Intellectual capital and system of innovation: what really matters at innovative SMEs
TLDR
In this article, the authors tried to build a model for measuring and assessing the simultaneous effect of the three components of the intellectual capital management on the growth of innovative SMEs by selecting the best variables from each IC component (human capital-HC, structural capital-SC, and relational capital-RC).Abstract:
Purpose: The aim is to try to build a model for measuring and assessing the simultaneous effect of the three components of the intellectual capital (IC) management on the growth of innovative SMEs. In this first stage of research, the model was tested in a representative sample of innovative SMEs from Galicia, where the performance construct was the cumulative growth measured in a three years period. Design/methodology/approach: This empirical work has been designed with the aim of (1) selecting the best variables from each IC component (human capital-HC, structural capital-SC, and relational capital-RC) at innovative SMEs for explaining cumulative growth; and (2) assessing how much the IC management at innovative SMEs could contribute to their growth. A structural equation model is developed and tested. It allows the identification of the key variables that innovative SMEs are encouraged to manage (17 variables in the current stage) for boosting their growth.read more
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The knowledge-creating company : how Japanese companies create the dynamics of innovation
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Journal ArticleDOI
Review of empirical research on intellectual capital and firm performance
TL;DR: In this paper, a systematic review procedure was used to determine if Intellectual Capital (IC) systematically influences firm performance, mainly through interactions, combinations and mediations, and there is a great deal of evidence on the significant relationship between IC and firm's innovation performance.
Journal ArticleDOI
Intellectual capital, knowledge management practices and firm performance
TL;DR: In this paper, the authors examined the association of different configurations of intellectual capital (IC) and knowledge management practices (KMP) with firm performance and found that firms with different profiles concerning their overall levels of IC and KMP differ in terms of innovation and market performance.
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How can SMEs successfully navigate VUCA environment: The role of agility in the digital transformation era
TL;DR: In this paper, the authors explore the antecedents of firm agility and identify the factors enabling them to better compete in today's turbulent landscape, characterized by technological advancements and digitalization.
References
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Journal ArticleDOI
A Dynamic Theory of Organizational Knowledge Creation
TL;DR: In this paper, the authors propose a paradigm for managing the dynamic aspects of organizational knowledge creating processes, arguing that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge.
Book ChapterDOI
The Core Competence of the Corporation
C. K. Prahalad,Gary Hamel +1 more
TL;DR: The most powerful way to prevail in global competition is still invisible to many companies as discussed by the authors, which is why the concept of the corporation itself has not yet been recognized as a powerful competitive advantage.
Book
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Ikujiro Nonaka,Hirotaka Takeuchi +1 more
TL;DR: The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation as mentioned in this paper The Knowledge creating company is a knowledge-creating company that creates the dynamism of the Japanese economy.
Book
The balanced scorecard : measures that drive performance
Robert S. Kaplan,David P. Norton +1 more
TL;DR: A "balanced scorecard" is developed, a new performance measurement system that gives top managers a fast but comprehensive view of the business and complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve.
Book
Working Knowledge: How Organizations Manage What They Know
TL;DR: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage.
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