Organizational innovation based on intellectual capital and transfer tacit knowledge

2016 ◽  
Author(s):  
Augustina Asih Rumanti ◽  
Trifenaus Prabu Hidayat ◽  
Rocky Reynaldo ◽  
Stephanie
Keyword(s):  
Tacit Knowledge ◽  
Intellectual Capital ◽  
Organizational Innovation

IC & OI The impact of intellectual capital on organizational innovation

2020 ◽  
Vol 6 (7) ◽  
pp. 1257-1265
Author(s):  
Fouad El-Gamal
Keyword(s):  
Intellectual Capital ◽  
Middle Managers ◽  
Organizational Innovation ◽  
Sustainable Competitive Advantage ◽  
Dominant Dimension ◽  
Structural Capital ◽  
Corporate Innovation ◽  
Research Findings ◽  
The Impact ◽  
Depth Interviews

Intellectual capital can generate value for organizations and improve organizational innovation. This study aims to investigate the effects of intellectual capital on corporate innovation. Mixed research methodology approach has been used by combining both qualitative and quantitative analysis to explore and empirical examine the research model. The targeted population of interest is the licensed pharmaceutical manufactures, 90 organizations in the Egyptian pharmaceutical industry throughout its three main sectors (11 public, 70 local private and 9 MNCs). Statistical analyses are employed based on the questionnaires gathered from 39 pharmaceutical manufactures’ companies (44% response rate). In addition, sixty-three “63” in depth interviews have been conducted with both top and middle managers. The research findings indicate that all dimensions of intellectual capital (human, structural, and relational capital) have positive significant effects on organizational innovation of pharmaceutical manufactures’ companies. The study clarifies that the most dominant dimension is structural capital, which provides the largest and strongest support to pharmaceutical manufactures’ companies. The deep realization of the importance intellectual capital and its impact on innovation helps leaders to adopt accurate system to run organizational innovation in a better way, which lead to sustainable competitive advantage for organizations.

scholarly journals PARTIAL LEAST SQUARE ANALYSIS ON MICRO ENTERPRISES’ INTELLECTUAL CAPITAL AND PERFORMANCE: THE MEDIATING EFFECT OF TACIT KNOWLEDGE SHARING

2018 ◽  
Vol 2 (2) ◽  
pp. 22-33
Author(s):  
Rohana Ngah ◽  
T. Ramayah ◽  
Rahimah Sarmidy
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Intellectual Capital ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Partial Least Square Analysis ◽  
Tacit Knowledge Sharing ◽  
Micro Enterprises

Micro enterprises formed the majority of business establishments in Malaysia and play an important role in the business ecosystem. There are numerous studies of intellectual capital on large organizations and small and medium enterprises, however no study has been carried out on micro enterprises. The findings of the partial-least square analysis of one hundred and six micro enterprises found that intellectual capital has a significant relationship to organizational performance. In addition, the relationship between intellectual capital and organizational performance was significantly influenced by tacit knowledge sharing. In particular, tacit knowledge sharing proves to be extremely relevant when it comes to reinforcing the intellectual capital on the performance of micro enterprises in Malaysia. Limitations and implications for future studies are discussed.

scholarly journals Studi Empirik BUMN Pada PT PELINDO III Surabaya Pengaruh Intellectual Capital Terhadap Inovasi Organisasi

2021 ◽  
Vol 5 (1) ◽  
pp. 26-40
Author(s):  
Arfah Arfah
Keyword(s):  
Organizational Climate ◽  
Customer Service ◽  
Intellectual Capital ◽  
Industrial Revolution ◽  
Organizational Innovation ◽  
Diverse Range ◽  
Cultural Heterogeneity ◽  
High Level ◽  
The Impact

The era of the industrial revolution 4.0. In the last century, experts have increasingly convinced that the intellectual resources of an organization determine the competitive advantage of an organization in accelerating the effectiveness of artificial intelligence, especially in presenting the best customer service innovation products. However, there are only a few studies on the relationship between intellectual capital and innovation. Based on the importance of these issues, this study aims to examine the impact of intellectual capital on organizational innovation. Questionnaires have been distributed to 100 employees of PT. Pelindo from Indonesian State-Owned Enterprises (BUMN), and 82 usable questionnaires were returned. The regression statistical method analysis was used to test the hypothesis. The results of the research simultaneously show that intellectual capital has a positive and significant effect on organizational innovation. The next test results partially prove that human capital, organizational capital, and relational capital have a significant and positive effect on organizational innovation. This study opens several pathways for innovation program projects in future Indonesian organizations. The significance of the findings of this study shows the practical implications of the support in the next roadmap on research and development (R&D) of Human Resources and innovation of Indonesian BUMN organizations, particularly at PT. Pelindo as one of the important pillars in the success of the vision of the Indonesian government's maritime axis. Based on the high level of socio-cultural heterogeneity in Indonesia, the implications of follow-up studies are important to expand the sample of employees to a larger and more diverse range and combine other independent variables (such as demographic factors, organizational culture, organizational climate, leadership, job satisfaction or other motivational factors) which may result in different study findings and recommendations.

scholarly journals Knowledge of the Corporate Social Responsibility Concept as a Part of the Intellectual Capital of Small and Medium-sized Organizations from the Perspective of Lifelong Learning

2021 ◽  
Vol 12 (6) ◽  
pp. 1330-1338
Author(s):  
Dana Bernardová, Martin Fink, Tetiana Arkhangelska
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Lifelong Learning ◽  
Tacit Knowledge ◽  
Intellectual Capital ◽  
Explicit Knowledge ◽  
Corporate Social

The concept of corporate social responsibility (CSR) can be understood as a part of the intellectual capital (IC) of organizations, as a set of tacit knowledge of CSR holders transferred into the form of explicit knowledge recorded in the documents of organizations. The aim of this study, in terms of lifelong learning, is to determine whether CSR is a part of the IC, whether the knowledge of the CSR concept is of a tacit or explicit nature and to what extent the potential of such knowledge is used by small and medium-sized organizations (SMEs). The presented data are a selection taken from 3 studies carried out by the authors in 2014-2019. The study was conducted in the Olomouc region, SMEs were the respondents, and the content of the study referred to CSR. The data show that a tacit form of knowledge of the CSR concept prevails.

An Intellectual Capital-Based View of Technological Innovation

2010 ◽  
pp. 166-193 ◽  
Author(s):  
Miriam Delgado-Verde ◽  
Jorge Cruz-González
Keyword(s):  
Technological Innovation ◽  
Intellectual Capital ◽  
Organizational Innovation ◽  
Incremental Innovation ◽  
Knowledge Resources ◽  
General Terms ◽  
Innovation Product ◽  
Productive Factor ◽  
Technological Capital ◽  
The Relationship

The growing importance of knowledge as a key productive factor in today’s society requires a change in thinking about innovation in general terms as well as in specific terms, such as technological innovation, product innovation and organizational innovation (Nonaka, 1994). Also, companies are aware that knowledge is the most valuable and strategic resource to face the current environment (Chen et al., 2004). In this sense, intellectual capital is increasingly interesting to companies that get their benefits through innovation and knowledge. For this reason, it is important to study the relationship between intellectual capital and innovation (Edvinsson and Sullivan, 1996). In fact, it is widely accepted that an organization capability to innovate is closely tied to it is intellectual capital, or its ability to utilize its knowledge resources (Subramaniam and Youndt, 2005). So, this research proposes a theoretical model to identify and classify the different elements of intellectual capital (human capital, organizational capital, technological capital, relational capital and social capital) as a source of various types of technological innovation (product, process, radical and incremental innovation), analyzing the relationship between each of those components and the four types of innovation.

Evolutionary game of knowledge sharing in master-apprentice pattern of innovative organization

2019 ◽  
Vol 11 (3) ◽  
pp. 436-453 ◽  
Author(s):  
Ruihua Wang
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Evolutionary Game Theory ◽  
Design Methodology ◽  
Organizational Innovation ◽  
Evolutionary Game ◽  
Research Knowledge ◽  
Content Type ◽  
Evolution Path ◽  
Practical Implications

Purpose Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required for organizational innovation is tacit knowledge in the master-apprentice pattern. The purpose of this paper is to analyze the evolution of knowledge sharing in master-apprentice pattern and explore the consequences of how to improve the knowledge sharing in the master-apprentice pattern. Design/methodology/approach This paper uses asymmetric evolutionary game theory to study the evolutionary track of knowledge sharing in master-apprentice pattern of innovative organizations by analyzing the utility of masters and apprentices during the process of knowledge sharing in master-apprentice pattern of the innovative organization. Findings The results reveal that when the masters obtained utility from sharing knowledge is greater than that from hoarding knowledge, and the apprentices obtained utility from studying hard is greater than the costs, the innovative organization can get the largest utility from the knowledge sharing in the mater-apprentice pattern. Research limitations/implications The limitation of the research is that this paper mainly studies knowledge sharing among individuals and does not research knowledge sharing between individuals and organizations. Practical implications This research has extended the understanding of knowledge sharing in master-apprentice and its evolution path. Also, the obtained findings are conducive to promoting knowledge sharing in master-apprentice and improving human resource management in innovative organizations. Originality/value This paper attempts to construct the evolution path of knowledge sharing in master-apprentice pattern, which is a useful exploration of the dynamics of knowledge sharing in master-apprentice pattern and makes up for the shortcomings of the existing research.

Can Tacit Knowledge be Shared on Cloud?

2017 ◽  
pp. 264-296 ◽  
Author(s):  
Sara Fazzin
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Common Ground ◽  
Organizational Innovation ◽  
Lifelong Learners ◽  
Term Change ◽  
Tacit Knowledge Sharing ◽  
Definition Of

Knowledge manipulation is key for organizational innovation, to gain competitive advantage, enhancing the search for a caring and sharing environment between co-workers. How to foster such attitude? Many researchers have argued about the importance of tacit knowledge, highlighting how difficult - if not impossible - is to share that kind of knowledge. Giving a new definition of knowledge, the Author here presents a model of knowledge manipulation that highlights the fundamental role of education, both as knowledge enabler and recipient for a long-term change into the organization. Using education as common ground to instill a (tacit) knowledge sharing attitude, the Author argues on the importance of problem-based (PBL) training, to prepare lifelong learners to become better workers and to manipulate (tacit) knowledge.

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