Relational capital

About: Relational capital is a research topic. Over the lifetime, 1518 publications have been published within this topic receiving 74425 citations.

Intellectual capital and business performance in the pharmaceutical sector of Jordan

Abstract: Purpose – The purpose of this study is to empirically test the relationship between intellectual capital (i.e. human capital, structural capital, relational capital) and business performance within the pharmaceutical sector of Jordan.Design/methodology/approach – A valid research instrument was utilized to conduct a survey of 132 top‐ and middle‐level managers from all 15 members of the Jordanian Association of Pharmaceutical Manufacturers.Findings – A correlation and path analysis were conducted to ascertain the validity of the measures and models. Statistical support was found for the hypothesized relationships.Research limitations/implications – The findings offer valuable insights on the generalizability of intellectual capital in a novel research setting.Practical implications – Intellectual capital measurement is of primary interest for senior executives of pharmaceutical firms in Jordan.Originality/value – The research reported is among only a few to investigate the issue of intellectual capital in...

The Positive Effect of Green Intellectual Capital on Competitive Advantages of Firms

Abstract: No research explored intellectual capital about green innovation or environmental management. This study wanted to fill this research gap, and proposed a novel construct – green intellectual capital – to explore the positive relationship between green intellectual capital and competitive advantages of firms. The empirical results of this study showed that the three types of green intellectual capital – green human capital, green structural capital, and green relational capital – had positive effects on competitive advantages of firms. Moreover, this study found that green relational capital was the most common among these three types of green intellectual capital, and the three types of green intellectual capital of Medium & Small Enterprises (SMEs) were all significantly less than those of large enterprises in the information and electronics industry in Taiwan. In sum, companies investing many resources and efforts in green intellectual capital could not only meet the trends of strict international environmental regulations and popular environmental consciousness of consumers, but also eventually obtain corporate competitive advantages.

Roles of Social Capital in Venture Creation: Key Dimensions and Research Implications*

Abstract: This study was built upon Nahapiet and Ghoshal's three dimensions of social capital--structural, relational, and cognitive. It addresses three research questions: (1) Are there significant differences in social capital between nascent entrepreneurs and the general public (control group)? (2) Are there significant differences in social capital between technology and nontechnology nascent entrepreneurs? (3) How do the three dimensions of social capital interact among themselves across different sample groups? These questions were examined by using the Panel Study of Entrepreneurial Dynamics data set. Results suggest that there are no significant differences in various dimensions of social capital between nascent entrepreneurs and the general public. What differentiates the two groups is not the amount of social capital but the patterns of association among its different dimensions. Additionally, the authors found that technology-based nascent entrepreneurs tend to have a higher degree of relational capital than their nontechnology counterparts. Implications and future research directions are discussed. Introduction Researchers studying social capital are centrally concerned with the significance of relationships as a resource for social action (Burt 1992; Baker 1990; Coleman 1988, 1990; Bourdieu 1985). The term social capital has traditionally been conceptualized as a set of social resources embedded in relationships (for example, Burt 1992; Loury 1977). It takes a sociological view of human action and perceives individuals as actors who are shaped by societal factors. Early usage highlighted the central importance of the development of individuals in community social organizations (Loury 1977; Jacobs 1965). A broader conceptualization presents social capital as including not only social relationships but also the norms and values associated with them (for example, Tsai and Ghoshal 1998; Putnam 1995; Coleman 1990). Social capital is therefore described by researchers as an asset embedded in the relationships of individuals, communities, networks, or societies (Nahapiet and Ghoshal 1998; Burt 1997; Walker, Kogut, and Shan 1997). The concept has been applied to a wide range of social phenomena, with focused attention on the role of social capital as an influence on compensation of chief executive officers (CEOs) (Belliveau, O'Reilly, and Wade 1996), individual occupational attainment (Lin and Dumin 1986), economic performance of firms (Baker 1990), the development of human capital (Coleman 1988), industry creation (Aldrich and Fiol 1994), and firm growth (Ostgaard and Birley 1994). More recently, the theory of social capital has been expanded to the field of entrepreneurship research. At the company level, the entrepreneurship literature has highlighted the significance of social capital in understanding how firms create and manage a network and what the outcomes are (e.g., Florin, Lubatkin, and Schulze 2003; Larson and Starr 1993; Aldrich and Zimmer 1986). At the individual level, studies have demonstrated that an entrepreneur's personal network allows access to resources that are not possessed internally (Ostgaard and Birley 1994). The general consensus is that a high level of social capital, built on a favorable reputation, relevant previous experience, and direct personal contact, often assists entrepreneurs in gaining access to venture capitalists, key competitive information sources, potential customers, and others (for example, Florin, Lubatkin, and Schulze 2003). The availability of resources made possible by entrepreneurial networks greatly enhances the survival and growth potential of new firms (Bruderl and Preisendorfer 1998). Although the theory of social capital has made significant inroads into entrepreneurship research, there are a number of limitations in how the concept is explored. First, social capital has been mainly defined and operationalized as a unidimensional rather than multidimensional construct, with much emphasis placed on the network or structural component. …

Intellectual capital and business performance in the Portuguese banking industry

Abstract: Previous empirical studies confirm that intellectual capital has a significant and substantive impact on performance. The purpose of this research is to examine the inter-relationships and interactions among intellectual capital components and business performance in the Portuguese banking industry. The concept of relational capital was extended to include 'stakeholder orientation' items. Model development and hypothesis testing was conducted using PLS on a sample of 253 respondents from 53 organisations. Results show a confirmation of previous studies as it relates to hypothesis testing but a difference in psychometric item evaluation given the unique geographical and sectoral context. Recommendations are then made for researchers and practitioners.

The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks Among Asian and Western Firms

Abstract: Social capital is an important concept for multinational firms. Firms operating in global markets rarely have adequate resources to compete effectively in global markets; they access the needed resources through formal and informal relationships with other firms. The cultures in Asian countries have emphasized relationships much more strongly than Western firms. Thus, relational capital, based on guanxi (China), kankei (Japan) and inmak (Korea), provides the framework for business dealings in many Asian countries. As a result, the social capital of many Asian firms gives them a potential competitive advantage in global markets. Western firms must develop social capital and learn to manage relational networks to gain and sustain a competitive advantage in global markets. Western firms can learn how to develop and manage social capital from Asian firms. Alternatively, social capital has some disadvantages. Firms are limited by their networks and thus experience opportunity costs and path dependence. Additionally, while Asian firms often have strong network ties in their domestic markets, they have to develop many more ties globally to operate effectively in global markets. As a result, the development and management of social capital has become of critical importance for competitive advantage in global markets.