Organizational characteristics fostering intellectual capital in Canada and the Middle East

Abstract

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.

Exploring Multidimensional View of Intellectual Capital and Business Ethics on Organizational Performance by Using Bootstrapping Method: Evidence from Pakistani Pharmaceutical Industry

“…The results of this study show as well that EHRM and EF have a significant impact on the overall OP. The findings lend empirical support to the theoretical observations and corroborate the idea of scholars in the field (David et al, 2000;McDermott and O'Dell, 2001;Janz and Prasarnphanich, 2003;Young et al, 2003;Leidner et al, 2010;Nazari et al, 2009). Moreover, ESM have a significant impact on the OP.…”

The individual and the collective

“…The significance for KM of national cultures, particularly when a standard KM programme is put in place across varying national cultures in a multinational organisation, is emphasized by Ford and Chan (2003) and by Ardichvili, Maurer, Li, Wentling and Stuedemann (2006). Sabri (2005), Nazari, Herremans, Isaac, Manassian andKline (2009), Al--Maliki (2013) and Seba, Rowley and Lambert (2012) reflect on its particular significance in the Arab world, while Zakaria, Stanton and Sarker--Barney (2003), Straub, Loch and Hill (2001), and Hill, Loch, Straub and El--Sheshai (1998) consider the influence of culture on IT implementation generally, in the Middle Eastern context. These papers are not reviewed in detail here, but they inform the discussion below.…”

“…On the other hand, much KM provision seems to overlook this point: for example, in a study of KM in private and public organisations in the developed world, it was noted that person to person exchanges were not mentioned as central in any of the KM strategies Bouthillier and Shearer, 2002). Considering the Saudi context, it is generally accepted that Middle Eastern culture tends to put high emphasis on intuition and personal relationships (Nazari, Herremans, Isaac, Manassian and Kline 2009). To express this more formally, a useful distinction has been made between 'high context' and 'low context' cultures (Hall, 1976).…”

“…Earlier studies in the region had not identified this factor, and Al--Hussain (2011) found that one of the major barriers to effective use of KM in Saudi Arabia was the lack of a culture supporting creative learning for knowledge generation. A strongly collaborative culture is essential for effective organisational learning (López, Peón and Ordás, 2004), and Middle Eastern culture has been characterized by relatively low levels of trust and openness, and relatively high levels of bureaucracy, leading to problems for organisational learning (Nazari, Herremans, Isaac, Manassian and Kline, 2009). The strong recognition of this factor in the survey, together with Nafei's results, suggest that it may have become more recognized and important as Saudi experience with KM has grown, or that the culture may have been influenced by the expatriate community in Saudi Arabia.…”

Application of the SECI Model Using Web Tools to Support Diabetes Self-Management and Education in the Kingdom of Saudi Arabia

“…Middle Eastern cultures are considered to have high level of bureaucracy which can hinder KS activities within any organisation [55].…”