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This study investigated intellectual capital (IC) within an organisational context by examining each IC components and how it impacted performance. It initially explored the independent relationship between each IC component followed by the interactive nature of the various components. It then examined the impact when moderated by perceived environmental dynamism and business strategy. Results indicated that only human capital and structural capital were significantly predictive in explaining performance but not social capital. However, the positive role of social capital emerged when it...

In an intensely competitive landscape where the boundaries of firms have become increasingly permeable, a firms survival is dependent on how well it manages resources within its control to deal with factors outside its direct control. Results of this study show that IC is an important organisational capability which should be considered as a strategic resource. IC provides an important link in explaining that successful firms are those that can respond well to the new dynamics of firm competition by being able to strike an optimal balance between their employment of tangible and intangible...

The combination of organizational resources and capabilities needs to be developed, deployed and protected in order to enhance organizational performance. The performance among organizations differs as a result of their different knowledge bases and differing capabilities in developing and deploying organizational knowledge. The attention is focused on the implicit knowledge and skills required to co-ordinate heterogeneous resources in distinct, organization-specific resource bundles in such a way that current capabilities are leveraged and new capabilities are created. The development of a...

Knowledge management processes, taken from the process capability view, enable employees to create, capture, share and leverage their collective knowledge to improve performance, and thereby add value to the organizations intellectual capital and performance. Indeed, knowledge management is not a product that can be bought but rather a capability that is built over time and become translated into intellectual capital. As such, interactions among KM processes contribute significantly to the creation of IC. IC value increases as a result of knowledge flows among human capital, structural...