Happy Employees Make Happy Customers: The Role of Intellectual Capital in Supporting Sustainable Value Creation in Organizations

Hussinki, Henri; Kianto, Aino; Vanhala, Mika; Ritala, Paavo

doi:10.1007/978-3-319-79051-0_6

Cited by 23 publications

(22 citation statements)

References 58 publications

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“…and the psychological characteristics in firms' outcome [14]. Additionally, this research gives a clear picture of how IC endues firms to rake the environmental pressure and acquire unique resources that are beneficial for SCP [15].…”

Section: Introductionmentioning

confidence: 89%

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

2019

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The answer to the challenging question, “Should one either invest in tangible resources or intangible resources/capabilities?” is still fragmented. In prior studies, more emphasis is given to tangible resources, while intangible resources have comparatively received minor attention, despite their significant role in the success of small and medium enterprises (SMEs). Particularly the role of the intangible skills; intellectual capital, financial literacy (FL), and business experience (BE) in resource acquisition and sustainable competitive performance has missed in prior studies. Grounded on the resource-based view and upper echelon theory, this study examines the role of intellectual capital in sustainable competitive performance with a mediating role of resource acquisition. This research also assesses the moderating role of financial literacy and business experience between intellectual capital and resource acquisition. Data are collected through structured questionnaires from 384 owners/managers of Pakistani SMEs. After analyzing the data through structural equation modeling (SEM), the results indicate that intellectual capital helps managers in acquiring valuable resources, which in turn enhance sustainable competitive performance. Resource acquisition partially mediates the relation between intellectual capital and sustainable competitive performance. Financial literacy is a significant predictor of resource acquisition, but it does not significantly moderate the relation between intellectual capital and sustainable competitive performance. Business experience significantly boosts the acquisition of resources and strengthens the path between intellectual capital and resource acquisition. SMEs should encourage their managers to acquire unique, rare, and immutable external resources in the turbulent markets.

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Section: Introductionmentioning

confidence: 89%

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

2019

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“…The research contributed to the theoretical debate on value creation [79,80] and to the more technical discussion on the difficulty of valuing the intangible aspects of organizations [81]. The value creation, its social effects, and its link with HC and IC [82] allow opening possible channels of dialogue between profit and not-for-profit organizations.…”

Section: Discussionmentioning

confidence: 98%

The Human Capital for Value Creation and Social Impact: The Interpretation of the IR’s HC Definition

Cisi

Centrone

2021

Sustainability

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The paper aimed at assessing and identifying in a comparative way the potentiality and suitability of the Integrated Reporting (IR)’s definition of human capital (HC) within a selection of companies and social cooperatives. Employing in-depth interviews, the qualitative study analyzed the points of view of a selection of human resources managers to firstly check and test the connection between human capital, value creation, and social impact. The contribution of human capital to value creation is not easily recognized, especially by smaller-sized companies. The results suggested that the HC definition of the IR in the for-profit sector seems to be more applicable to the top management than to the whole workforce, while it appears as “fitting” for the managers of social cooperatives because of its explicit focus on ethical values, loyalty, and motivation. This allowed opening possible channels of dialogue between the profit and not-for-profit sectors. The paper proposed practical recommendations to operationalize the IR’s HC definition.

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“…Or, as Grönroos (2001) put it, customers' experience depends on how they perceive their interaction with employees of the company. If employees are motivated to treat customers well and make them feel important, they are more able and willing to give better experiences to customers (Hussinki et al, 2019).…”

Section: The Direct Role Of Motivation In Generating Superior Cementioning

confidence: 99%

Putting knowledge to work: the combined role of marketing and sales employees’ knowledge and motivation to produce superior customer experiences

Peñalba-Aguirrezabalaga

Sáenz

Ritala

et al. 2021

JKM

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Purpose This paper aims to adopt a contextual approach to the knowledge-performance linkage by deepening into the role of marketing and sales employees’ knowledge resources in the generation and delivery of superior customer experiences (CEs) and into the motivational antecedents of knowledge acquisition and development. Design/methodology/approach To gather information about the variables studied in this research, a survey was conducted among Spanish firms with at least 100 employees, resulting in a representative sample of 346 companies. Structural equation modeling based on partial least squares was then applied to test the hypothesized relationships. Findings The results show that employees’ motivation (and especially intrinsic motivation) affects CE both directly and indirectly through its influence on marketing-specific human capital. More precisely, customer knowledge and different types of marketing-related skills (creativity, targeting, problem-solving, social media management and communication skills) are the only constituents of marketing-specific human capital that significantly affect relative CE performance (i.e. performance vis-à-vis competitors), while product/service and market knowledge do not play a relevant role. Originality/value The results contribute both to the knowledge management and intellectual capital literatures by highlighting the motivational levers of human capital in the context of the marketing and sales function and the specific types of employee knowledge resources that induce superior CEs. Consequently, marketing and sales managers are provided with useful guidance to shape their human resource management policies and to establish their knowledge priorities.

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Happy Employees Make Happy Customers: The Role of Intellectual Capital in Supporting Sustainable Value Creation in Organizations

Cited by 23 publications

References 58 publications

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

The Human Capital for Value Creation and Social Impact: The Interpretation of the IR’s HC Definition

Putting knowledge to work: the combined role of marketing and sales employees’ knowledge and motivation to produce superior customer experiences

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