Intellectual Capital Of Organization Research Articles

Barriers to Sustainable Management of Organizational Intellectual Capital

In the global economy, intellectual capital management is a strategically important resource that affects the market value of organizations. Efficient management of intellectual capital requires the use of new management methods and techniques. One of them is knowledge management, which, in particular, focuses on removing barriers to knowledge sharing. The survey was conducted among employees of the Glogow, Jawor and Trzebnica counties, and the results constitute a pilot study. The conclusions from the collected research results are surprising and imply the need to conduct research on a larger scale in the area of human capital. The collected results provide information to management staff in the field of talent management and knowledge. The results may constitute the basis for developing succession plans, succession plans and employee training. Additionally, the results can help recruiters create profiles of candidates with specific competencies. The main aim of the study was to analyse and evaluate the personnel management process in the Glogow, Jawor and Trzebnica poviats. The use of various research methods made it possible to achieve the intended research goals. The basic research tool used was a survey. Analyses of the literature, research reports, and statistical summaries were treated as a complement to the main research methods. Research and statistical data indicate that among smaller companies in Lower Silesia, there is a need for development programs related to acquiring, collecting, and sharing knowledge. The study identified a number of factors that constitute a significant barrier to the development of employees of the surveyed companies. They allowed us to verify the relationship between the factors that constitute the greatest barrier to the learning process and the impact of the company’s size on it. The relationship between the barriers to intellectual development that constitute the greatest threat to the company and the factors that make it difficult for the company to recruit employees with the highest intellectual capital were also verified.

Human Capital Efficiency and Employee Productivity: A Comparative Analysis of the Manufacturing Sector vs. Service Sector Public Listed Companies in Sri Lanka

Human capital is one of the most vital organizational knowledge assets, which is a part of organizational Intellectual Capital. Therefore, it contributes to organizational competitive advantage through enhancing employee productivity. Hence, the objective of this study was to find out the relationship between Human Capital Efficiency (HCE) and Employee Productivity (EP) in manufacturing sector companies and service sector companies listed in Colombo Stock Exchange as a comparative study. Value Added Intellectual Coefficient (VAIC) is a method used to measure the value creation efficiency of a company and HCE is one component of VAIC, which has a substantial impact on EP. Therefore, it is vital for finding out the relationship between HCE and EP in the practical scenario. But, there is a dearth of studies related to the relationship between HCE and EP in Sri Lanka. This study is carried out as a solution for bridging this empirical and contextual gap. Data were collected from 25 manufacturing companies and 25 service sector companies (Hotel and travel sector) during the period from 2015 to 2019. The data were analyzed using the Pearson Correlation and regression. The results of the data analysis indicated that the relationship between HCE and EP is moderate and significant in service sector companies, while an insignificant weak relationship was found in manufacturing sector companies. Further, a significant impact of HCE on EP was found in the service sector, but that impact was not significant in the manufacturing sector. It can be concluded that service sector companies pay more attention to enhance the HCE since the knowledge and skill embedded in employees are more valuable in providing services to their customers than manufacturing sector companies. Ultimately, the results show that good HCE can indeed improve EP, which has significant meanings for investors, company management, decision-makers, and industry regulators.
 Keywords: Employee Productivity, Human Capital Efficiency, Manufacturing sector, Service sector

EMPLOYER BRANDING IN FORMATION OF THE INTELLECTUAL CAPITAL OF THE TOUR OPERATOR: THE CASE STUDY OF UKRAINE

Abstract. The article defines that intellectual capital should be considered as one of the key factors of successful realization and provision of tourist services when the level of material stocks and raw materials resources reduce. The main feature of effective tour operator’s business is the formed intellectual potential, first of all, the staff, which has value-oriented professional knowledge, ambition, creativity, and the efficiency of each employee’s work is the key source of innovative changes for any enterprise. The accumulated knowledge and experience transform the staff into intellectual capital that is the resource of growth and development of tour operators. In such a situation, the administration of the tourist enterprises should use efficient tools for attracting professional employees, which are the basis of the intellectual capital of the company. However, the results of a survey among Ukrainian students who study in the field of tourism indicate a passive position of leading tourism operators’ directors in the process of finding and attracting tourism industry professionals to work for these companies. The directors of tour operators do not pay attention to HR brand formation that by the way generates the overall image and reputation of the tourist company. As a result, we have a significant staff turnover in companies that are in the top 10 leading employers in the tourism sector. It is an obstacle to form intellectual capital of organizations, that affects the performance. On other hand, well-formed employer brand enhances the company reputation, which is a proven mechanism for evaluating the partnership’s stability and business strategy. The right policy for the human resources formation creates a special professional intellect, and if tour operators use it, it transforms into intellectual capital for the firm and into intellectual property for the employee. The successful implementation of co-branding (a joint brand «employee company») enhances the image and reputation components that are intended to ensure stable positive financial results that is the most important condition for strategic company development, even in the conditions of fierce competitive struggle. Keywords: intellectual capital, tour operator, reputation capital, co-branding, HR-brand. JEL Classification D69, F15, H73, L14, R11 Formulas: 0; fig.: 4; tabl.: 1; bibl.: 10.

Exploring Knowledge Entropy in Organizations

Abstract The purpose of this paper is to explore the knowledge entropy processes within organizations and how they are reflected in the knowledge management and organizational intellectual capital. Entropy is a very powerful concept, which can be found today in almost any branch of science and technology. It was introduced by Rudolf Clausius in 1865 in Thermodynamics, then used in the communication theory by Claude Shannon, and expanded by Nicholas Georgescu-Roegen in economics. However, dues to its extensive use in so many different research domains, the concept of entropy became fuzzy and sometimes misleading in applications. Also, its statistical formulations based on the Boltzmann theory made the entropy understanding rather difficult and its interpretations on the edge of coherence. Knowledge entropy is an extension of information entropy and used within the framework of knowledge management. Our conceptual analysis aims to shed light on the appropriate use of knowledge entropy and its potential in knowledge management research and practice. Since knowledge entropy is associated to all transformational processes in knowledge creation, knowledge sharing, knowledge acquisition, and knowledge loss, we may say that knowledge management can be interpreted as the process of managing knowledge entropy within organizations.

Organizational intellectual capital and its relation to frontline service employee innovative behavior: consumer value co-creation behavior as a moderator

Frontline service employee innovative behavior is “the moment of truth” that significantly affects organizational performance. Yet, little research has investigated the effect of organizational intellectual capital on frontline service employee innovative behavior. This study used SPSS 24.0 and AMOS 20.0 to examine the structural model and the hypothetical effects of (1) different dimensions of organizational intellectual capital on frontline service employee innovative behavior and (2) consumer value co-creation on frontline service employee innovative behavior along the dimensions of organizational intellectual capital. A total of 282 valid questionnaires were collected from frontline service employees working at a travel agency located in Taipei, Taiwan. Human capital and customer capital were found to positively affect frontline service employee innovative behavior. The interactions between consumer value co-creation and human and customer capital had a significant moderating effect on frontline service employee innovative behavior.

Back to the future of intellectual capital research: a systematic literature review

PurposeFor better mapping the path of intellectual capital (IC) research, the purpose of this paper is to selectively review empirical studies of IC published, and identify theories, components and three dimensions of analysis: national IC (NIC), regional IC (RIC) and organizational IC (OIC).Design/methodology/approachThe systematic literature review (SLR) subject to analysis is based on empirical studies made between 1960 and 2016, and focuses on three dimensions of analysis: NIC, RIC and OIC. Four research questions were designed, using the following databases, namely, Web of Science, Scopus and Google Scholar, for data collection purposes.FindingsThe SLR unveils a multidimensional taxonomy for measuring and classifying the type of IC applicable to the different levels of analysis and provides some recommendations for future studies of NIC, RIC and OIC, by outlining the need for clear definitions of components and measures of IC and identifying strengths, limitations and future research avenues.Originality/valueIn order to fill the gap found in the literature and the non-existence of a study clarifying the multiple dimensions of analysis of IC, this SLR makes a twofold, original contribution to the literature on management: providing an SLR of the main empirical studies dealing with different units of analysis; and identifying a multidimensional taxonomy for measuring and classifying the type of IC applicable to the different levels of analysis.

Intellectual capital research and practice: 7 myths and one golden rule

Abstract The intellectual capital research and practice entered in the last years into a visible decline due to some barriers in understanding its intangible nature and designing Newtonian metrics for its measurement and reporting. Inertial thinking is very powerful in promoting new approaches for the need of a new perspective in working with intellectual capital. Unfortunately, even some top journals in the domain of intellectual capital remained trapped into this Newtonian logic and standard statistical analysis, as a result of the mind-set of their editorial staff and reviewers. The purpose of this paper is to present a critical analysis of the intellectual capital research and practice today and to reveal some of the most important barriers in understanding the complexity and nature of the intellectual capital. These barriers manifest like myths in approaching the research into intellectual capital, myths that create a false reality and false research questions, which enter into collision with the real life of companies and their business. The paper identifies seven myths which created a Newtonian version of the non-Newtonian reality, and a golden rule for further research into the intellectual capital of organizations. The conclusion of the present critical analysis is that we need a new approach to understand the complexity of the intellectual capital and new metrics to measure it.

Model Perilaku Berbagi Pengetahuan antar IKM dalam Sebuah Sentra

<p><em>This research aims to map SME’s behaviour in knowledge sharing in a SME’s center. Knowledge sharing activity is one of key factor in knowledge management, where individual/group knowledge can be disseminated well and increase organization intellectual capital. Many research has identified variables that are affecting knowledge sharing activity, but the results cannot be generalized. This research uses literature study and interview to identify those variables in two SME’s center in Java. The questionnaires then developed based on the 35 variables that are identified. Factor analysis is used to analyze the data and generate six factors that are affecting knowledge sharing activity in SME’s center, such as job characteristic, technology, internal individual, environmental influence, reward system, and job security. The result of SEM show that technology, internal individual, and environmental influence has positive relationships toward knowledge sharing activity, while job characteristic and reward system has negative relationships toward knowledge sharing activity.</em></p>

Organizational intellectual capital and the role of the nurse manager: A proposed conceptual model

BackgroundNurse managers must leverage both the human capital and social capital of the teams they lead in order to produce quality outcomes. Little is known about the relationship between human capital and social capital and how these concepts may work together to produce organizational outcomes through leadership of nurses. PurposeThe purpose of this article was to explore the concepts of human capital and social capital as they relate to nursing leadership in health care organizations. Specific aims included (a) to synthesize the literature related to human capital and social capital in leadership, (b) to refine the conceptual definitions of human capital and social capital with associated conceptual antecedents and consequences, and (c) to propose a synthesized conceptual model guiding further empirical research of social capital and human capital in nursing leadership. MethodsA systematic integrative review of leadership literature using criteria informed by Whittemore and Knafl (2005) was completed. CINAHL Plus with Full Text, Academic Search Premier, Business Source Premier, Health Business FullTEXT, MEDLINE, and PsychINFO databases were searched for the years 1995 to 2016 using terms “human capital,” “social capital,” and “management.” DiscussionAnalysis of conceptual definitions, theoretical and conceptual models, antecedents and consequences, propositions or hypotheses, and empirical support for 37 articles fitting review criteria resulted in the synthesis of the proposed Gilbert Conceptual Model of Organizational Intellectual Capital. ConclusionThe Gilbert Conceptual Model of Organizational Intellectual Capital advances the propositions of human capital theory and social capital theory and is the first model to conceptualize the direct and moderating effects that nurse leaders have on the human capital and social capital of the teams they lead. This model provides a framework for further empirical study and may have implications for practice, organizational policy, and education related to nursing leadership.

DIRECTIONS OF INNOVATION STRATEGY AND KNOWLEDGE ECONOMY

[For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version)].ABSTRACT On the basis of modern methodological approaches, the author investigates the patterns of mutual influence of innovation policy and innovative economy as the basic categories of social and socio-economic processes of Russia’s modernization development. The features of classification, criterial series, models and directions of strategy are shown, which are formed in the conditions of competitive market environment and contributed to the emergence of knowledge economy, intellectual capital of organizations. An assessment is given and examples of innovative projections on the state and prospects of development of transport corporations and structures are given. Keywords: transport, knowledge economy, innovative policy, science-intensive products, development strategy.

Gestión de seguridad de la información: revisión bibliográfica

Since 1969, when Peter Drucker forecasted the emergence of the “knowledge society”, the intellectual capital of organizations has become more important in the business world; for this reason, it needs to be protected. Such a task can be accomplished through information security. This paper is a review of the topic “information security” for the period 2001-2015 and, on this basis, provides the key to designing a management model of information security factors. The bibliographic review was conducted in three stages: a) review of unstructured information, b) bibliometric analysis, and c) content analysis, organization, and synthesis. As a result, a multi-dimensional framework was obtained, where relations among knowledge management, risk management, security incidents, information systems, and networks, human resources, economic aspects, governance of information security, policies, and good practices were studied. It is concluded that there are gaps for future research.

ДІЯЛЬНІСТЬ МЕНЕДЖЕРА В СФЕРІ УПРАВЛІННЯ ЛЮДСЬКИМИ РЕСУРСАМИ

The growth of intellectual capital of organizations and enterprises is seen as a factor in the efficiency, increase the value and role of a manager in human resource management. To the modern manager imposed new requirements: high adaptation to external and internal changes, strategic vision problems and goals, leadership, creativity, innovation, continuous improvement and self-development of the individual.Managing people is one of the most important areas of management organization. People are the most important resource of any organization.However, the process of managing people is not straightforward and E zdiysnyuэtsya from different angles. On the one hand made general management personnel, and the second - human resources management."Human Resource Management" focuses on the strategic aspects of human decision-making, and the term "personnel management" increasingly characterizes the daily operational work of the staff.In the article the theoretical aspects and functions of managers in the field of human resources management.Revealed that the main purpose of a manager in human resource management is to maintain a sense of general direction in often turbulent environment, with a view to developing and implementing consistent and practical management programs could meet the business needs of the organization and the individual and collective needs of its employees. In the article the theoretical approach to the relationship between "human resource management" and "HR". The role of a manager in human resources and its capacity to ensure the organization of qualified, well motivated and loyal employees.Theoretically proved that the activities of the manager in the field of human resource management is defined as a kind of social-engineering practice.

Formation of conceptual approaches to management of intellectual capital of knowledge considering hierarchical levels at the enterprise

It is determined that intellectual activities of the enterprise as to the creation of intellectual capital should be organised at four hierarchical levels. A specific kind of intellectual capital is formed at each level: at the level of enterprise external environment and economy as a whole, its business environment - external intellectual capital is formed; at the level of the enterprise - organisational intellectual capital; at the level of working or project team (department) - group human capital; at the level of the individual (an employee as a bearer of knowledge of the company and workplace) - individual human capital. By organising intellectual activity at the enterprise, it is offered to form such conceptual approaches that will help to reflect the character of embodying entities of different levels into the creation and usage of intellectual capital. The following approaches will ensure the independence and sustainability of the enterprise. They are traditional, cooperation, and integration approaches. It ensures investing in the formation of human intellectual capital that can create intellectual innovative products, i.e., new knowledge with further transformation into organisational and market intellectual capital.

Intellectual capital components in Indian microfinance sector: scale development and an empirical study

The purpose of this paper is to develop a scale to analyse different components and sub-components of intellectual capital (IC) with special reference to microfinance sector. The data has taken from 252 microfinance institutions (MFIs) providing microfinance service irrespective of their legal status. Exploratory factor analysis and confirmatory analysis used to develop the scale. This supports the classification given by many researchers and confirms the three dimensions of IC are human capital, structural capital and relational capital. But the sub-dimensions seems to be are industry specific with 36 items with nine factors being extracted. The nine sub-dimensions or factors includes client related competencies, decision-making competencies, value driven competencies, processual competencies, infrastructural competencies, MFI-client relationship, MFI-stakeholder relationship, client feedback, and stakeholder dignity. The proposed metrics are a useful benchmarking tool for microfinance practitioners, managers to use to monitor and improve their organisational intellectual capital.

The Effect of Intellectual Capital on Market Orientation for Insurance Companies in Lorestan, Iran: An Empirical Study

n the era of ultra-competitiveness, organizations are faced with new challenges which require special attention to develop and strengthen the market orientation skills, and this is done through the basics of organizational knowledge and intellectual capital. Therefore, this study aims to investigate the effect of intellectual capital and knowledge sharing on market orientation. This is a descriptive-survey which was administered in a field method. The statistical population in this study consisted of all employees working for the Lorestan insurance companies [N=121]. Due to the limited number of the population, data were collected by the census method with the help of questionnaires. Four hypotheses were presented and tested by the partial least squares method using the Smart PLS software. The results indicate that intellectual capital has a positive and significant effect on market orientation through knowledge sharing. Moreover, the positive effects of intellectual capital on market orientation, intellectual capital on knowledge sharing, and knowledge sharing on market orientation were approved. Keywords: Intellectual capital, Knowledge sharing, Market orientation, Insurance companies.

SPECIFIC MODELS OF REPRESENTING THE INTELLECTUAL CAPITAL

Various scientists in the modern age of management have launched different models for evaluating intellectual capital, and some of these models are analysed critically in this study, too. Most authors examine intellectual capital from a static perspective and focus on the development of its various evaluation models. In this chapter we surveyed the classical static models: Sveiby, Edvisson, Balanced Scorecard, as well as the canonical model of intellectual capital. In a spectral dynamic analysis, organisational intellectual capital is structured in: organisational knowledge, organisational intelligence, organisational values, and their value is built on certain mechanisms entitled integrators, whose chief constitutive elements are: individual knowledge, individual intelligence and individual cultural values. The organizations, as employers, must especially reconsider those employees’ work who value knowledge because they are free to choose how, and especially where they are inclined to invest their own energy, skills and time, and they can be treated as freelancers or as some little entrepreneurs .

Do Stakeholder Expectations Shape Organizational Intellectual Capital Reports?

This paper positions the analysis of intellectual capital (IC) reporting within the stakeholder accountability paradigm. Within this paradigm, corporate information is seen as essential to provide an account to stakeholder groups and for management to discharge its accountability. A good relationship with various stakeholders could gain support and approval from them, which is beneficial for the organization to survive and succeed in a sustainable manner in society. IC information can be included in social accounting area including in this generic term all accounts which go beyond the economic. The research question of the paper (do stakeholders play a role in shaping organizational IC report?) is addressed through a case study of a large Italian nonprofit organization (NPO), ANPAS Piemonte, chosen because it is the only NPO producing audited IC reports in Italy from 2003. The research has been carried out under a qualitative approach and employed two qualitative tools (document analysis and semistructured interview). From the analysis of qualitative data, it emerges that ANPAS Piemonte adopts a management approach to stakeholders, trying to handle stakeholders' expectations for his managerial purposes instead of involving stakeholders in organizational decision‐making process. Copyright © 2014 John Wiley & Sons, Ltd.

The Impact of Organizational Ethical Climate on Employee Participation in Knowledge Management Process , in Guilan Organization of Economic Affairs and Finance , and Tax Department

In recent years, knowledge management has been used as an essential strategy to develop providing organizational intellectual capital. Organizational intellectual capital can be obtained, both individually and collectively, in a process to create, store, share, acquisition, and deployment of individual and organizational knowledge. However, some organizations, despite of concerns that are due to incidence of individual selfishness, will just focus on development of public interest. Various aspect of individual and peripheral vision about knowledge management, essentially will lead to moral conflicts and ethical culture in the organization. The purpose of this study will be investigating the impact of organizational ethical climate on employees’ perceptions of value, as well as their activities in knowledge management. The results indicate that there is a variety of organizational ethical climate in the organization, and their impact on employee’s behavior, as well as their participation in knowledge management activities is different; and as well as it suggests that ethical culture is the most important priority of knowledge management in an organization, that lack of attention to it will lead to knowledge accumulation and potential not using this resource in the organization. The studied universe of this paper is Employees of Guilan Organization of Economic Affairs and Finance, and Tax Department. Research method is descriptive – correlation method, and the method of data analyzing is inferential. In addition, data collection is based on field method and its tool is questionnaire. Samples have been selected through simple random sampling, and the research hypotheses have been analyzed by regression- correlation coefficient test and applying SPSS software; and after investigating it revealed that there is a positive relationship between ethical climate based on responsibility, and ethical climate based on moral and professional principles and employees participation in knowledge management process, and conversely, there is a

A Community-Based Knowledge Management Strategy To Foster Economic Development And Innovation In French-Speaking Communities Outside Quebec

Knowledge management (KM) is an emerging discipline that systematizes the capture, codification, sharing and dissemination of knowledge in order to leverage individual, group and organizational intellectual capital. Yet little is known about what conditions facilitate the free flow of knowledge to achieve goals such as learning and innovation.

The assessment of the intellectual capital impact on the value creation process: a decision support framework for top management

This article proposes a framework designed to support the top management in the tactical and strategic planning of the investments on critical ICAs. The framework consists of a sequence of steps, which aim at assessing the organisational intellectual capital. The framework takes into consideration the impact of intellectual capital assets on the value creation process. The framework resorts to the analytic network process in order to synthesise the interdependences among intellectual capital assets and identify the individual impact of each intellectual capital asset. The implementation of the proposed framework provides managers with strategic considerations, which can be drawn from the results and compared through a synoptic analysis and through a cost/benefit analysis.