Knowledge and Learning Capabilities in Nonprofit Organizations: A Relational Capital Perspective

Kong, Eric; Farrell, Mark

doi:10.18848/1447-9494/cgp/v17i03/46932

Cited by 13 publications

(13 citation statements)

References 43 publications

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“…Relational capital refers to the knowledge and learning capabilities that exist in relationships between an organization and its external stakeholders (Bontis, 1998;Sanchez-Polo, 2008a, 2008b;Dewhurst and Navarro, 2004;Kale et al, 2000). It is critical to organizations because it helps to create organizational value by connecting internal intellectual resources with external stakeholders (Carmeli and Azeroual, 2009;Collins and Hitt, 2006;De Clercq and Sapienza, 2006;Kong and Farrell, 2010).…”

Section: Intellectual Capital (Ic)mentioning

confidence: 99%

Knowledge sharing, intellectual capital and firm performance

Wang

Liang

2014

Management Decision

440

390

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Purpose-The aim of this paper is to investigate the impact of knowledge sharing (KS) on firm performance and the mediating role of intellectual capital (IC). Design/methodology/approach-A research model was developed based on prior KS and IC studies. A survey was administered to a sample of high technology firms in China and 228 usable responses were collected. Structural equation modeling (SEM) was employed to test the research model. Findings-Tacit KS significantly was found to contribute to all three components of IC, namely human, structural and relational capital, while explicit KS only has a significant influence on human and structural capital. Human, structural and relational capital, enhance both operational and financial performance of firms. The effect of KS on firm performance is mediated by IC. Explicit KS has a greater effect on financial performance than operational performance, whereas tacit KS has a greater impact on operational performance than financial performance. Research limitations/implications-The sample of high technology firms in China might limit the generalization of the findings. Nonetheless, this study takes its lead from and extends prior research, thus providing a deepened understanding of the role of KS in organizational settings. Practical implications-The paper suggests that managers can enhance firm performance by enhancing their KS and IC. Managers can develop corresponding strategies based on the findings to achieve their specific performance goals. Originality/value-This is one of the first papers to examine how KS contributes to firm performance through the mediation of IC. It will add significant value for organizations trying to enhance their performance though KS practices.

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Section: Intellectual Capital (Ic)mentioning

confidence: 99%

Knowledge sharing, intellectual capital and firm performance

Wang

Liang

2014

Management Decision

440

390

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“…IC also exists in relationships between an organization and its external stakeholders [34]. Moreover, IC creates organizational value by connecting internal intellectual resources with external stakeholders [38].…”

Section: Intellectual Capital (Ic)mentioning

confidence: 99%

Knowledge Sharing Practices, Intellectual Capital and Organizational Performance

Attar¹,

Kang²,

Sohaib³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Although knowledge sharing and intellectual capital are significant factors for long-term success of an organization, existing literature rarely examines the relationship between knowledge sharing practices intellectual capital (IC) as constitutive elements of a knowledge environment leading to enhanced operational performance. The main aim of this paper is to explore whether knowledge sharing practices (types, approaches, and process) and intellectual capital affect organizational operational performance. Findings suggest that knowledge sharing types and knowledge sharing process influence intellectual capital of an organization. Moreover, intellectual capital influences organizational operational performance. However, knowledge sharing approaches, i.e. codification and personalization strategies have no effect on intellectual capital.

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“…Relational capital refers to the knowledge and learning capabilities that exist in relationships between an organization and its external stakeholders (Bontis, 1998;Cegarra-Navarro and Sanchez-Polo, 2008a, b;Dewhurst and Navarro, 2004). It is critical for organizations because it helps to create organizational value by connecting internal intellectual resources with external stakeholders (Collins and Hitt, 2006;Carmeli and Azeroual, 2009;Kong and Farrell, 2010).…”

Section: Icmentioning

confidence: 99%

The impact of intellectual capital – knowledge management strategy fit on firm performance

et al. 2016

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Purpose The purpose of this paper is to focus on the fit between intellectual capital (IC) and knowledge management (KM) strategy and its impacts on firm performance. Design/methodology/approach Based on the fit view, the authors posit that firms can enhance performance by aligning the structure of their IC with KM strategy, as reducing the extent to which their actual IC profile deviate from the “ideal” profile when implementing certain type of KM strategy. Using survey data collected from 328 high technology firms in China, the authors tested the research model. Findings The more fit a firm’s IC is to its KM strategic type, the better operational and financial performance it can achieve. Research limitations/implications The sample of high technology firms in China might limit the generalization of the findings. Nonetheless, this study is based on and extends prior research, which provides a deepened understanding of the role of IC-KM strategy fit in organizational settings. Practical implications The paper suggests that firms should adjust their IC according to KM strategy they employ. According to the findings, managers can selectively develop IC to achieve performance goals under certain type of KM strategy. Originality/value As one of the first studies to investigate the relationship among IC, KM strategy and firm performance in a holistic way, it indicates that the IC-KM strategy fit can be a novel explanation for performance variances through the alignment of knowledge-based capability and strategy.

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Knowledge and Learning Capabilities in Nonprofit Organizations: A Relational Capital Perspective

Cited by 13 publications

References 43 publications

Knowledge sharing, intellectual capital and firm performance

Knowledge sharing, intellectual capital and firm performance

Knowledge Sharing Practices, Intellectual Capital and Organizational Performance

The impact of intellectual capital – knowledge management strategy fit on firm performance

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