Intellectual capital management scoring

Matos, Florinda; Vairinhos, Valter

doi:10.4324/9780429285882-21

Cited by 4 publications

(6 citation statements)

References 6 publications

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“…2. Literature review 2.1 IC and performance According to Matos and Vairinhos (2020), IC refers to an intangible and invisible asset that works towards value creation for the company; practitioners and researchers are of the consensus that firms are now facing a competitive environment in the market because of information overload rather than industry changes (Yang, 2018;Maji and Goswami, 2016;Wang et al, 2016). In other words, the current global economy's leading driver is knowledge (Oppong and Pattanayak, 2019).…”

Section: Introductionmentioning

confidence: 99%

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

AlQershi

Yusoff

Masrom

et al. 2021

IJPPM

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PurposeThe purpose of this paper is to investigate the influence of intellectual capital (IC) on the performance of Malaysian automotive manufacturing firms. It also examines the role of strategic thinking (ST) as a moderating variable in the relationship between IC and performance in these firms.Design/methodology/approachThis study used a quantitative approach, with an initial sample of 228 firms in Malaysia. Partial least squares structural equation modelling (PLS-SEM) was employed to test the study hypotheses.FindingsThe results of the PLS-SEM analysis are as follows: Human capital (HC) and relational capital (RC) have significant effect on performance, but not structural capital (SC). ST has no moderating effect on the relationship between RC or SC and performance although it does moderate the relationship between performance and HC.Research limitations/implicationsTogether with the government, CEOs hold responsibility for ensuring that organizations practice effective ST and IC. With the assistance of government, CEOs should exert every effort to be leaders in this matter. In addition, CEOs of automotive manufacturing firm should reduce their emphasis on classical ways of managing organizations processes.Practical implicationsThe findings offer guidance to automotive firms considering how to develop IC and ST to improve performance, especially in Malaysia and Southeast Asia.Originality/valueThis is the first study to examine the moderating effect of ST on the relationship between IC and performance worldwide.

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Section: Introductionmentioning

confidence: 99%

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

AlQershi

Yusoff

Masrom

et al. 2021

IJPPM

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“…Later, in 2013, this model was developed, and an updated version of the model was presented (Matos, 2013). The various studies referred to by these authors demonstrate the operationalization of the model to audit the intellectual capital management in SMEs in the Portuguese context (Matos & Lopes, 2009;Matos et al, 2011, Matos, 2013. These authors believe that, compared to other models, the ICM -Intellectual Capital Management model has a greater capacity to deal with the complexity of factors that constitute intellectual capital and organizational knowledge (Matos, 2013).…”

Section: Research Support Intellectual Capital Management Modelmentioning

confidence: 99%

“…Other authors, such as Nahapiet (1998), reject a more personal definition of Intellectual Capital and prefer associating the term with each person's knowledge, social and collective capacity. On the other hand, Matos and Lopes (2009) and Korsakiene et al (2017) reiterate that a good perception of the importance of Intellectual Capital by companies and consequent good management of it can boost their competitive capacity.…”

Section: Intellectual Capitalmentioning

confidence: 99%

“…The company's investment in its worker and all his knowledge about the company is at risk. The added value that was added to the company, in the short term, is no longer reflected in the medium-long term because the knowledge created ends up not being retained, nor is there a concern to transfer it to other members of the company (Matos & Lopes, 2009).…”

Section: Introductionmentioning

confidence: 99%

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Intellectual Capital and Performance: A Case Study of Construction Companies

Sucena

Matos²,

Nunes³

2022

ECKM

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Intellectual Capital Management is a key element for a company's development and value creation in achieving sustainable competitive advantage. Since intellectual capital is unique in the marketplace, companies retaining and transferring internally generated knowledge can face the external environment with more agility. Due to the importance of civil construction in the Portuguese economy, this exploratory research uses a case study methodology applied to construction companies in Portugal. The findings of this research evidenced that intellectual capital management influences the performance of construction companies. By recognising the importance of intellectual capital management and how it influences the performance of companies, it is possible to trigger a set of investments in human capital that will become structural capital through the transfer of their competencies and, finally, relational capital. Therefore, higher performances are achieved without losing the knowledge acquired over the years. This research can help to understand the importance of investing in intellectual capital management competencies in civil construction companies to leverage their competitive strategic development.

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“…These relationships provide access to external knowledge, information, and resources, which can be leveraged to enhance a company's intellectual capital. Relational capital is particularly important in the construction industry, where collaboration and coordination with other stakeholders are critical for project success (Matos, 2013). Human capital refers to the knowledge, skills, and expertise of a company's employees.…”

Section: Literature Reviewmentioning

confidence: 99%

The effect of Intellectual Capital and Strategic Partnerships in Construction Companies

Sucena,

Matos,

Nunes

2023

ECKM

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The construction industry is facing significant challenges due to globalization, increasing competition, and rapid technological advancements. In this context, intellectual capital and strategic partnerships have emerged as essential factors for the success and competitiveness of construction companies. Intellectual capital encompasses a company's intangible assets, such as knowledge, skills, experience, expertise, and relationships. At the same time, strategic partnerships involve a mutually beneficial relationship between two or more organizations that work together to achieve common goals. This paper aims to explore the effect of intellectual capital and strategic partnerships on the performance and competitiveness of construction companies. The study employs a qualitative research design and uses a literature review approach to analyse existing research and identify key concepts and themes. The findings suggest that intellectual capital and strategic partnerships can significantly improve construction companies' innovation, efficiency, and competitiveness. However, effective management and utilization of these assets require a clear understanding of the company's goals, resources, and capabilities, as well as the development of a collaborative and knowledge-sharing culture. The paper concludes by proposing future research directions and practical implications for construction companies to enhance their intellectual capital and strategic partnerships.

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Intellectual capital management scoring

Cited by 4 publications

References 6 publications

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

Intellectual Capital and Performance: A Case Study of Construction Companies

The effect of Intellectual Capital and Strategic Partnerships in Construction Companies

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