creative renewal, intellectual capital, interactive behavior, organic structure, structural equation modeling, trust,

PurposeThe management of intellectual capital (IC) within organizations depends on appropriate organizational structures and characteristics. This paper seeks to argue that certain structural, cultural, and climate characteristics will lead to more effective IC management.Design/methodology/approachThe paper reviews the theoretical and empirical IC literature, as well as the literatures regarding organic environments, trust, participative decision making, and creative renewal processes, to develop a model relating to the antecedent conditions necessary for the management of IC.FindingsThe model developed will assist researchers in the identification and exploration of variables linked to the effective management of IC within organizations.Practical implicationsIt is concluded that managers of organizations need to create organic structures, build trust with employees, encourage creative renewal, and develop participative decision‐making processes.Originality/valueBy integrating several fields of the literature that relate to IC management, the paper suggests propositions that deserve future research consideration.

decentralization, capabilities, intellectual capital, results-based control system, technology, uncertainty,

Purpose -This study sets out to examine how organizational characteristics are related to intellectual capital and how these variables are different between Canadian and Middle East contexts. Design/methodology/approach -A questionnaire was developed to measure the four major study constructs, i.e. intellectual capital, culture, climate, and organizational traits. Each of these constructs was represented by a number of subscales that were subjected to ANOVA and correlations to test the hypotheses. Findings -The analysis showed that all three categories of characteristics (culture, climate, and other traits) are significantly correlated with IC management. The results also indicated significant differences in all organizational characteristics and IC management between Canada and the Middle East.Research limitations/implications -Culture, climate, and other traits are important enablers for the effective management of IC. Although the research tested three culture variables, four climate variables, and two other traits, future research should investigate these variables and the interactions among them more thoroughly. Practical implications -The results have implications for organizations operating in different international contexts. Managers can use the results for more effective and efficient management of organizational characteristics that would foster IC management. Originality/value -The research provides a comprehensive study of enablers of effective IC management, an area of study that has not received much attention in the past. It also provides insight as to why effective IC management may be more successful in certain countries.

PurposeThis study aims to empirically investigate the role of organizational culture and climate in supporting intellectual capital (IC) management systems. Specifically, it seeks to investigate the relationship between organizational characteristics (culture and climate) and IC management systems in the Middle East (Iran and Lebanon) and Canada.Design/methodology/approachData were gathered via a survey instrument and statistical analysis was used to test for significance between dependent and independent variables. Then a two‐stage hierarchical multiple regression was used to test for the nature and effects of country of origin as a moderating variable.FindingsThe findings suggest that both culture and climate play significant roles in developing management systems for IC. In addition, for country, when organizational climate improves, Middle Eastern respondents perceived an even greater improvement in IC management systems compared to their Canadian counterparts.Originality/valueThere is limited research that has been undertaken to compare developed and developing countries with regard to the influence of organizational characteristics on IC management systems. This research is timely given the recent publication of the Arab Human Development Report and the Arab Knowledge Report. This study provides insight into the ability of organizations in the Middle East to develop a knowledge base and reduce the knowledge gap between the Arab world and countries currently classified as knowledge intensive.