The Impact of Structural Capital on New Product Development Performance Effectiveness- The Mediating Role of New Product Vision and Competitive Advantage

Nezam, Mohammad Hossein Khasmafkan; Ataffar, Ali; Isfahani, Ali Nasr; Shahin, Arash

doi:10.5296/ijhrs.v3i4.4580

Cited by 3 publications

(3 citation statements)

References 22 publications

(22 reference statements)

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“…Structural capital has been defined as everything left in the office when the employees go home [117]. In short, structural capital is the organizational framework made up of tools and architecture that allow for firms to retain, package, reinforce, and transfer knowledge through business activities [118][119][120].…”

Section: Structural And/or Organizational Capital and Competitivenessmentioning

confidence: 99%

“…With the globalization of markets, companies have been forced to devise new ways of reducing production time and cost, improving quality, and developing technologies with the inbuilt capacity for change and shorter life cycles [122,123]. This has allowed firms to strengthen their ability to meet customers' needs, which thereby creates greater value in terms of products and services [119,124].…”

Section: Structural And/or Organizational Capital and Competitivenessmentioning

confidence: 99%

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Corporate Social Responsibility and Intellectual Capital: Sources of Competitiveness and Legitimacy in Organizations’ Management Practices

2019

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Two important managerial strategies have shaped organizations’ initiatives in recent years: corporate social responsibility (CSR) and intellectual capital (IC). Organizations’ implementation of voluntary CSR practices implies a commitment that goes beyond mere actions and it constitutes a step toward securing benefits for these entities. In contrast, IC refers to a set of intangible organizational assets (i.e., human, structural, and relational capital) that are capable of providing greater value than tangible assets do. Putting both strategies into practice independently of each other is a source of competitive advantages for organizations, including more legitimacy in their sector. However, the present study sought to explore the possibility of strengthening the link between CSR and IC by integrating socially responsible practices into the configuration of each IC dimension. Thus, this research’s objective was to determine whether CSR initiatives can generate improvements in key IC components in organizations. The study included extremely diverse Spanish organizations ranging from small and medium-sized enterprises to large firms, private and public companies, and organizations serving multiple purposes, such as universities—all of which were implementing CSR initiatives. The partial least squares technique was applied to estimate a structural equation model to achieve the objective. The findings include that CSR improves organizations’ IC and that the resulting competitiveness is a source of legitimacy.

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Section: Structural And/or Organizational Capital and Competitivenessmentioning

confidence: 99%

Section: Structural And/or Organizational Capital and Competitivenessmentioning

confidence: 99%

Corporate Social Responsibility and Intellectual Capital: Sources of Competitiveness and Legitimacy in Organizations’ Management Practices

2019

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show abstract

“…Productivity, often defined as the ability to accomplish tasks with accuracy, completeness, costeffectiveness, and efficiency, stands as a cornerstone in gauging employee performance (Sauermann & Cohen, 2010). This heightened productivity is intricately linked to the augmentation of human capital with organizational capital, wherein organizational support serves as a catalyst for enhancing employee effectiveness (Nezam et al, 2013).…”

Section: Introductionmentioning

confidence: 99%