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.

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 Conceptual Model of Informal Business Development Based on Intellectual Capital

2021 ◽  
Vol 4 (1) ◽  
pp. 87-92
Author(s):  
Tinneke Evie Meggy Sumual ◽  
Muhammad Amir Arham ◽  
Arie Kawulur ◽  
Rocky Rimbing
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Conceptual Model ◽  
Intellectual Capital ◽  
Business Development ◽  
Added Value ◽  
Work Culture ◽  
Structured Interviews ◽  
Frozen Food ◽  
Business Partners

This paper aims to describe the conceptual model of informal business development applied to “Tibo-Tibo” fisherwomen in North Minahasa Regency. Data and information were obtained by observation and structured interviews to “Tibo-Tibo” fisherwomen, business partners and village governments. The data was analyzed qualitatively by using Miles Huberman perspective, through stages: data reduction, data presentation, conclusion drawing and verification. After going through the validity of experts, this paper produced a conceptual model of informal business development based on intellectual capital namely human capital, social capital and organizational capital. This paper recommends that through the intellectual capital approach "Tibo-Tibo" fisher women's business can be improved through empowerment. Empowerment in the form of human capital will increase the added value products with the availability of a variety of products for frozen food businesses and products for culinary businesses. Empowerment in the form of social capital will strengthen the values of relationships with business partners, trust to customers and employees and strengthen the work culture "mapalus" (local wisdom for the community) such as cooperation and helping each other. Empowerment in the form of organizational will strengthening the management and organizational professionalism as well as the acknowledgment of business license and product brands by consumers.

scholarly journals Social capital and economic growth in the regions of Europe

2021 ◽  
pp. 0308518X2110000
Author(s):  
Jonathan Muringani ◽  
Rune D Fitjar ◽  
Andrés Rodríguez-Pose
Keyword(s):  
Economic Growth ◽  
Social Capital ◽  
Human Capital ◽  
European Social Survey ◽  
Knowledge Flows ◽  
Regional Economic Growth ◽  
Lower Growth ◽  
Regional Economic ◽  
Bonding Social Capital ◽  
Bridging Social Capital

Social capital is an important factor explaining differences in economic growth among regions. However, the key distinction between bonding social capital, which can lead to lock-in and myopia, and bridging social capital, which promotes knowledge flows across diverse groups, has been overlooked in growth research. In this paper, we address this shortcoming by examining how bonding and bridging social capital affect regional economic growth, using data for 190 regions in 21 EU countries, covering eight waves of the European Social Survey between 2002 and 2016. The findings confirm that bridging social capital is linked to higher levels of regional economic growth. Bonding social capital is highly correlated with bridging social capital and associated with lower growth when this is controlled for. We do not find significantly different effects of bonding social capital in regions with more or less bridging social capital, or vice versa. We examine the interaction between social and human capital, finding that bridging social capital is fundamental for stimulating economic growth, especially in low-skilled regions. Human capital also moderates the relationship between bonding social capital and growth, reducing the negative externalities imposed by excessive bonding.

scholarly journals The Use of Human Capital and Limitations of Social Capital in Advancing Economic Security among Immigrant Women Living in Central Alberta, Canada

2018 ◽  
Vol 7 (11) ◽  
pp. 220 ◽  
Author(s):  
Choon-Lee Chai ◽  
Kayla Ueland ◽  
Tabitha Phiri
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Labor Market ◽  
Immigrant Women ◽  
Economic Security ◽  
Economic Resources ◽  
Bonding Social Capital ◽  
Initial Stage ◽  
English Speaking ◽  
Alternative Resource

In this research, the challenges of using human capital and the effectiveness of social capital as an alternative resource used by immigrant women from non-English-speaking countries living in Central Alberta for them to attain economic security are studied. Evidence indicates heavy use of bonding social capital by immigrant women—primarily through family, ethnic, and religious networks—as a “survival” resource at the initial stage of settlement. The bonding social capital is relatively easy to access; nevertheless, in the case of visible minority immigrant women living in Central Alberta, bonding social capital has limited capacity in helping them to obtain economic security because their family and friends themselves often lack economic resources. As a result, these immigrant women are expected to compete in the labor market using their human capital to obtain higher-paying jobs. The challenge among immigrant women remains in seeking recognition of non-Canadian credentials, and/or successful acquisition and deployment of Canadian credentials in the primary labor market.

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.

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>

Intellectual capital role in ambidexterity emergence

2017 ◽  
Vol 18 (4) ◽  
pp. 733-744 ◽  
Author(s):  
Susana Fernández-Pérez de la Lastra ◽  
Natalia García-Carbonell ◽  
Fernando Martín-Alcázar ◽  
Gonzalo Sánchez-Gardey
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Organizational Capabilities ◽  
Integrative Model ◽  
Alternative View ◽  
Organizational Ambidexterity ◽  
Organizational Capital ◽  
Content Type ◽  
Multilevel Perspective

Purpose Considering the inconclusive results in the literature on the way organizations create ambidextrous organizational capabilities, the purpose of this paper is to present an alternative theoretical model of three different paths through which ambidexterity is built. From a multilevel perspective, the model describes how specific combinations of the facets of intellectual capital – human, social and organizational capital – can synergistically work to reach ambidexterity. Design/methodology/approach The study is based on main arguments from multilevel and intellectual capital literature. The multilevel approach allows the authors to consider a broader perspective to define three specific modes to create ambidextrous capabilities. Additionally, the intellectual capital literature completes the model, with the input (human capital), mechanisms (social capital) and the infrastructure (organizational capital) needed to develop ambidexterity. With the integration of both frameworks, the model explains how different types of ambidexterity are generated at diverse firm levels – individual, group and organizational, following different and complementary paths. Findings This research goes beyond the traditional arguments on how organizations develop simultaneously exploration and exploitation activities, proposing an integrative model of three complementary modes: path 1 (ambidexterity based on individual human capital); path 2 (ambidexterity through social capital) and path 3 (ambidexterity through organizational capital). These paths link organizational levels in organizations, showing the accumulative process of ambidexterity from a multilevel perspective. Originality/value The paper offers an alternative view expanding the ongoing discussion in the ambidexterity field. There is a lack of configurational models in the literature that describe, from a synergistic point of view, these complementary paths to achieving organizational ambidexterity. This approach contributes to explaining that not only individual ambidextrous human capital is needed to generate organizational ambidexterity, but also that specialist human capital could be a source of ambidexterity.

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.

Sign in / Sign up

Export Citation Format

Share Document