The link between intellectual capital and business performance: a mediation chain approach

Campos, Susana; Dias, José G.; Teixeira, Mário Sérgio; Correia, Ricardo Jorge

doi:10.1108/jic-12-2019-0302

Cited by 34 publications

(62 citation statements)

References 77 publications

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“…Financial performance includes accounting operations and financial measures. Operational performance is related to efficiency, namely, technological capabilities in managing company products and human assets (Campos et al , 2022). The company will continue to try to improve performance by focusing on cost reduction and efficiency, as well as comply with regulations taking into account the stakeholders of good practice, and jointly lead to stakeholders and consumer attractiveness.…”

Section: Literature Reviewmentioning

confidence: 99%

Market orientation and business performance: the mediating role of total quality management and service innovation among Moslem fashion macro, small and medium enterprises in Indonesia

Fikri

Ratnasari²,

Ahmi³

et al. 2022

JIABR

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Purpose The purpose of this study is to see the effect of market orientation (MO) on business performance with two intervening variables, namely, service innovation and total quality management (TQM) with Muslim fashion micro, small, and medium enterprises as the object of research. Design/methodology/approach This study uses a quantitative approach with structural equation modelling-partial least square analysis techniques. Date were collected using an online questionnaire that got 100 respondents. The respondents of this research are the owner, manager, human resource development, chief financial officer and chief operating officer of a business that is engaged in Muslim fashion. Findings This study found that MO has an effect on business performance either directly or through mediating variables, namely, service innovation and TQM. Research limitations/implications This study only focuses on the Muslim fashion business and does not pay attention to businesses operating in other sectors. Practical implications The results of the study highlight the need for Muslim fashion business owners/managers to pay more attention to customer feedback. This is by adopting modern ways of communicating, providing training for employees and starting to join the Muslim fashion business community. These things need to be highlighted because in the items measured, they get the smallest mean among other items that are in the same variable. Originality/value To the best of the authors’ knowledge, this research is the first to find out the effect of MO on business performance using mediating variables, namely, service innovation and TQM.

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Section: Literature Reviewmentioning

confidence: 99%

Market orientation and business performance: the mediating role of total quality management and service innovation among Moslem fashion macro, small and medium enterprises in Indonesia

Fikri

Ratnasari²,

Ahmi³

et al. 2022

JIABR

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“…Therefore, to overcome the risks of failure, startups need to develop the ability to create, organize and direct the set of their knowledge to promote innovation in the organizational context (Cassol et al, 2016;Iencieu and Matis, 2011), developing important assets related to its intellectual capital to increase its competitiveness and sustainability, especially in the current times of the knowledge economy (Campos et al, 2020;Cassol et al, 2016;Iencieu and Matis, 2011;Nahapiet and Ghoshal, 1998;Petty and Guthrie, 2000).…”

Section: Life Cycle Analysis Ofmentioning

confidence: 99%

“…In an increasingly dynamic and competitive context, studies have shown that a company's ability to create, organize and direct the sum of its knowledge related to the human, structural and relational fields can be a fundamental strategy for its survival and sustainability, by promoting innovation in the organizational context (Cassol et al, 2016;Iencieu and Matis, 2011). Since then, understood as the sum of all knowledge held in a company (Stewart, 1998), the concept of intellectual capital has developed and reflected the importance that understanding the knowledge factor has acquired within organizations and its role in the evolution of (Campos et al, 2020;Nahapiet and Ghoshal, 1998), providing the organization with a competitive advantage (Stewart, 1998).…”

Section: Intellectual Capitalmentioning

confidence: 99%

“…This, therefore, represents that intellectual capital goes beyond an important resource for the competitiveness of an organization, also identifying it as a capacity for action based on knowledge (Nahapiet and Ghoshal, 1998), which has since attracted attention for the topic in research agendas (Campos et al, 2020;Cassol et al, 2016;Iencieu and Matis, 2011;Petty and Guthrie, 2000). In addition, this growing interest and development of the theme is also due to the fact that the recent focus and development of the knowledge-based economy and the understanding of innovation as a basis for competitiveness (Petty and Guthrie, 2000).…”

Section: Life Cycle Analysis Of Brazilian Startupsmentioning

confidence: 99%

Section: Theoretical Reviewmentioning

confidence: 99%

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Life cycle analysis of Brazilian startups: characteristics, intellectual capital, agents and associated risks

Couto

Oliva

Giudice

et al. 2021

JIC

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PurposeThe purpose of this paper was to present the stages of the Brazilian startups' organizational life cycle (OLC), identifying and describing the main factors related to the entrepreneurial and organizational perspectives, as well as the factors related to external relationship agents and the associated risks at each OLC stage. In addition, the variables that comprised the three perspectives above were used for a descriptive reading of the evolutionary process from the perspective of intellectual capital during the stages.Design/methodology/approachThe type of research used was quantitative with a descriptive character. For data collection, the authors have used the survey method and two complementary questionnaires were used as research tools. The measurement scale used in these instruments was the 11-point Likert scale. In total, 100 Brazilian startups registered in the STARTUPBASE and residents in São Paulo comprised the sample of this research. For the data processing, it was used the exploratory factor analysis techniques, to identify the analysis factors, and the cluster analysis, to identify the OLC stages.FindingsBased on the results obtained, four stages were identified and described to build the OLC model of this research: Stage I – conception and development; Stage II – organization and traction; Stage III – growth and scale; and Stage IV – consolidation and transition. In addition, the authors described the main lines of evidence found at each stage.Practical implicationsThis research contributes to academic studies of the OLC in startups and the evolution of risks that originate from the relationship between external agents in the business environment and startups. Thus, a management map is built, which helps entrepreneurs and managers construct these businesses since such a management map allows identifying the risks and challenges that a startup needs to overcome to grow and develop.Originality/valueThe originality of this research lies in the adaptation of the OLC approach, which is widely used in studies analyzing the growth and development of mature organizations. The authors used this adaptation to analyze the growth and development of startups in Brazil. In addition, the identification and analysis of external agents that make up the business environment, as well as the analysis of the risks, originated from the relationships between the startup and these agents, brought original and essential results and discussions, both for OLC studies and for risk analysis studies in startups.

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Understanding the drivers of organizational business performance from the human capital perspective

Serenko,

Abubakar,

Bontis

2023

Knowl Process Manag

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The purpose of this study is to understand the drivers of organizational business performance from the perspective of human capital. Data were collected from 691 employees working in 15 North American credit unions. The model was developed and tested by means of the Partial Least Squares Structural Equation Modeling technique. This study illuminates an underexplored mechanism driving the association between transformational leadership and business performance based on several theoretical frameworks such as leader–member exchange theory, the conservation of resources theory, the heuristic model of employee turnover, equity theory, and capital‐based view. The findings indicate that transformational leaders provide their subordinates with constructive feedback and offer training and development (T&D) opportunities, which are the key factors driving employee job satisfaction. Employee job satisfaction curtails turnover intention, which, in turn, reduces human capital outflow and, consequently, increases business performance. Managers should always act as true transformational leaders and provide their subordinates with relevant performance feedback and ample T&D opportunities. Workers who undergo T&D at the expense of their organization become more loyal and are less likely to leave even though they become more marketable. Organizations are recommended to administer periodic employee satisfaction surveys and prevent the exodus of human capital, which may be difficult to replenish.

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The link between intellectual capital and business performance: a mediation chain approach

Cited by 34 publications

References 77 publications

Market orientation and business performance: the mediating role of total quality management and service innovation among Moslem fashion macro, small and medium enterprises in Indonesia

Market orientation and business performance: the mediating role of total quality management and service innovation among Moslem fashion macro, small and medium enterprises in Indonesia

Life cycle analysis of Brazilian startups: characteristics, intellectual capital, agents and associated risks

Understanding the drivers of organizational business performance from the human capital perspective

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