Is e-banking a competitive weapon? A causal analysis

Shih, Kuang‐Hsun

doi:10.1504/ijef.2008.017539

Cited by 23 publications

(11 citation statements)

References 46 publications

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“…Meanwhile, interactions between employees and customers trigger more digestion and absorption of information so that information can be shared within the organization, and thus, the accumulation of structural capital increases. This finding is consistent with Shih (2008), who suggested that human capital has the same positive influence on structural capital and customer capital in the financial service industry. However, it is in contrast with the statement that structural capital exhibits negative influence on customer capital.…”

Section: Conclusion and Suggestionssupporting

confidence: 91%

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Assessing knowledge creation and intellectual capital in banking industry

Shih

Chang²,

Lin

2010

Journal of Intellectual Capital

229

206

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Purpose-The purpose of this paper is to examine the empirical studies on knowledge creation and intellectual capital (IC) to generalize the important factors concerning knowledge creation and IC of banks. The major purpose is to explore the relationship between knowledge creation and IC through the construction of the correlation patterns between these two elements. Design/methodology/approach-This paper adopts the knowledge management (KM) measurement to examine the formats of knowledge creation on evaluation of relationship between different elements in the IC of banks by structural equation modeling. Findings-The performance of knowledge creation has significant influence on the accumulation of subsequent human capital. Cognitivists and connectivists are considered the main knowledge creators in the banking industry. The performance of human capital exhibits significant influence on structural capital and customer capital. The performance of customer capital reports significant influence on the formation of structural capital. Research limitations/implications-The ability to create knowledge is highly relevant to IC in the banking industry. Companies should define their own robust mechanisms for knowledge creation to improve their ability in knowledge creation. Knowledge creation in banks should focus on the exchange and sharing of information. It is suggested that the usual approach adopted by banks is brainstorming and workshops, and the connecting approach is team-oriented. Practical implications-The managers in the banking industry should identify the ways to cultivate in-depth contents of IC and have comprehensive development on IC to create differentiated advantages and boost corporate competitiveness. Originality/value-The importance of tangible assets is waning and has been gradually shifting to knowledge and IC, and thus, KM has become an important strategy in corporate competition. Organizations have been redefined as platforms that can create knowledge and accumulate intangible, IC.

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Section: Conclusion and Suggestionssupporting

confidence: 91%

“…Meanwhile, Shih (2008) measured IC with four dimensions, as based on the characteristics of IC in the financial service industry. These four dimensions are human capital, innovation capital (training and development), flow capital (IT system), and customer capital.…”

Section: Constituents Of Intellectual Capitalmentioning

confidence: 99%

Assessing knowledge creation and intellectual capital in banking industry

Shih

Chang²,

Lin

2010

Journal of Intellectual Capital

229

206

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“…Because addressing each analysis would be too extensive, this discussion will be limited to more succinct explanations, that is, of frequent statements about PC. One common result, for example, verifies the positive causal link between human capital and PC (Wang and Chang, 2005;Shih, 2008;Li, 2009;St-Pierre and Audet, 2011). This result is comprehensible because processes and organizational structures influence employees' daily work and vice versa.…”

Section: (C) Reflective Researchmentioning

confidence: 87%

“…Survey study x Cause and effect analysis Survey study; causal analysis Andreou and Bontis (2007) x Cause and effect analysis Survey study; causal analysis Buszko and Mroziewski (2009) x Cause and effect analysis Survey study; causal analysis Kumar (2003) x Cause and effect analysis Case study; causal analysis Namvar and Khalilzadeh (2013) x Cause and effect analysis Survey study; content analysis Shang et al (2009) x Cause and effect analysis Case study; interviews; statistical analysis Abadi and Tavakoli (2011) x Cause and effect analysis Causal analysis Cheng et al (2010) x Cause and effect analysis Causal analysis Cheng et al (2008) x Cause and effect analysis Causal analysis Dammak et al (2010) x Analysis of PC disclosures Content analysis Ferraro and Veltri (2011) x Cause and effect analysis Causal analysis Gerpott et al (2008) x Analysis of PC disclosures Content analysis Huang et al (2007) x Cause and effect analysis Causal analysis Lee et al (2007) x Analysis of PC disclosures Causal analysis Li (2009) x Cause and effect analysis Causal analysis Li and Wang (2009) x Cause and effect analysis Causal analysis Liang and Lin (2008) x Cause and effect analysis Causal analysis Liu et al (2009) x Cause and effect analysis Causal analysis Lu et al (2010) x Cause and effect analysis Causal analysis Mouritsen et al (2001) x Analysis of PC disclosures Content analysis Nogueira et al (2010) x Cause and effect analysis Causal analysis Olsson (2004) x Analysis of PC disclosures Content analysis Riegler (2005) x PC reporting Theoretical model Schiemann et al (2010) x Analysis of PC disclosures Content analysis Shih (2008) x Cause and effect analysis Causal analysis St-Pierre and Audet (2011) x Cause and effect analysis Causal analysis Wang (2008) x Cause and effect analysis Causal analysis Wang and Chang (2005) x Cause and effect analysis Causal analysis P, prescriptive; D/P, descriptive/prescriptive; D, descriptive; D/R, descriptive/reflective; R, reflective; PC, process capital. Sambamurthy et al (2003) address the development of a "digitized PC" by int...…”

Section: (A) Prescriptive Researchmentioning

confidence: 99%

Process Capital: A Synthesis of Research and Future Prospects

Matthies

2014

Knowl Process Manag

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As an intangible resource, process capital represents the institutionalized knowledge and the competencies necessary for efficient value creation from the perspective of organizational infrastructure. Even though a practical relevance for its systematic assessment and development exists, there still appears to be a strong lack of basic definitions, standards, and practical methods to comprehensibly record such a complex set of information. On the basis of a structured literature review, this paper will be the first to summarize the research on process capital. The results support the assumptions that process capital is widespread in the scientific discussion and has been researched on a very interdisciplinary basis. Furthermore, research papers to date have a strong reflective focus, and few papers have addressed the development of practical concepts. Practical experience or progress reports is exceedingly rare. In addition, this paper discusses the status quo of process capital research and illustrates implications for research and practice.

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“…Kamath (2007) argued that the construct of human capital can efficiently improve the establishment of structural capital, and further assist in accumulating the enterprise's intellectual capital. Shih (2008) pointed out that the accumulation of human capital can strengthen the procedural capital of an enterprise, and further the structural capital of the enterprise, as the procedural capital is to construct working procedures and working processes that strengthen production or improve service efficiency.…”

Section: • Structural Capital ( Organizational Capital)mentioning

confidence: 99%

The Relationship between Intellectual Capital and Innovation in Jawwal

Telbani¹

2013

JJBA

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The aim of this study was to explore the relationship between the intellectual capital (human, structural , and customer) and innovation in Jawwal Company. In this study, a descriptive analytical methodology was used where all the employees in Jawwal Company (185 employees) were included. From the 185 distributed questionnaires, 150 were returned with a response rate of 81%. The study found that Jawwal Company is focusing on all the components of intellectual capital (human, structural, and customer) and the mean of all items of the intellectual capital was (80.14%) which indicates that there is a positive evidence that Jawwal Company is managing its intellectual capital effectively. The study also found that the three components of intellectual capital have significant positive relationship at a significant level 0.05 with innovation in Jawwal Company. The study reached many recommendations such as the need to concentrate on all the components of intellectual capital in order to have more innovative competence. The study shows that the most influential component is structural capital. Therefore, innovative performance can be improved by paying particular attention to the company's structural capital.

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Is e-banking a competitive weapon? A causal analysis

Cited by 23 publications

References 46 publications

Assessing knowledge creation and intellectual capital in banking industry

Assessing knowledge creation and intellectual capital in banking industry

Process Capital: A Synthesis of Research and Future Prospects

The Relationship between Intellectual Capital and Innovation in Jawwal

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