellectual capital, however, fail to address how relationships should be managed to generate more intellectual capital. Drawing on the interaction approach and the fields of intellectual capital and knowledge management, this paper develops a framework for managing relationships. The framework is illustrated with a case study. It is also noted that firms can improve relationship management and thus generate more intellectual capital.
Keywords: Intellectual capital, structural capital, human capital, interorganisational relationships, social relationships, relationship transformation
The importance of social capital and its effective management approach in organizations, particularly knowledge‑based organizations, for assuring their ongoing and sustainable development and competitive advantage has been a matter of serious discussion in recent years. Considering the ongoing expansion and growth of knowledge‑based organizations in Iran and the role and importance of their social capital in further development of Iranian society, an effective system of management of their social capital is a matter of concern of their top managers. Therefore, a blend (quantitative and qualitative) multiple case study was conducted with a selected number of knowledge‑based organizations with different sizes to assess their existing social capital, to identify factors which might have positive or negative impacts on the promotion of their social capital and to propose an effective approach for its management. To conduct the study, a purposive sample of fifteen large organizations and sixteen SMEs was selected. To collect the data, a stratified random sample of 528 knowledge workers (336 from large and 192 from MEs) and their HRM managers were given a 24‑item questionnaire which was designed based on three dimensions (structural, relational and cognitive) of Organizational Social Capital Model used by Nahapiet and Ghoshal in their study. This was followed by semi‑structured interviews with a selected number of research participants for completion and further clarification of collected data. Findings indicated that the selected knowledge‑based organizations are not benefiting from a desirable social capital. It is even worse in large organizations. Therefore, some measures need to be taken to improve the situation. Based on the findings of this study, suggestions were provided for the promotion of their social capitals and their more effective management
Keywords: social capital, organizational social capital, knowledge-based organizations, SMEs, structural capital, relational capital, cognitive capital
Volume 4 Issue 1 / Jan 2006 pp1‑90
Keywords: Active learning, Africa, Business intelligence, Case study, Cognitive diversity, CommonKADS], Communication, Complexity, Complexity representation , Complexity theory, Complexity thinking, Cross-functional teams, e-Commerce, Enterprise semantic web, First order reflection, Group dynamics, Human capital, Intellectual capital, Knowledge acquisition, Knowledge acquisition, Knowledge capital, Knowledge cooperation, Knowledge co-production, Knowledge creation, Knowledge flows, Knowledge learning, Knowledge sharing, Knowledge transfer, Knowledge transfer cycle, Lightweight ontologies, Organisational practices, Performance measurement, Predictive maintenance, Relational capital, Second order reflection, Semantic information retrieval, Semantic interoperability, Social networks, Social Software, Software development, Structural capital, Tourism, Value creation, Weblog, Wiki
Keywords: automotive industry, business models, collaborative process communal lexicon community of practice corporate strategy corpus linguistics digital economy, empirical knowledge ethnography, human capital hypertext, information communication technology insurance Industry Intellectual capital measurement, interorganisational collaboration inter-organisational relationships knowledge capitalization. knowledge construction, knowledge definition, knowledge economy, knowledge elicitation, knowledge management behaviour, knowledge management context, knowledge management environment, knowledge management practices, knowledge mapping, multivariate analysis protection of knowledge, relationship transformation special language terminology structural capital, tacit knowledge value networks virtual prototype