scholarly journals Entrepreneurial Intellectual Capital [Human Capital, Social Capital, Customer Capital, Technology Capital] on SME's performance in Medan, Indonesia

2018 ◽  
Author(s):  
Yasmin Chairunisa Muchtar ◽  
Inneke Qamariah ◽  
Fadli
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Capital Social ◽  
Customer 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.

scholarly journals Exploring the Components of Intellectual Capital in Electrical and Electronics SMEs in Pakistan

2014 ◽  
pp. 249-259 ◽  
Author(s):  
Muhammad Khalique ◽  
Jamal Abdul Nassir bin Shaari ◽  
Shazali Abu Mansor
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Small And Medium Enterprises ◽  
Manufacturing Sector ◽  
Electronics Manufacturing ◽  
Structural Capital ◽  
Customer Capital ◽  
Medium Enterprises ◽  
Technological Capital

This chapter identifies the existence of the major components of intellectual capital in Small and Medium Enterprises (SMEs) operating in the electrical and electronics manufacturing sector in Pakistan. This study has been designed with the aim of selecting 6 major components of intellectual capital, namely human capital, customer capital, structural capital, social capital, technological capital, and spiritual capital. A structured questionnaire was utilized to conduct a survey of 247 respondents from 106 SMEs to identify the existence of these components of intellectual capital. This study confirms the existence of the major components of intellectual capital in SMEs operating in electrical and electronics manufacturing sector in Pakistan. The findings of this study provide valuable insights on the generalizability of the components of intellectual capital in a novel research setting in Pakistani. The findings of the study allow SMEs practitioners a better understanding about the existence of the components of intellectual capital on which they ought to focus their management efforts in order to take competitive advantage. This study is among only a few to investigate the existence of the components of intellectual capital in Pakistani SMEs and the first to SMEs operating in the electrical and electronics manufacturing sector.

scholarly journals Peran Intellectual Capital Terhadap Organizational Value

KarismaPro ◽  
2021 ◽  
Vol 1 (2) ◽  
Author(s):  
Dodi Siswanto
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Capital Structure ◽  
Intellectual Capital ◽  
Added Value ◽  
Literature Study ◽  
Bonding Social Capital ◽  
Study Approach ◽  
Customer Capital ◽  
Organizational Value

The discussion related to Intellectual Capital becomes a very interesting matter for organizations, this is because intellectual capital is an invisible asset that can have an extraordinary impact, can provide added value to the company so as to increase organizational competitiveness. Therefore, business owners (MSMEs) need to be aware of this. The purpose of this research is to examine how strategies to strengthen intellectual capital in increasing the organizational value of MSMEs. The dimensions studied in this study are Human Capital, Capital Structure, Customer Capital, and Social Capital. This type of research uses qualitative methods with a literature study approach. This human capital formation can be done through employee self-development by providing education and training. Learning about culture, infrastructure, and the right incentives to generate and disseminate knowledge are ways to strengthen the Capital Structure. Providing excellent service is an effort to retain customers. Bonding Social Capital, Bridging Social Capital, Linking Social Capital are social capital that can provide a conceptual understanding that social capital that is formed can create different results.Keywords: Intellectual capital, organizational values.

The effect of knowledge management on intellectual capital, social capital, and firm innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahdi Salehi ◽  
Mohammad Ali Fahimi ◽  
Grzegorz Zimon ◽  
Saeid Homayoun
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Chief Executive Officers ◽  
Structural Equation ◽  
Chief Executive ◽  
Equation Modeling ◽  
Capital Social ◽  
Manufacturing Companies ◽  
Content Type

Purpose This study aims to analyze the literature on knowledge management on intellectual capital, social capital and its contribution to Iranian companies’ innovation. Design/methodology/approach To investigate knowledge management’s relationship on intellectual capital, social capital and innovation, using structural equation modeling based on data collected from 205 chief executive officers, production managers and marketing managers of Iranian companies. The research instrument is a standard questionnaire consisting of 109 questions in which 5 of them are demographic questions, 26 questions were asked to reveal the knowledge management process, 40 questions for intellectual capital, 21 for social capital and 17 for innovation. Findings The results show that knowledge management has a positive and significant relationship between intellectual capital and social capital. Knowledge management did not have a significant effect on innovation. However, intellectual capital and social capital have a significant effect on innovation. On the other hand, knowledge management mediated by intellectual capital and social capital has a positive and significant indirect effect on innovation. Originality/value The paper includes the implications for developing knowledge management and intellectual, social capital leading to innovation in manufacturing companies. Knowledge management can improve the innovation performance of a company if it is shared and applied effectively. This study addresses an important subject and the findings may be used by professionals and managers or another person interested in advancing knowledge management that leads to innovation.

The impact of intellectual capital and knowledge flows on incremental and radical innovation

2018 ◽  
Vol 10 (2/3) ◽  
pp. 149-170 ◽  
Author(s):  
Duy Quoc Nguyen
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Radical Innovation ◽  
Knowledge Flows ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Content Type ◽  
Radical Innovations ◽  
The Impact

PurposeThe purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and radical innovation performance.Design/methodology/approachThis paper adopts relevant literature of social capital and organizational learning to examine the impact of intellectual capital and knowledge flows on incremental and radical innovation based on surveying 95 firms. To test the research hypotheses, regression analysis is used.FindingsResults of the study show that human capital and top-down knowledge flows significantly and positively influence both incremental and radical innovations. Social capital and bottom-up knowledge flows do not have any significant impact on incremental or/and radical innovation. Organizational capital has a positive impact on incremental innovation as expected.Practical implicationsThe results offer several practical implications for business managers to harvest its knowledge bases resident in the firm’s different forms appropriately to make innovation successful. Particularly, knowledge resident in human capital and organizational capital is useful for making incremental innovation. Especially, new knowledge, new skills and new perspectives resident in human capital are crucial important for making radical innovation. Both incremental and radical innovations are positively influenced by dynamic managerial capabilities.Originality/valueThis study contributes to literature by providing new evidence linking organization intellectual capital and knowledge flows with its innovation performance. Especially, the missing link between top-down knowledge flows and radical innovation is empirically examined. Value of this study is that social capital and bottom-up knowledge flows are not universally beneficial for enhancing innovation and their impacts on innovation performance are context dependent and more sophisticated than it is recognized in the literature.

scholarly journals Impact of Intellectual Capital on the Organizational Performance of Airline Industry in Malaysia

2015 ◽  
pp. 38-50
Author(s):  
Muhammad Khalique ◽  
Abu Hassan Md. Isa
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Airline Industry ◽  
Spiritual Capital ◽  
International Airport ◽  
Structural Capital ◽  
Customer Capital ◽  
Technological Capital

This chapter aims to examine the role of intellectual capital in order to enhance the organizational performance of airline industry in Malaysia. Five components of intellectual capital, namely human capital, customer capital, structural capital, technological capital, and spiritual capital, were used to investigate the role of intellectual capital in airline industry in Malaysia. A structured questionnaire was used to gather the required data from Kuala Lumpur, Sultan Ismail Johor Bharu International Airport, and Kuching International Airport. A total of 195 out of 200 useable questionnaires were collected. Multiple regression analysis was employed to test the proposed research hypotheses of this study. The findings show that two variables, namely customer capital and spiritual capital, appeared as significant contributors while the remaining three variables, human capital, structural capital, and technological capital, appeared as insignificant contributors. This is a preliminary study and it could be a milestone for further studies.

Managing Talent across Organizations

2017 ◽  
Author(s):  
Gina Dokko ◽  
Winnie Jiang
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Career Mobility ◽  
Social Resources ◽  
Capital Social ◽  
Career Trajectories ◽  
Per Se ◽  
And Performance

What do talented employees carry with them as they move across organizations? How portable are their expertise, resources, and performance? As organizations’ needs for talent grow and individuals’ career trajectories become increasingly diverse, these questions become more important. In this chapter, we draw from career-mobility research and develop a framework that considers the human capital, social capital, and identity issues in talent movement. We also provide implications for organizations as talent enters and exits an organization. In sum, we suggest that intake of talent per se does not necessarily lead to successful acquisition and utilization of the talent’s capital. Conversely, departure of talent does not mean an absolute loss to organizations—losing talent can potentially bring organizations unexpected gains, such as new social resources.

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