The knowledge-based view of the firm is a recent extension of the Resource-Based View (RBV) of the firm and provides a strong theoretical underpinning for the organisation learning and intellectual capital researchers. Knowledge is considered to be a special strategic resource that does not depreciate in the way traditional economic productive factors do. The nature of most knowledge-based resources is mainly intangible and dynamic, allowing for idiosyncratic development through path dependency and causal ambiguity, which are the basis of the mechanism for economic rent creation in the Knowledge-Based View (KBV) of the firm. Future implications that emerge from these characteristics as they relate to learning organisations are presented at the end of the paper.
The purpose of this article is to capture the perceptions of knowledge management and intellectual capital in the banking industry. The reason for developing such a study is that little research as clearly addressed both subjects at the same time. After verifying that knowledge management and intellectual capital are identified as different concepts in the banking industry, the final aim of the author is to identify the relevancy and perceived value of such organizational variables in the banks. In that sense, this research paper follows a qualitative approach and considers two different knowledge management strategies: exploitation and exploration and three different intellectual capital components: human capital, internal structures and external structures. The paper develops and analyses several interviews in the banking industry at top management level across different banks. This study led to some interesting findings, allowing to empirically verify most of the theoretical knowledge management and intellectual capital literatures, as well as to gather some examples of its routines and elements, and also to identify the value given to knowledge management and intellectual capital by the banks that took part of the study. There are some research limitations regarding the industry context, but this may result in a stimulus for the replication of the work in other industries. The originality of the paper regards the way it addresses simultaneously knowledge management and intellectual capital, such related concepts.
Purpose The purpose of this paper is to extend the knowledge on the underlying relation between trust, knowledge sharing (KS) and organizational commitment (OC) in small- and medium-sized enterprises (SMEs), by testing the mediator role of KS between trust and OC dimensions. Design/methodology/approach The paper addresses a sample of 582 top exporting Portuguese SMEs and it tests an original model using structural equation modeling following a partial least square approach. Findings Results show that trust positively and significantly influences KS and affective and normative OCs. KS partially mediates the relation between trust and affective OC. Research limitations/implications This study contributes to both the knowledge management and human resource development literatures, showing the relationship between variables from both bodies of literature. Some limitations apply, the study uses cross-sectional data that limit the conclusions about causality and some restrictions on the generalization of the results also apply due to the used sample. Practical implications Results show the importance of encouraging a trustful environment in SMEs on behalf of KS and OC dimensions. Human resource managers could profit from stimulating KS among employees that results in affective OC. Originality/value Findings show the relevancy of trust in SMEs and the role of KS that contributes to OC.
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