The composition of intellectual capital in non‐profit orchestras

Abstract

PurposeThe purpose of this paper is to explain how intellectual capital (IC) is enacted and used in non‐profit symphony orchestras from an organisational behaviour perspective.Design/methodology/approachThe paper is a nine‐month case study on two community‐based non‐profit orchestras. The method uses field observations, interviews, factor analysis, and visual models in explaining how IC is connected to organisational practices.FindingsIC is perhaps best understood in its context to specific organisations rather than as discrete items that are allocated.Research limitations/implicationsThe case study is limited to non‐profit orchestras based on an organisational behaviour perspective. The results, however, invite further research into how IC is used as a resource towards strategic planning.Practical implicationsThe study results point towards managing IC resources, given that they are grounded in actions and practices of the organisation. Questions of “how” (how is IC used?) drive the study versus questions of “what” (identification of IC).Originality/valueUnderstanding IC as context‐dependent provides management guidance to NPO orchestras for improving volunteer participation, motivation, and meeting personal goals. It also informs boards of possible outcomes in implementing organisational change.