Intellectual capital on performance: a meta-analysis study enhancing a new perspective of the components

Pigola, Angélica; Santi, Pedro Victor De; Costa, Priscila Rezende da; Storópoli, José

doi:10.1108/jic-01-2021-0025

Cited by 13 publications

(11 citation statements)

References 116 publications

(217 reference statements)

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Section: Discussionmentioning

confidence: 99%

“…In this context, it is also important to consider the role of knowledge, which is absolutely strategic. The use of knowledge is considered necessary to create value (Pigola et al, 2021). Furthermore, the relationships between IC and KM are fundamental for the effectiveness of an organisation (Curado, 2008) and both are identified as sources of sustainable competitive advantages (Seleim and Khalil, 2011).…”

Section: Caos Inmentioning

confidence: 99%

“…Furthermore, the relationships between IC and KM are fundamental for the effectiveness of an organisation (Curado, 2008) and both are identified as sources of sustainable competitive advantages (Seleim and Khalil, 2011). The reason is that in the simultaneous analysis of these elements, it is possible to combine static and dynamic perspectives of knowledge (Pigola et al, 2021). However, only a few scholars have examined interactions between these two constructs (Kianto et al, 2014;Mariano and Walter, 2015;Cabrilo and Dahms, 2018).…”

Section: Caos Inmentioning

confidence: 99%

“…At the same time, previously established relationships continued between the hospitals and the public organisations and between central and LG. Based on the findings on the management of the hospitals and relations during the emergency, the KM practices implemented during the crisis enabled the transformation of the components of the IC, which affected performances that were related (Pigola et al, 2021). Therefore, these skills were used in the development of the IC to create value (Cabrilo and Dahms, 2018).…”

Section: Caos Inmentioning

confidence: 99%

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CAOS in Italian hospitals during COVID: an analysis of healthcare intangible resources

Paoloni

Mattei

Paoloni

et al. 2022

JIC

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PurposeThis paper aims to analyse the roles of relational capital (RC) and knowledge management (KM) during the COVID-19 in Italian public and private hospitals, considering that intangible elements are essential during periods of uncertainty.Design/methodology/approachAuthors used a qualitative design in a case study on two Italian hospitals that have different ownership structures, which are located in the epicentre of the pandemic in Lombardy. The study was carried out using the CAOS (“caratteristiche personali”, “ambiente”, “organizzazione” and “start-up”) model (Paoloni, 2021), which allows for comprehending and commenting on RC because of the connections between typical factors that influence an organisation. The model also allows for discussion of the use of a network and how it supports organisations.FindingsFindings of the analysis showed that during the management of the COVID-19 health emergency, ownership structure was not a discriminating factor, the created relationships were similar and they were considered in the same way. The relationships were mainly formal (except for contributions by associations or individuals) and temporary. The RC's reactive role in overcoming crises was confirmed, and the findings indicated that this result was possible also, thanks to the KM's role played within the organisation.Originality/valueTheoretical implications of the work are that it contributes to the sparse healthcare literature on intellectual capital (IC) and on RC and its relationships with KM. The practical implications are related to the creation of new relationships during the healthcare emergency between hospitals and the central government, which can be considered a useful lesson for the future. The theoretical implications derived from the analysis are generalisable to all organisations regardless of their type and location, as well as the practical implications are applicable to the entire national territory.

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Section: Discussionmentioning

confidence: 99%

Section: Caos Inmentioning

confidence: 99%

Section: Caos Inmentioning

confidence: 99%

Section: Caos Inmentioning

confidence: 99%

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CAOS in Italian hospitals during COVID: an analysis of healthcare intangible resources

Paoloni

Mattei

Paoloni

et al. 2022

JIC

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“…In the University of human resources, in explicit such knowledge (Lee and Lee, 2018). According to Hitt, et al (2001), Cahyani and Riani (2021) and Pigola et al (2021) that Human capital influences organizational performance. Then the hypothesis developed is H1: Human Capital affects Performance.…”

Section: Human Capital Affects Organizational Performancementioning

confidence: 99%

Integration of Strategy Human Resource Management (SHRM) and Competitive Advantage as a Human Capital Mediator in the Performance of Private Universities

Cahyani

Agusria

2023

IJBME

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Objective - to analyze the development of SHRM Integration capabilities and competitive advantages as a mediator of human capital on organizational performance, taking into account the role of human capital as a source of knowledge to be managed in order to become a competitive advantage for company performance. Design/methodology/approach –researchers designed empirical studies from a sample of 61 Private Universities (PTS) in South Sumatra Province, asking the dean or head of the study program, to assess human capital, SHRM integration, competitive advantages to improve their pts performance. Analysis techniques using SEM SmartPLS. The results of human capital research on organizational performance are not supported, the SHRM Integration variable does not mediate human capital against competitive advantage and organizational performance, but competitive advantage mediates human capital against performance as well as exogenous variables. Research limitations/implications is the data collected did not meet the expected respondent data. Theoretical and practical implications – theoretically the development of the theory of the integration of SHRM with competitive advantages to the performance of non-profit organizations. Then in practice organizations can increase their commitment to human capital management through the integration of SHRM to form a competitive advantage and ultimately improve organizational performance. Originality/value – The authors examine the impact of intellectual capital dimensions, especially human capital, on the performance of non-profit organizations, namely Private Universities in developing country clusters with the integration of SHRM and competitive advantages to show the relationship between human capital after being mediated by the scheme.

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In search of understanding about knowledge and learning on innovation performance

Pigola

Costa

2022

Scientometrics

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Intellectual capital on performance: a meta-analysis study enhancing a new perspective of the components

Cited by 13 publications

References 116 publications

CAOS in Italian hospitals during COVID: an analysis of healthcare intangible resources

CAOS in Italian hospitals during COVID: an analysis of healthcare intangible resources

Integration of Strategy Human Resource Management (SHRM) and Competitive Advantage as a Human Capital Mediator in the Performance of Private Universities

In search of understanding about knowledge and learning on innovation performance

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