Showing papers on "Organizational capital published in 2023"
TL;DR: In this paper , the mediating effects of human capital, social capital, and organizational capital were tested to develop incremental and radical innovation capabilities in a middle-to-senior level manager working in the banking sector of Pakistan.
Abstract: This study examined the effect of high-performance work systems on developing incremental and radical innovation capabilities. Drawing on resource-based and knowledge-based theories, the mediating effects of human capital, social capital, and organizational capital were tested. Data were collected from 233 middle-to-senior level managers working in the banking sector of Pakistan, and hypotheses were tested through partial least squares structural equation modeling using Smart PLS 4.0. The findings showed that all components of intellectual capital mediated the relationship to develop both types of innovation capabilities. In terms of the strength of the relationship, social capital was found to be a more effective mediator, and next to this were human capital and organizational capital, respectively. Our findings contribute to the existing literature by explaining the relationship between HPWS and innovation capabilities, which is also referred to as the black box through the mediation of intellectual capital. Decision makers should recognize the importance of this relationship because it develops innovation capabilities that enhance organizational performance by giving them a competitive advantage.
1 citations
TL;DR: In this article , the authors used pooled OLS technique to examine the effect of organizational capital on the readability of 10-Ks reports of a large sample of US firms from 1993 to 2019.
TL;DR: Zhang et al. as discussed by the authors investigated the relationships between two types of open innovation and organizational resilience and the mediating effect of intellectual capital on open innovation, intellectual capital and organizational resiliency.
Abstract: PurposeOpen innovation is regarded as the driven factor for organizational resilience, but open innovation's role and effect mechanism in leveraging organizational resilience has been limited explored. The purpose of this paper is to investigate the relationships between two types of open innovation and organizational resilience and the mediating effect of intellectual capital on open innovation and organizational resilience.Design/methodology/approachAfter a literature review, a research model including open innovation, intellectual capital and organizational resilience is proposed. Survey data are collected from information and communication technologies (ICT) sector in China and analyzed by using partial least squares–structural equation modeling (PLS-SEM) and Bootstrapping procedure to present results of each hypothesis test.FindingsResults indicate that inbound open innovation has a significant and direct impact on organizational resilience, while outbound open innovation has not. In addition, all three dimensions of intellectual capital were significantly correlated with organizational resilience and had mediating roles in the indirect effect of inbound open innovation and organizational resilience. Nevertheless, only social capital played a mediating role in the relationship between outbound open innovation and organizational resilience.Originality/valueThe study explores the relationships among open innovation, intellectual capital and organizational resilience in a comprehensive model, which is the first known study to highlight that open innovation can enhance organizational resilience through intellectual capital, and provides valuable suggestions for improving organizational resilience.
TL;DR: In this article , the authors examine the effects of organizational capital on lean operations and find that firms with more organizational capital show better lean performance from the perspective of operations management, and suggest hypotheses that organizational capital can have a positive influence on lean operation in inventories and fixed assets.
Abstract: This paper examines the effects of organizational capital on lean operations. Organizational Capital is known as the managerial ability that facilitates the match between human resources and production systems. Considering the role of organizational capital, we can conjecture that firms with more organizational capital show better lean performance from the perspective of operations management. Thus, we suggest hypotheses that organizational capital can have a positive influence on lean operations in inventories and fixed assets (property, plant, and equipment) because organizational capital allows firms to utilize their resources efficiently. Based on the listed manufacturing firms in South Korea from 1982 to 2020, we find that firms with more organizational capital show better lean performance. Therefore, our results imply that organizational capital can be one of the determinants for achieving lean operations. Additional tests suggest our results are robust to endogeneity concerns. Overall, we contribute to the literature by providing evidence on the importance of intangible assets such as organizational capital to achieve lean operations.