Relational Capital and Organizational Performance in the Portuguese Hotel Sector (NUTS II Lisbon)

Lopes-Costa, Jose Alberto; Cañavate, António Muñoz

doi:10.1016/s2212-5671(15)00839-4

Cited by 17 publications

(14 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In today's competitive world, which is rapidly and profoundly changing, and where innovation and creativity are crucial matters, organisations are becoming increasingly aware that their physical and financial assets are not capable of generating competitive advantage in time, thus understanding that only their intangible assets can provide value to their products and services (Lopes-Costa and Munoz-Canavate 2015;Trimarjoko et al 2021). Consequently, the knowledge basis of any organisation becomes an asset of rising importance, although their leaders still have to face the difficulties related to its acknowledgement (Cooper 2006).…”

Section: Introductionmentioning

confidence: 99%

“…All over the world, tourism has been one of the sectors that have significantly grown in the last few decades. In Portugal, in particular, it is one of the country's main economic activities and a strategic area for the competitiveness of the economy (Lopes-Costa and Munoz-Canavate 2015). As an industry in Portugal, tourism has yielded impressive growth in the last decades, and during the economic crisis, it became a milestone of economic development.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Networks, Innovation and Knowledge Transfer in Tourism Industry: An Empirical Study of SMEs in Portugal

Lopes

Oliveira

Lopes³

et al. 2021

Social Sciences

View full text Add to dashboard Cite

The present study aims to investigate how commercialisation and knowledge transfer between the SMEs of the tourism sector and the higher education institutions (HEIs) are made, as well as to find out whether the SMEs of the tourism sector are part of tourism networks, and what their motivations are. We used a qualitative methodology, applying the triangulation method to eight SMEs and one HEI. The results indicate that the commercialisation and knowledge transfer between the SMEs and the HEIs are not effective. SMEs are part of regional networks of business innovation; however, they do not participate in R&D activities with HEIs. Some suggestions were made to SMEs, HEIs, and regional governments to speed up commercialisation and knowledge transfer in the tourism sector. We adapted the Triple Helix Model to the tourism sector, thus creating the “Triple Helix in the Tourism Context”. Only a few studies have researched knowledge commercialisation in the tourism sector, a gap that this article aims to compensate.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Networks, Innovation and Knowledge Transfer in Tourism Industry: An Empirical Study of SMEs in Portugal

Lopes

Oliveira

Lopes³

et al. 2021

Social Sciences

View full text Add to dashboard Cite

show abstract

“…At least 79 papers related to the topic may be found in the online literature as per the B-On database, which is used in the Portuguese Universities [8]. Of the mentioned 79, only a few [9,10] have macro or even regional [11] or local [12] considerations; rather, most of the papers are management based; some of those papers refer to major problems such as sustainable competitive advantage [13], innovation [14,15], technology [16,17]; some of those papers are about MNCs [18,19], government [20,21], the health sector [22,23], the tourism sector [24][25][26], education [27,28], biotechnology [29], the textile sector [30], construction firms [31] or the chemical industry [32]. Quite interestingly, much emphasis was put in the relation between Human Resource Management and Knowledge Management [33][34][35][36].…”

Section: -3-known Studies On Km In Portugalmentioning

confidence: 99%

Current and Historical Application of Knowledge Management in Economy

Tomé

2020

Emerg Sci J

View full text Add to dashboard Cite

Objectives: The paper tries to analyse the current and historical application of Knowledge Management in the Portuguese Economy, particularly since the democratic revolution of 1974. Methods/Analysis: Study is based in theories about the impacts of knowledge in countries at a micro and a macro scale. A three levels mode is used, related to context (namely 1) Historical background; 2) basic economic and social data: 3) broad vocational education and training (VET) systems; 4) institutional actors; 5) political context), intervention (namely 1) basic legislative documents, 2) guidelines on eligibility, 3) programs, 4) evaluation procedures) and outcomes (namely 1) stocks, investment, and outcomes; 2) price, quantity, supply, demand, equilibria; 3) needs). Data used are statistical published data and other published documents. Findings: The context changed for the better, because after 1974 the country rulers installed a regime in which knowledge was not seen like a luxury but as a basic need; the change in context was also helped by the adhesion to the EU, which in turn led to massive interventions supported by funds like the ESF and the Regional fund; as a result outcomes are finally seen, as the increase in supply and demand of knowledge and also in the income and employability of the Portuguese attests. Novelty/Improvement These findings are important because they depict the slow but sure transformation of Portugal into a Knowledge Economy. Should be complemented by a more detailed analysis, with a larger group of researchers. Doi: 10.28991/esj-2020-01245 Full Text: PDF

show abstract

“…Structural capital is a strategic asset consisting of non-human assets such as systems and programs, research and development, and intellectual property rights (Ngari & Kagiri, 2013). Relational capital is an established relationship and knowledge exchange that occurs with the various stakeholder of the organization (Lopes-Costa & Munoz-Canavate, 2015). The questions on intellectual capital use the indicators from Wang et al (2014).…”

Section: Variable Operationalizationmentioning

confidence: 99%

Knowledge Sharing, Organizational Culture, Intellectual Capital, and Organizational Performance

Irawan

Bastian

Hanifah

2019

jai

View full text Add to dashboard Cite

This study aims to examine the influence of knowledge sharing and organizational culture toward organizational performance with intellectual capital as an intervening variable. The questionnaire was sent to 71 general managers of manufacturing companies, and 60 questionnaires were returned. The data of this research were analyzed using structural equation modelling (SEM) method, with Partial Least Square (PLS) approach. The results of this study indicated that knowledge sharing had a significant positive effect on human capital, yet no significant effect on structural capital and relational capital. Knowledge sharing also had no significant effect on organizational performance. Meanwhile, the organizational culture had a significant positive effect on human capital, structural capital, and relational capital and also significant effect on organizational performance. The influence of knowledge sharing on organizational performance was only partially mediated by intellectual capital or only mediated by human capital, while the influence of organizational culture on organizational performance was not mediated by intellectual capital which consists of human capital, structural capital, and relational capital.

show abstract

Relational Capital and Organizational Performance in the Portuguese Hotel Sector (NUTS II Lisbon)

Cited by 17 publications

References 6 publications

Networks, Innovation and Knowledge Transfer in Tourism Industry: An Empirical Study of SMEs in Portugal

Networks, Innovation and Knowledge Transfer in Tourism Industry: An Empirical Study of SMEs in Portugal

Current and Historical Application of Knowledge Management in Economy

Knowledge Sharing, Organizational Culture, Intellectual Capital, and Organizational Performance

Contact Info

Product

Resources

About