This study examines one specific aspect of the resource-based view, intellectual capital, and its three knowledge components - human, organizational, and social capital. We hypothesize that the impact of each component on financial performance is contingent upon the values of the other components, and that these leveraging effects are themselves contingent upon the industry conditions in which a business operates. Our hypotheses are supported using line-of-business survey and FDIC data (within-industry/within-geographic region) from two non-competing resource niches of the banking industry (personal and commercial banking). Copyright Blackwell Publishing Ltd 2006.

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The use of volunteers in hospitals has been an age-old practice. This nonmarket community involvement is a distinctive aspect of North American life. Hospitals may be attracted to increase the use of volunteers, both to provide increased quality of care and to contain costs. Hospitals rely on the use of professional administrators to use the donated time of volunteers efficiently. This study examines the benefits and costs of volunteer programs and derives an estimate of the net value of volunteer programs that accrue to the hospitals and volunteers. In particular, the costs and benefits to hospitals are detailed. Using 31 hospitals in and around Toronto and surveying hospital volunteer administrators, hospital clinical staff members, and volunteers themselves, a striking pay-off for hospitals was found: an average of $6.84 in value from volunteers for every dollar spent-a return on investment of 684%. Civic and community participation is indeed valuable.Note: We are happy to acknowledge the superb research assistance and enthusiasm of Robert Mound, Karin Prochazka, and Anna Markey. We are grateful to all the volunteer administrators and hospital volunteers who gave so generously of their time and are appreciative for the insightful comments of the reviewers and editors.