Intellectual capital and knowledge management effectiveness

Marr, Bernard; Gupta, Oliver; Pike, Stephen; Roos, Göran

doi:10.1108/00251740310496288

Cited by 149 publications

(137 citation statements)

References 38 publications

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“…Latest, KM is recognized as the fundamental activity for obtaining, growing and sustaining IC in organization as SHRM (Kong and Thomson, 2009;Marr et. al., 2003;Marr and Schiuma, 2001).…”

Section: Knowledge Managementmentioning

confidence: 99%

Knowledge Management and Intellectual Capital - A Theoretical Perspective of Human Resource Strategies and Practices

Budiarti¹

2017

Eur. j. econ. bus. stud.

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Abstract:Significant debates on the role of human resources have been shifted from organizational assets to initiator of innovation and competitive advantages. A current research has investigated suggestive roles of intellectual capital (IC) in strategic human resource management (SHRM) process and human research management (HRM) practices. Conversely, others have shown that the successful management of IC has related to implementation of knowledge management (KM). In turn, those perspectives suggest the implementation and usage of KM ensure the growth of IC, and the innovative IC may become an effective human resources strategies and practices to acquire innovation and competitive advantages. Through a comprehensive analysis of the latest journals on those concepts, this study argues that human resource strategies and practices involving KM and management of IC give potential oppurtunities to gain innovation and competitive advantages. Besides, this theoretical perspective suggests organizational culture and leadership style are interrelated to the process.

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“…Latest, KM is recognized as the fundamental activity for obtaining, growing and sustaining IC in organization as SHRM (Kong and Thomson, 2009;Marr et. al., 2003;Marr and Schiuma, 2001).…”

Section: Knowledge Managementmentioning

confidence: 99%

Knowledge Management and Intellectual Capital - A Theoretical Perspective of Human Resource Strategies and Practices

Budiarti¹

2017

Eur. j. econ. bus. stud.

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“…Authors think that the second strand of research offers an important contribution for understanding the process of sustainable local development through a region's capacity for innovation. The latter includes both the innovation dynamics taking place at the regional level, and those which could be developed by policy and management activities aimed at leveraging local knowledge resources (Lee & Choi, 2003;Marr, Gupta, Pike, & Roos, 2003;Darroch, 2005;Noronha Vaz & Nijkamp, 2009;Andreeva & Kianto, 2012;Kianto, Ritala, Inkinen, & Vanhala, 2013).…”

Section: A Conceptual Framework Combining the Two Perspectivesmentioning

confidence: 99%

Knowledge and Social Capital: Drivers for Sustainable Local Growth

[]¹,

Demartini²,

Mara³

et al. 2015

CBR

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This paper presents a knowledge resources perspective for territorial competitiveness and sustainability. The latter is defined as a pathway promoted by a plurality of public and private actors, in the for-profit and non-profit sectors, who find that relationships and social cohesion are the drivers for the construction of shared territorial governance.This study integrates an extensive literature review with data from longitudinal empirical research. Authors have adopted the methodology of qualitative research-based case study. In particular, this paper focused the analysis on a project of territorial governance promoted in the Marches region of Italy. This region was selected as a case study, because it is emblematic of the Italian context; the territory is characterized by small businesses diffused throughout the socio-economic fabric and by the proactive role taken by local governments. The perspective offers a powerful instrument for raising awareness of the gaps that local policymakers should address through their initiatives in the knowledge economy.

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“…However, previous studies have not theorised such a relationship nor presented fully integrated tests of the relationships between them. Understanding of these relationships is important, since, for an increasing number of industries, and more especially in the service and innovative industries intangibles have become a key source of competitive advantage (Marr, Gupta, Pike, & Roos, 2003). In order to contribute to this literature therefore, and to enhance our understanding of the determinants of intangible disclosures, a theoretical framework is suggested linking disclosure with the impacts of the firm's asset base, specifically R&D intensity, and the effectiveness of the firm's corporate governance mechanisms and structures of accountability.…”

Section: Intangible Assets -A Key Source Of Competitive Advantagementioning

confidence: 99%

Firm Resources, Corporate Governance and the Disclosure of Intangible Assets

Mkumbuzi¹

2015

ASS

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The paper investigates the determinants of intangible asset disclosure with reference to the interaction of heterogeneous asset and governance characteristics of firms. Specifically, it considers R&D intensity as a measure of asset heterogeneity and multiple proxies for the effectiveness of the firm's corporate governance mechanisms and structures of accountability. Intellectual capital attributes are applied as the measure of disclosure quality and as the signalling mechanism through which management are able to inform markets of their competitive advantage. By applying the resource based view of the firm and signalling theory, the paper extends prior research on the determinants of intangibles disclosure through an analytical framework that examines the interaction of firm resources, corporate governance and intangibles disclosure. The theoretical framework combines the RBV of the firm in confirming intangibles as a necessary feature of disclosing firms' asset base and signalling as the means with which management disclose their competitive advantage. The results of the analysis indicate a positive relationship between R&D intensity, complexity and scope of activity and the presence of quality signalling responses. Also, the separation of the roles of chair and non-executive director, complemented by experienced non-executive directors promote quality signalling through the disclosure of intellectual capital attributes. These findings support the view that corporate governance mechanisms are only effective when applied in combination. Governance mechanisms bring about transparency and accountability through disclosure of these intangibles despite the potential competitive losses. The lack of proprietary costs that might otherwise restrict disclosure might be attributed to competitors' inability to imitate such intellectual capital resources and therefore their inability to duplicate such signals. The findings confirm the interaction between heterogeneous assets and governance mechanisms in the disclosure of intangibles as signalling mechanisms for management.

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Intellectual capital and knowledge management effectiveness

Cited by 149 publications

References 38 publications

Knowledge Management and Intellectual Capital - A Theoretical Perspective of Human Resource Strategies and Practices

Knowledge Management and Intellectual Capital - A Theoretical Perspective of Human Resource Strategies and Practices

Knowledge and Social Capital: Drivers for Sustainable Local Growth

Firm Resources, Corporate Governance and the Disclosure of Intangible Assets

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