Purpose – The purpose of this paper is to investigate the impact of intellectual capital on competitive advantage in banking sector. Further, it also examines the role of innovation as a mediating variable and organisational learning as a moderating variable in intellectual capital and competitive advantage relationship. Design/methodology/approach – Data are collected from 144 branches of 21 public and seven private banks operating in Northern India (Jammu). Three executives (including one manager and two senior employees) from each branch are contacted purposively. Out of 576 questionnaires distributed, 339 questionnaires are returned with response rate of 62.08 per cent. Findings – The study finds that intellectual capital has direct and positive impact on the competitive advantage. It is also verified that innovation fully mediates the relationship between intellectual capital and competitive advantage. Further, the moderating effect of organisational learning on the relationship between intellectual capital and competitive advantage is also confirmed. Research limitations/implications – The study is limited to the banking sector of Jammu city only. Only three dimensions of intellectual capital are considered in the present study. Originality/value – The study represents the relationship between intellectual capital and competitive advantage in banking sector. The results extend the understanding of the role of organisational learning and innovation in creating intellectual capital and building sustainable advantages for organisations.

Purpose -The purpose of this paper is to develop and empirically validate a multidimensional scale for measuring healthcare service quality (HCSQ), based on modified Brady and Cronin's hierarchical service quality model. The study also investigated HCSQ and its ability to predict important service outcomes through two different models. In the first model, direct effects of service quality dimensions, namely physical environment quality (comprising ambient condition, social factor and tangibles), interaction quality (comprising attitude and behaviour, expertise and process quality) and outcome quality (comprising waiting time, patient satisfaction and loyalty) on image are measured. In the second model, direct effects of physical environment quality (comprising ambient condition, social factor and tangibles), interaction quality (comprising attitude and behaviour, expertise and process quality) on service quality through outcome quality (comprising waiting time, patient satisfaction and loyalty) are measured. Design/methodology/approach -Data were collected from 400 indoor patients of five departments', namely general medicine, surgery, pediatrics, orthopedics and gynecology and ENT of a tertiary public hospital of North India using stratified sampling. Findings -The study supports both the models for measuring HCSQ. Structural equational modelling is used to test the hypotheses relating to direct and indirect effects in the two models.Research limitations/implications -The major limitations of the study include selection of only inpatients and use of non-financial performance measures. Originality/value -The paper contributes to the development of multiple dimensional holistical service quality models in the healthcare sector.

Purpose The purpose of this paper is threefold: first, to develop and measure customer engagement scale in context to social media (SM); second, to elucidate the variables that impact customers’ brand engagement on SM and its impact in building customer-based brand equity; and finally, to examine the moderating role of trust in SM brand engagement and brand equity relationship. Design/methodology/approach The data were collected from 767 SM users working in multinational corporations of Gurgaon city, using purposive sampling technique. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were undertaken to analyze the data. Findings The paper outcomes indicated SM brand engagement as a bi-dimensional construct comprising information interest and personal interest. Both social factors and consumer-based factors significantly influence customers’ SM brand engagement. Specifically, results depicted that tie-strength and social identity (social factors); and opportunity seeking and product selection (consumer-based factors) strongly influence customers’ SM brand engagement in comparison to other factors. Research limitations/implications The research has two major limitations. First, it is limited to Gen Y only. How older and younger consumers interact with brands via SM can stimulate theoretical development as well as furnish potentially valuable strategic opportunities to brand managers in future research. Second, relationship between SM brand engagement and brand equity is examined using trust as a moderating variable. Thus, the effect of other moderating factors like perceived risk and gender can be investigated in the future. Originality/value The paper makes a maiden attempt to examine the moderating role of trust in the relationship between SM brand engagement and brand equity. It adds value to the marketing literature in the development of SM brand engagement scale for Gen Y.

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The primary purpose of this study is to examine the effect of perceived high-performance human resource (HR) practices, that is, extensive training, performance management, performance appraisal, performance-based compensation, empowerment and competency development, on business performance of employees in telecommunication sector. Further, the role of the organizational learning as a mediator between high-performance HR practices and business performance has also been explored. Census method has been used for data collection from employees working in telecommunication sector in Jammu and Kashmir (North India). Reliability and validity have been proved with the help of confirmatory factor analysis (CFA). Structural equation modelling (SEM) has been used for hypotheses testing. Results indicate that high-performance HR practices positively affect business performance. Further, organizational learning act as a mediating variable between high-performance HR practices and business performance. The managerial implications have also been discussed.