Human resource management systems and intellectual capital: is the relationship universal in knowledge-intensive firms?

Abstract

PurposeWhile prior research suggests that human resource management (HRM) practices are crucial drivers of a firms' intellectual capital, few studies have tried to deconstruct this relationship and investigate how HRM practices specifically affect intellectual capital resources. Furthermore, prior research treated this relationship as universal and rarely tried to introduce important contingent factors that may alter the mechanisms involved in how HRM practices influence firms' intellectual capital. In this study, the authors examine the relationships between the ability-, motivation- and opportunity-enhancing dimensions of HRM systems and human, social and structural capital and investigate how companies' codification and personalization knowledge management (KM) strategies may alter these relationships.Design/methodology/approachThe data were collected using a telephone survey of 215 knowledge-intensive companies operating in Russia. The paper utilizes partial least squares structural equation modeling (PLS–SEM) to evaluate the measurement model and test hypothesized relationships.FindingsThe findings indicate positive relationships between ability-enhancing practices and firms' human capital between motivation-enhancing practices and firms' human and social capital and between opportunity-enhancing practices and firms' social and structural capital. The authors’ results reveal the limited moderating role of KM strategies in the relationships between HRM and intellectual capital. While a personalization strategy had no impact on any of the proposed relationships, a codification strategy positively moderated the relationship between opportunity-enhancing HRM practices and firms' structural capital.Originality/valueThe study expands the debates in strategic HRM literature by looking “inside” the HRM–intellectual capital relationship. Additionally, the authors’ findings reveal the complexity of the contingent effect that KM strategies of codification and personalization have on the relationship between HRM practices and intellectual capital. Although some of the relationships were not moderated by the KM strategy of the firm, the HRM–intellectual capital relationship cannot be considered fully universal.

Does Environment Management Practice Play a Mediating Role between Green Intellectual Capital and Green Human Resource Management?

“…Furthermore, Islam, Jantan, Aldaihani, Rahman, Shahin, & Alam (2018), discovered the paradoxes related to HRM in enhancing the ecological sustainability. Moreover, Sokolov & Zavyalova (2020), emphasised on the signi cance of green HRM system in order to change the concept of "sustainable-centre" in sports facilities across Malaysia and globally. These researches showed that green practices in HRM resulted in sustainability, speci cally from the perspective of environment.…”

“…The belief is that competencies and intangible assets highly contribute in obtaining and sustaining the higher performance than do tangible assets (Mousa & Othman, 2020) and plays vital role for organizations survival in ever-changing market environments. In addition, green intellectual capital facilitate companies to ful l demanding international environmental rules, to comply with growing ecological awareness increasing among consumer's, and to add value in the organizational processes (Cavicchi, 2017;Sokolov & Zavyalova, 2020). The literature has found three dimensions that generally integrate the category of green Intellectual Capital, 1) Green Human Capital; 2) Green Structural / Organizational Capital; and 3) Green Relational Capital.…”

“…The afore-mentioned bases indicates conducting a research to analyse the relationships between green IC practices with green HRM. Shukla (2020) and Sokolov & Zavyalova (2020) propose that management of IC and strategic development helps the senior directors to maximize the intellectual resources of organization. Moreover, Groening, Sarkis, & Zhu, (2018) contributed that IC could provide senior directors with a higher stock of knowledge and encourage educated strategic decisions in HRM for future potential organizational challenges.…”

Government Efforts to Implement the Green Buildings Market in Dki Jakarta

“…The results are in line with research which states that human capital will affect individual performance and ultimately affect the organization (Helmiatin, 2015) which encourages the implementation of green buildings in the market. Previous research (Astuti & Datrini, 2021;Huang & Kung, 2011) states that intellectual capital based on knowledge of the green environment has the competence and commitment to activities related to innovation and competitiveness which requires good and positive management of resources (Sokolov & Zavyalova, 2018), For this reason, human intellectual capital serves as the main function of improving the performance of environmentally friendly green innovations.…”

“…Green buildings can be realized with the intellectual capital owned by the organization, intellectual capital is also very important role in the effectiveness of organizational management, then supported by a good and positive human resource management system capable of producing high performance (Kianto et al, 2017;Sokolov & Zavyalova, 2018). Intellectual capital can be maximally empowered by providing knowledge that is shared with work equipment, Furthermore, it has an effective and positive effect on the three components of intellectual capital, namely : human capital, structural capital and relational capital that lead to every dimension of intellectual capital to take action for innovation (Allameh, 2017).…”