There is a shortage of research investigating the link between employee development practices and intellectual capital as mediated by knowledge management. The aim of the current research was to consider the influence of employee development practices on intellectual capital through knowledge management. Data were collected through an instrument distributed to a sample of 464 employees working at information and communications technology companies. The results indicate that employee development practices had significant effects on human capital, knowledge management, and social capital. The results reveal that knowledge management had a significant effect on human capital but not on social capital. Finally, the results show that knowledge management significantly mediated the impact of employee development practices on human capital. Additionally, implications for intellectual capital development, organizational strategy, and academic research are discussed.

This research paper aims to scrutinize the impact of triple bottom line (TBL) sustainability on the success of small business enterprises (SBEs) in the food catering industry using real data collected by using a reliable and valid questionnaire based on the literature. The questionnaire was distributed to a purposive sample consisting of 500 small business owners. Running IBM SPSS 24.0 and AMOS 22.0 on the 441 questionnaires retrieved from the participants, representing a response rate of 82.2%, it was clarified that the TBL factors, that is, economic, social, and environmental factors, have significant and positive effects on SBEs’ success. This result instructs small business owners, governments, and financers to weigh up the integrated framework of economic, environmental, and social lines of sustainability to support the success of these small enterprises. The contribution of this research paper can be found by answering this question and bridging the gap in the literature by investigating the impact of the TBL on small business success using data from small entrepreneurial projects.

The aim of this study is to explore benchmarking reasons and their effects on benchmarking success from the perspectives of university managers in different management levels. Six reasons were examined for their role in benchmarking success. These reasons are top management support, university internal assessment, employee participation, benchmarking benefits, benchmarking competitor, and benchmarking partner. Data were gathered by a questionnaire distributed to managers from all levels in public universities. The questionnaire was developed based on related works on benchmarking. Two hundred questionnaires were distributed to the sample members and 167 questionnaires were returned with a response rate of 83.5%. The results indicated university internal assessment is the most influential reason for benchmarking success, followed by benchmarking benefits, benchmarking partner, top management support, and finally, employee participation. It was found that benchmarking competitors had no effect on benchmarking success. Therefore, universities are called for considering such reasons when heading for benchmarking. Researchers also are requested to validate such findings and to explore more reasons for benchmarking success.