Intellectual capital management and power mobilisation in a seaport

Abstract

Purpose The purpose of this paper is to discuss how the management of collective intellectual capital (CIC) occurs in a seaport through the actions of the network coordinator. Design/methodology/approach A case study was conducted in a seaport, focusing on the actions taken by a network coordinator – a port authority – to develop the seaport’s CIC. The seaport is conceptualised as a meta-organisation, composed by interdependent actors which may possess different interests and different levels of power. Findings Evidence suggests that the mobilisation of different dimensions of power, in both coercive and non-coercive ways, is needed to promote a higher level of collaboration. Indeed, by mobilising non-coercive dimensions of power, the network coordinator can foster a sense of community within the meta-organisation, grounded in a trust-based collective culture that can potentiate collaboration, and thus allow the attainment of a more “sustainable” type of CIC. Research limitations/implications Despite the validity of the interpretations provided by the case study, generalisation of this study should only be conducted in a theoretically framed manner. Practical implications The findings can provide network coordinators with a better understanding of the consequences of using different dimensions of power to leverage its intangible assets and enhance the meta-organisation’s performance. Originality/value The paper focus on the IC management of a specific type of meso-level unit, which possess some particular characteristics of its own: a seaport. Also, the paper aims to fill a gap in literature regarding the management of different dimensions of power and its effects over IC creation.

Intellectual Capital Change Management in the Construction Industry—The Case of an Inter-Organisational Collaboration

“…He also mentioned the "interdependence" dimension, exemplifying it with the cost sharing regarding radio advertising, billboards, or the access to technologies such as the new CRM software. These perspectives are in line with [5], who suggest that collaboration can develop RC through trust, interdependence and participatory communication.…”

“…Relationship management in collaborations is crucial for partners to maximise the likelihood of success [6]. Relational Capital can be developed through different dimensions such as trust, interdependence or participative communication [5]. The higher the level of such dimensions, the better the collaboration outcomes are likely to be [6].…”

“…On the other hand, this negative side of IC tends to be absent from management decisions [3,4]. Moreover, the process of IC creation or destruction may vary over time [4,5].…”

The Influence of Power and Trust on the Initiation and Duration of Modal Shift Solutions

“…The power balance or imbalance between actors is also relevant. Vale et al [51] exemplify how coercive power is used in a situation with imbalance between actors, while resources to coerce were not available in another situation where there was power balance between the actors [52].…”

“…This paper takes the perspective, in line with, e.g., [27,28,53], that power and trust can co-exist. Vale et al [52], for example, found the use of non-coercive types of power to foster trust between stakeholders. The coexistence of power and trust also opens up for the use of trust as a mediating mechanism to decrease effects of power asymmetry [62].…”