Purpose In investigating the linkage between intellectual capital (IC) and innovation, it is important not only to explore how IC as a whole is associated with organizations’ innovative performance but also to gain a deep understanding of the role of different IC components (groups of intangibles) in companies’ innovation performance, which is the purpose of this paper in the context of Serbian companies. Design/methodology/approach This research is based on survey data collected from 100 Serbian companies with at least 100 employees during 2014/2015. Six IC components were analyzed (human, structural, internal relational, external relational, renewal and entrepreneurial) in terms of their effect on innovation performance. Analyses were conducted using structural equation modeling and correlation analysis. Findings Findings demonstrate that renewal capital, internal relational capital and structural capital have statistically significant positive effects on overall innovative performance in Serbian companies. Practical implications The outcomes reveal potential and barriers within IC that are crucial to innovation performance in Serbian companies. In this way, this study enables a deeper understanding of intangible drivers of innovation and highlights possibilities to foster intangible innovation potential in Serbian companies. Originality/value As context (economic and cultural) has emerged as a relevant factor in researching IC, this study is original in investigating IC effect on innovation within the Serbian business environment. Additionally, the broad sexpartite taxonomy of IC contributes to a wider understanding of knowledge and its linkages to innovation.

Purpose The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level. Design/methodology/approach The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used. Findings The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment. Research limitations/implications The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well. Originality value To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.

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This study examines the impact of authentic leadership capabilities on the learning organization at the organizational level through employee affective commitment in Serbian organizations. Although these indirect interrelations are very important for improving the conditions for building the learning climate and culture, previous research has not usually explored them. The analysis of a survey of 502 employees in the manufacturing and service companies in the Republic of Serbia confirms these influences empirically. The results reveal that perceived authentic leadership capabilities moderately and positively influence employee affective commitment, which in turn partly affects the learning organization at the organizational level. Diese Studieuntersucht den Einflussauthentischer Führung auf lernende Organisationen auf organisatorischer Ebenedurch Messung der emotionalen Mitarbeiterbindung in serbischen Organisationen. Obwohldieseindirekte Wechselbeziehungsehrwichtigist, um eineständige Verbesserung des Lernklimas und der Lernkultureiner Organisation zugewährleisten, wurde in bisherigen Studienkaumdaraufeingegangen. Anhand der Analyse einerUmfrageunter 502 Angestellten in serbischen Unternehmen des industriellensowie des dienstleistenden Sektors, konnte der Einflussempirischnachgewiesenwerden. Die Ergebnissezeigen, dasseinaktivwahr-genommenerauthentischerFührungsstileinenpositivenEinfluss auf die emotionale Mitarbeiterbindung hat, die wiederum Teile der organisatorischen Ebene von lernenden Organisationenbeeinflusst.