Mark Youndt

TL;DR: In this paper, the authors examined how aspects of intellectual capital influenced various innovative capabilities in organizations and found that human, organizational, and social capital and their interrelationships selectively influenced incremental and radical innovative capabilities.

TL;DR: This paper examined how human, social, and organizational capital coexist to form distinct intellectual capital profiles across organizations and examined how investments in human resource management (HRM), information technology (IT), and research and development (R&D) differ across these three types of profiles and investigated differences in financial returns and Tobin's q between the profiles.

TL;DR: This article examined how human, social, and organizational capital coexist to form distinct intellectual capital profiles across organizations and examined how investments in human resource management (HRM), information technology (IT), and research and development (R&D) differ across these three types of profiles and investigated differences in financial returns and Tobin's q between the profiles.

TL;DR: In this article, the authors introduce intellectual capital as a mediating construct between HR configurations and organizational performance, thereby combining research streams in HR and strategic management, and test the mediating role of intellectual capital between FIR configurations and organisational performance.

TL;DR: This study employs a customer interaction approach to examine how service organizations' strategic positioning relates to their human capital, and how the interaction between strategic positioning and human capital impacts organizational performance.