The creation of national intellectual capital from the perspective of Hofstede’s national culture

Abstract

Purpose The purpose of this paper is to explain the difference of national intellectual capital from the perspective of national culture and to illustrate how national leaders or policy-makers increase their country’s national intellectual capital. Design/methodology/approach The study conducts a descriptive analysis combining the research outcome of Lin and Edvinsson’s (2011) national intellectual capital with Hofstede’s (2001) national culture. The research findings and results of these two studies were compared before running a t-test to determine whether countries with relatively high national intellectual capital have a higher level of certain national culture. Findings Based on the matching data of 26 countries, the study proposed that countries with certain national culture possess lower intellectual capital. Countries with high intellectual capital tend to exhibit a common culture of low power distance, weak uncertainty avoidance, and individualism. Practical implications The study suggests that for a country to enhance its overall intellectual capital, it should strive for a culture of equality, freedom and safety, and an active competitive environment, while avoiding social class distance in order to eliminate insecurity. The study proposes some suggestions to advance the countries’ national intellectual capital. In addition to admit the weakness of their intellectual capital due to cultural reasons, these countries could go a step further to increase their own national intellectual capital by increasing or enhancing certain national cultures if possible. Originality/value The study compares national intellectual capital and national culture and finds the relationship between these two sets of constructs. This study proves that national culture not only influences the strategies or behaviors of business level but also the competitiveness of national levels.

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

“…Not only do the examined predictors have significant influences on turnover intention, but by understanding how they influence turnover intention, organisations may be able to better manage talent towards further achievement of the UN SDGs. Congruent with the debates of relevant prior research, we find that green hard TM has a positive association with turnover intention (Abdul et al, 2019;Bui and Chang, 2018;Lee et al, 2017). As noted in the extant literature, values (for example, excessive control, less task autonomy, highly formal work environment and bureaucratic work structure, ineffective communication, stringent performance appraisal system and others) exhibited within organisations that practice green hard TM are indicators that can provoke team members' intention to leave an organisation (Adeosun and Ohiani, 2020;Budhwar et al, 2009;Bui and Chang, 2018;John et al, 2009).…”

“…The reliability of this measurement scale is 0.795 (Bui and Chang, 2018). Furthermore, consistent with extant debates concerning probable encompassing factors that may influence turnover intention in the context of environmental sustainability, we consequently controlled for work environment, resource availability and organisational culture (Abdul et al, 2019;Ariss et al, 2014;Anlesinya et al, 2019;Deery and Jago, 2015;Gardas et al, 2019;Lee et al, 2017;Wan et al, 2018). To measure DTI, seven items were initially self-developed based on the work of Langfred (2005).…”

“…Green soft TM is defined as a humanistic aspect of TM that actively supports, and is committed towards, the development and retention of green talent by boosting talents' commitment via effective communication, talent inclusiveness in decision-making process, organisational support for talent wellbeing and welfare, and effective and efficient leadership practices that inspire green talented team members to engender defined ecological initiatives for fostering environmental sustainability (Gardas et al, 2019;John et al, 2009). In green soft TM, climate action initiatives tend to be driven via a conducive work environment, adhocracy organisational culture and effective provision of relevant resources (Berraies et al, 2020;Bui and Chang, 2018;Lee et al, 2017). Conversely, green hard TM is defined as a mechanistic, target market-oriented aspect of TM that perceives green talent as a vital resource that needs to be effectively and efficiently managed and controlled via stringent performance appraisal systems, hierarchical organisational culture and bureaucratic work structures to boost competitive advantages and also foster environmental sustainability initiatives (Adeosun and Ohiani, 2020;Bui and Chang, 2018;John et al, 2009).…”

Extended Value-Added Intellectual Coefficient and Financial Reporting Quality: Moderating Role of Global Financial Crisis

“…However, PrC has non-significant impact on the market value of Italian listed firms (Ferraro & Veltri, 2011). Small power distance, individualism and Weak uncertainty avoidance are helpful to the generation of PrC (Lee et al, 2017).…”

Misled by Data? Review of Data Sources in National Intellectual Capital Research

“…While data is widely utilized as the basis of analysis in the majority of NIC articles and while the use of data has previously been the subject of some criticism (see, e.g. Alfaro, López and Nevado, 2011;Chew, Sharma and Bontis, 2014;Käpylä, Kujansivu and Lönnqvist, 2012;Lee, Lin and Lin, 2017), studies focusing on the use of data and data sources used in the NIC research are non-existent. While meritorious literature reviews on NIC exist (see, e.g.…”