Purpose – The purpose of this paper is to examine the effects of intellectual capital (human, social and organizational capital) on dynamic capabilities (learning, integration, reconfiguration and alliance management). Design/methodology/approach – A methodical review of relevant literature and the theory of resource-based view, knowledge-based view and dynamic capability view serves as a starting-point to develop a framework for linking intellectual capital with dynamic capabilities. A total of 241 managers from the public sector banks in India was selected as sample of study and structural equation modelling was applied to provide strong evidence for the hypothesis. Findings – The study established a strong effect of intellectual capital dimensions on dynamic capabilities in the surveyed banking firms. Human and social capital had the most profound effect on learning, integration, reconfiguration and alliance management capabilities. As regards to organizational capital, an unexpected negative effect on reconfiguration and alliance management capabilities was observed. Originality/value – The study clarifies the role of knowledge for various capability developments. One of the significant contributions is with reference to the linkages of structural aspects of knowledge and dynamic capabilities, a link that can barely be seen in the existing literature. To the author’s knowledge the present study makes a preliminary effort to broaden the concepts appeal in new geographical boundaries and empirical context, thus making an original contribution to the Indian banking industry and strategic management literature, significantly.

Purpose – This paper aims to explore knowledge management (KM) literature to understand further the inter-relationship among KM infrastructure (KMI), KM strategy (KMS), KM process (KMP) and individual competence (IC), which are considered very much essential for achieving a heightened competence at an individual level. In the present scenario, knowledge intensive organizations are striving highly to manage competitiveness for their survival in the market. The role of knowledge capability is very much pivotal in ensuring the success of knowledge process implementation. Design/methodology/approach – A methodical review has been carried out of empirical and conceptual articles to justify the linkages among KMI, KMS, KMP and IC, particularly accessed through sources such as Pro Quest, EBSCO host, Google Scholar and other e-databases. This review integrates a conceptual framework to explore the relationship among the aforesaid constructs. Findings – This study provides valuable insight into the role of KMI and KMS in enabling various KM processes. It also contributes significantly to organizations by helping them to integrate KM processes so as to enhance IC. Research limitations/implications – This paper provides helpful suggestions to drive the KMPs by facilitating suitable congruence of infrastructure capabilities and KMSs within organizations. Further, this study would also be helpful in enhancing IC along with organizational competence. Study limitations are also discussed. Originality/value – This paper contributes to knowledge and competence management literature by adding the fact that KMI and KMS both precede KMP for better outcomes at an individual level.

Although social innovation has gained prominence in policy, academic, and practitioner debates, there remains a lack of understanding of how leader aspects such as behavior and ethics contribute to fostering social innovation among employees in the social enterprise, owing primarily to a dearth of empirical research on this subject. The goal of this study is to empirically examine the effect of ethical leadership on the social innovation tendency among employees in social enterprises; also, employees' perceived social capital is hypothesized as a mediator through which the ethical leader is likely to influence their social innovation tendency. Using data collected from 189 employees associated with a variety of social enterprises, the results of structural equation modeling indicate that ethical leadership has both a direct and indirect effect on the social innovation tendency among employees, where the indirect effect of ethical leadership involves influencing the employees' perceived social capital, which subsequently influences their tendency for social innovation. Accordingly, the study offers key implications for social enterprise leaders aspiring to boost innovation in their endeavors aimed at achieving the enterprise's objective of creating positive social impact.

The present study aims to investigate the direct and indirect effects of emotional intelligence (EI) on knowledge sharing (KS) behaviour of employees via two mediating variables, namely organizational justice (OJ) and work engagement (WE). The authors collected data from 294 employees working in select public sector banks in India via survey and web-based modes. The two-stage approach which includes confirmatory factor analysis (CFA) and structural equation modelling (SEM) was used to validate the direct and indirect impacts of EI on KS behaviour. Results indicated that there exists a positive impact of EI on KS behaviour. This article provides important implications for organizations by showing that EI plays a pivotal role in stimulating KS behaviour of employees in Indian public sector banks. This study also corroborates the partial mediating role of OJ and WE between EI and KS behaviour. This research contributes to the academic literature of EI and KS in specific and extends the organizational research studies in general.

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