Purpose The purpose of this paper is to explore the moderation effect of strategic knowledge management (SKM) on the relationship between three components of intellectual capital (IC) and firm innovation and market performance. The authors argue that specific combinations of IC components and SKM activities can lead to higher innovation and market performance. It is also trying to assist companies to capitalize on both their IC and SKM. Design/methodology/approach Survey data have been collected from 101 Serbian companies, and these have been analyzed by using structural equation modelling (SEM) and fuzzy set qualitative comparative analysis (fsQCA) techniques. Findings The SEM results show that structural capital and relational capital have a direct effect on innovation performance. Although, there is no significant direct effect of human capital on innovation performance, the relationship becomes significant when moderated by SKM. The effects of human and structural capital on innovation performance are negatively moderated by SKM activities, while SKM positively moderates the effect of relational capital on innovation performance, but remained insignificant. Moreover, the insights from fsQCA show a clear pattern of equifinality, in that there are multiple combinations of static and dynamic conditions that can lead to higher innovation and market performance. Originality/value Two separate research fields of “static” IC and “dynamic” knowledge management have been combined in one integrated framework. From a methodological perspective, symmetric and asymmetric statistical tools have been combined to better understand contingency and interactions. This approach contributes to the literature and potentially offers a better understanding of how static intangible assets should be enabled by dynamic knowledge-based managerial activities to achieve high performance. The paper demonstrates that SKM capability matters with only a specific constellation of IC resources and therefore suggests a novel explanation for performance variances.

PurposeThe purpose of this study is to explore the moderating role of information technology (IT) practices in the increase of organizational capacity for generating innovation performance from its relational (internal and external) capital and trust capital.Design/methodology/approachSurvey data has been collected from 102 publicly listed enterprises in Taiwan and is analysed by using symmetric structural equation modelling–partial least squares (SEM–PLS) and asymmetric fuzzy set qualitative comparative analysis (fsQCA) techniques.FindingsThe findings derived from SEM–PLS show that internal relationships and trust embedded in firms' relationships play a significant role in the innovation performance of Taiwanese enterprises, and reveal a more closed approach to innovation. The results also confirm the important role of IT advancement in amplifying the effect of internal and external relationships and trust formation on innovation performance. One more interesting note, the integration of fsQCA demonstrates several configurations that lead to superior innovation performance.Research limitations/implicationsThe study was limited to Taiwanese companies with at least 200 employees. It might well be that the economically significant small business sector has distinct relationships with stakeholders, trust building strategies and IT practices, and that innovation performance depends on other macroeconomic effects. This study combines symmetric (SEM–PLS) and asymmetric (fsQCA) techniques to improve our understanding of the complementarities between relational and trust capital, and IT practices, and identify configurations that could yield organizational benefits for innovation outcomes.Practical implicationsThis study provides new knowledge about IT utilization in the workplace which practitioners may use to capitalize on internal and external networks and enhance innovation performance.Originality/valueExploring together intellectual capital (IC) components and IT practices, this study merges IC and knowledge management (KM) streams of literature and adds to the prominent discussion on how IC and technology-based KM together contribute to superior innovation performance. In introducing the notion of equifinality, and testing our hypothesis by applying fsQCA, we also provide new ground for methodological discussions in the field of innovation performance.

The purpose of this paper is to explore how managers transform human, renewal, and entrepreneurial capital through specific organizational learning practices into superior innovation performance. We draw implications for managing organizational learning and guiding companies on how to create innovation-based competitive advantages grounded in the human aspects of intellectual capital. The study is based on a survey of companies located in the transitional economy of Serbia. We found that human, renewal, and entrepreneurial capital all positively affect organizational learning practices. Furthermore, organizational learning practices contribute to innovation performance on their own and in combination with the tested human-based intellectual capital dimensions. The integration of fuzzy set qualitative comparative analysis (fsQCA) confirms a pattern of equifinality, as there are multiple combinations of static and dynamic conditions leading to superior innovation performance. This paper is among the first attempts to merge the disciplines of intellectual capital (IC) and knowledge management (KM) and combine symmetrical and asymmetrical techniques to determine which configurations may yield organizational benefits in terms of innovation performance outcomes.

Purpose – The purpose of this paper is to enhance our understanding on the effects of national and subnational institutions as well as subsidiary competences on the international market orientation in foreign-owned subsidiaries. Design/methodology/approach – A postal survey has been conducted based on a census-like database of foreign-owned subsidiaries in the Northwest of England. Findings – The findings show a positive relationship on the international market orientation for subsidiaries with extended competences and strong links to local suppliers, universities and competitors. A negative association has been found concerning formal institutional distance and strong links to local customers and government institutions. Research limitations/implications – The survey is limited to foreign-owned subsidiaries in the Northwest of England. Practical implications – This study implies that subsidiary managers need to take national and subnational institutions as well as subsidiary specific competences into consideration when looking for international market expansion. Originality/value – The originality of this paper lies in the detailed investigation of institutions at the national and subnational level as well as subsidiary competences on the international market orientation in foreign-owned subsidiaries.

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