The role of social capital in today's economy

Bueno, Eduardo; Salmador, Mari Paz; Rodríguez, Oscar M.

doi:10.1108/14691930410567013

Cited by 147 publications

(61 citation statements)

References 30 publications

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“…There is no doubt that there are many other important factors that contribute to enhance the performance of organizations but in a knowledge-based economy, many researchers such as (Bataineh & Al Zoabi, 2011;Bontis et al, 2000;Bueno, Salmador, & Rodríguez, 2004;Díez, Ochoa, Prieto, & Santidrián, 2010;Khalique, Shaari, & Isa, 2011;Ordonez de Pablos, 2004) have found that intellectual capital is one of the most important and strategic assets for the success of organizations. They argued that in a competitive business environment intellectual capital is considered as the life blood of knowledge intensive organizations.…”

Section: Introductionmentioning

confidence: 99%

Impact of Intellectual Capital on the Organizational Performance of Islamic Banking Sector in Malaysia

Khalique

Shaari

Isa

et al. 2013

AJFA

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In a contemporary business environment, intellectual capital is considered as the most critical strategic asset for the success of the organization. Intellectual capital is a life blood of the high-tech and knowledge intensive organizations. Banking sector is considered as a knowledge intensive segment. Therefore, there is a great need to nourish the concept and applications of intellectual capital in banking sector. In Malaysia, banking sector is mainly based on conventional banking sector and Islamic banking sector. This study was conducted on Islamic banking sector operating in Kula lumpur Malaysia. A total of 120 individuals were Asian Journal of Finance & Accounting ISSN 1946-052X 2013 www.macrothink.org/ajfa 76 participated in this study to examine the influence of intellectual capital on the organizational performance of Islamic banking sector. Pearson correlation and multiple regression analysis were used to determine the influence of intellectual capital on the performance of Islamic banking sector. The results revealed that intellectual capital has significant influence on the performance of Islamic banking sector in Malaysia.

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Section: Introductionmentioning

confidence: 99%

Impact of Intellectual Capital on the Organizational Performance of Islamic Banking Sector in Malaysia

Khalique

Shaari

Isa

et al. 2013

AJFA

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“…The aforementioned authors state that Intellectual Capital is based on various intangible resources, such as employees' competence, knowledge, education, skill, intellectual agility, brand name, customer relationship and organization structure, taking into consideration that Ismail (2005) added Spiritual Capital as the fourth component of Intellectual Capital [51], and that Bueno, Salvador, and Rodriguez (2004) [52] and Wu and Tsai (2005) [53] had extended the concept of Intellectual Capital in their research and introduced two more components, namely Social Capital and Technological Capital. However, Ramezan (2011) states that the components of Intellectual Capital are Human Capital, Organizational Capital (or Structural Capital), Technological Capital, Social Capital and Business Process Capital (or Customer Capital) [54].…”

Section: Process and Componentsmentioning

confidence: 99%

Intellectual Capital: An Exploratory Study from Lebanon

Hejase¹,

Hejase²,

Tabsh³

et al. 2016

OJBM

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Organizations are spending quality time to build their Intellectual Capital by attracting people with talent; a caliber that has become a valuable asset in the business world, especially since talented people are difficult to find. Intellectual Capital is the knowledge that individuals put into advantage in their respective companies; as such, it is an organizational competitive advantage and helps in value creation. The Human Resources Department creates value for these organizations by coming up with effective humanresource related solutions and creative ideas for dealing with and retaining people who have the right talent. To achieve the aforementioned, employees' qualifications have to be evaluated in terms of knowledge, skills, education, in addition to future potentials and ability to cope with change. Consequently, organizations have become interested in developing their human capital by developing their employees' knowledge, applied experience, enterprise process, customer relationships, and professional skills. This paper discusses "Intellectual Capital" as a modern HR concept that has influenced business processes and plans. It aims at exploring and assessing the extent of awareness of such concept, current challenges it faces, its future, and also the different views and thoughts regarding it. In addition, the research focuses on how to exploit and retain Intellectual Capital and identifies the financial and non-financial organizational benefits gained by employees. The research is exploratory and explanatory, quantitative in nature using a survey questionnaire responded by 258 Lebanese employees and managers working in different business sectors. Collected data are evaluated statistically through computer software SPSS-22. Findings are used to support existing managerial practices and policies for better retention practices and management of Lebanese human resources.

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“…The analysis of both training and ACAP can be performed based on resource-based theory (Barney 1991; Grant 1996; Sveiby 1997; Wernerfelt 1984), knowledge management (Kogut and Zander 1992; Nonaka and Takeuchi 1995), intellectual capital (Bueno et al 2004; Bontis 2001) and the dynamic capabilities approach (Easterby-Smith and Prieto 2008; Teece et al 1997). This paper aims to integrate them to adequately conceptualize both training and ACAP.…”

Section: Introductionmentioning

confidence: 99%

Training and business performance: the mediating role of absorptive capacities

2016

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BackgroundTraining has been the focus of considerable conceptual and empirical attention but is considered a relevant factor for competitive edge in companies because it has a positive impact on business performance. This study is justified by the need for deeper analysis of the process involving the transfer of training into performance. This paper’s originality lies in the implementation of the absorptive capacities approach as an appropriate conceptual framework for designing a model that reflects the connection between training and business performance through absorptive capacities.ResultsBased on the above conceptual framework and using the dual methodological implementation, a new method of analyzing the relationship between training and performance was obtained: efforts in training will not lead to performance without the mediation of absorptive.ConclusionsTraining turns into performance if absorptive capacities are involved in this process. The suggested model becomes an appropriate framework for explaining the process of transformation of training into organizational performance, in which absorptive capacities play a key role. The findings obtained can go further owing to fs/QCA: of the different absorptive capacities, that of exploitation is a necessary condition to achieve better organizational performance. Therefore, training based on absorptive capacity will guide and facilitate the design of appropriate human resource strategies so that training results in improved performance. This conclusion is relevant for the development of a new facet of absorptive capacities by relating it to training and resulting in first-level implications for human resource management.

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The role of social capital in today's economy

Cited by 147 publications

References 30 publications

Impact of Intellectual Capital on the Organizational Performance of Islamic Banking Sector in Malaysia

Impact of Intellectual Capital on the Organizational Performance of Islamic Banking Sector in Malaysia

Intellectual Capital: An Exploratory Study from Lebanon

Training and business performance: the mediating role of absorptive capacities

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