What are the environmental capabilities, as components of the sustainable intellectual capital, that matter to the CEOs of European companies?

Abstract

PurposeEnvironmental capabilities, allowing companies to carry out their productive activities in ways that limit damage to natural environment, are at the heart of the fourth stage of research in intellectual capital. Accordingly, the purpose of this research is to explore firm's current environmental capabilities, disclosed by managers through corporate messages, that participate to the development of sustainable intellectual capital (SIC).Design/methodology/approachWith this in mind, we first conducted a lexical content analysis followed by a thematic content analysis of 241 letters to shareholders from the CEOs of major European companies published in 2016.FindingsThe lexical content analysis reveals that managers of major European companies have developed green alliances to address the energy transition challenge by modifying their manufacturing processes. The thematic content analysis of the CEOs discourse highlights that managerial competencies, continuous innovation and stakeholder integration are key environmental capabilities that matter to CEOs.Research limitations/implicationsThis study contributes to the fourth stage of research on IC highlighting the environmental capabilities and resources that are disclosed by companies in their corporate communication. Our results enhance the understanding on how environmental capabilities and resources enhance the human, organizational, technological and relational sustainable intellectual capital.Practical implicationsThis research highlights the importance of green alliances that allow companies to address the challenge of the ecological transition. In this context, the continuous innovation capability seems to be a fruitful way of gaining competitive advantage in this challenge.Originality/valueThis paper provides a detailed description of the environmental capabilities that participate to the development of the human, technological and relational SIC.

Green intellectual capital and ambidextrous green innovation: The impact on environmental performance

“…These environmental capabilities or green assets are the firm's resources essential for operations while minimizing the adverse environmental effects (Hart & Dowell, 2011). 2 It is argued that “environmental capabilities are part of intellectual capital since they refer to intangible assets created by the management of knowledge related to incorporating the environment variable in the value creation process” (Albertini, 2021, p. 2).…”

How does green intellectual capital boost performance? The mediating role of environmental performance measurement systems

“…These environmental assets and green resources, which academics describe as the company's capacities to perform its productive operations while reducing adverse environmental consequences (Hart & Dowell, 2011), include (1) sustainable intellectual capital (López‐Gamero et al, 2011); (2) organizational learning (Bhatia, 2021; Henri & Journeault, 2010); (3) environmental management capabilities (Scarpellini et al, 2020); (4) green innovation (Tang et al, 2018); (5) shared vision (Aragón‐Correa & Sharma, 2003); (6) stakeholder integration (Baranova & Meadows, 2017); (7) reputation (Orlitzky et al, 2003). It is argued that “environmental capabilities are part of intellectual capital since they refer to intangible assets created by the management of knowledge related to the incorporation of the environment variable in the value creation process” (Albertini, 2021, p. 2).…”

Modal Intelektual, Nilai Perusahaan, dan Manajemen Risiko sebagai Variabel Moderasi

“…Modal intelektual menjadi penting karena dapat menggambarkan kemampuan perusahaan dalam menciptakan nilai tambah terutama di era ekonomi berbasis pengetahuan (knowledge-economy era) (Faradina & Gayatri, 2016). Pada era ekonomi berbasis pengetahuan (knowledge-economy era), teknologi informasi dan kemampuan intelektual merupakan sumber daya penting yang harus dikelola perusahaan secara efektif untuk mencapai keuntungan yang berkelanjutan (Albertini, 2021). Industri perbankan dianggap sebagai perusahaan berbasis pengetahuan karena sumber daya utamanya tidak berwujud (Mention & Bontis, 2013).…”