Eric Kong

An intellectual capital perspective of human resource strategies and practices

Previous research has investigated the relationships between intellectual capital (IC) and human resource management (HRM). Others have described the link between IC and strategic initiatives in an organization including strategic human resource management (SHRM). However, little systematic work has been done to develop a holistic overview of connections between the three concepts. Through an analysis of the recent IC literature and the literature that discusses IC, SHRM and HRM, this paper argues that not only are the three concepts closely connected, but also IC should play a key role in SHRM processes and HRM practices in organizations. The strategic connections also demonstrate that IC can be conceptualized as a holistic partner to both SHRM and HRM; thus, adding strong support for the need to measure IC accurately. A theoretical framework is proposed to illustrate IC, SHRM and HRM connections. Finally, the paper suggests directions for future research.

Innovation processes in social enterprises: an IC perspective

– Social enterprises are not purely commercial and philanthropic. They represent a hybrid form of organizations that involve taking business‐like, innovative approaches to deliver public services. Very little research has investigated the role of intellectual capital (IC) in innovation processes in social enterprises. This paper aims to address this., – This paper uses a critical analysis of current literature in relation to the IC concept within the social enterprise context., – The paper argues that the IC concept can be utilized as a strategic management framework that assists social enterprises to harness knowledge for the pursuit of innovative social and commercial activities., – The paper contributes to the literature by theoretically arguing that IC can be utilized in innovation processes in social enterprises. It also informs social entrepreneurs that the IC concept is a valid strategic management framework that assists facilitating innovation in social enterprises. An IC conceptual framework is proposed using theoretical arguments from the literature. The framework helps social entrepreneurs to visualize IC and its components in their organizations for the development of effective innovation‐based strategies in social enterprises. The increased awareness of the IC concept in social enterprises, as a result of this paper, is likely to generate further research from both non‐profit practitioners and scholars., – The paper is considered as a starting‐point and serves as a milestone in examining the role of IC in innovation processes in social enterprises.

Intellectual capital and strategic human resource management in social service non-profit organisations in Australia

Very little systematic research has focused on the Intellectual Capital (IC) and Strategic Human Resource Management (SHRM) link in the social service non-profit sector. Using data gathered from Australian Social Service Non-profit Organisations (SSNPOs), this paper fills this gap by building a nascent body of literature that put forth that IC plays a central role in SHRM in SSNPOs. SSNPO executives perceived IC as a tool to capture a complete picture of organisational potential, thus providing the necessary picture to formulate strategy for long-term development. Finally, the paper proposes a new model which illustrates that IC drives SHRM in the social service non-profit sector.

Intellectual capital and non‐profit organizations in the knowledge economy: Editorial and introduction to special issue

Purpose – The purpose of this editorial is to introduce the background and rationale to the special issue, “Intellectual capital and non‐profit organizations in the knowledge economy”. It aims at helping in communicating and disseminating relevant recent intellectual capital research studies within the non‐profit context.Design/methodology/approach – The call for papers for the special issue was made publicly available in the journal web site. Authors from Australia, Finland, Germany, Israel, Italy, Poland, Portugal, Spain, the UK and the USA were attracted, submitting their manuscripts for the consideration of publication in the special issue. All submissions underwent a double‐blind refereed selection process. Following a brief discussion of the contemporary non‐profit challenge, the main ideas of the eight papers selected are then presented.Findings – The selected papers summarize the state‐of‐the‐art in the research of intellectual capital in the non‐profit sector in the knowledge economy. The papers ...

Managing Indian IT professionals for global competitiveness: the role of human resource practices in developing knowledge and learning capabilities for innovation

Little is known about how human resource practices contribute towards the competitiveness of people based-knowledge intensive organisations in developing countries. This paper examines the role of human resource practices in developing knowledge and learning capabilities for innovation in the Indian information technology services sector. The study draws from the experience of a sample of 11 of the largest information technology service providers (ITSPs) in India and is based on in-depth interviews. The main finding suggests that the talent management architecture of ITSPs that comprises human resource practices and the development of knowledge and learning capabilities is the main drivers of innovation. A conceptual framework showing the link between human resource practices, knowledge and learning capabilities and innovation of ITSPs is developed followed by the limitations of the study and avenues for future research.

A qualitative analysis of intellectual capital in social service non-profit organisations: a theory-practice divide

The paper contributes to debates on non-profi t strategy, fi rst by arguing that intellectual capital (IC) can be utilised as a non-profi t strategic management conceptual framework and second by highlighting nuances in the meaning and signifi cance of IC. In responding to the public management agendas of government, non-profi t organisations (NPOs) have had to commercialise their strategies. On the basis of data from in-depth interviews with 35 senior non-profi t managers across 22 large Australian social service non-profi t organisations (SSNPOs), the analysis confi rms that IC assists SSNPOs in managing the social‐commercial divide, but that managers’ understandings of the IC concept are often different to those contained in the IC literature. IC scholars suggest that IC is synergetic with its components being inter-dependent. The managers perceived that very few inter-relationships existed between IC components. Implications of the theory‐practice divide for non-profi t strategy are discussed. Research limitations and future research direction are presented in the paper.

A qualitative analysis of social intelligence in nonprofit organizations: external knowledge acquisition for human capital development, organizational learning and innovation

Nonprofit organizations (NPOs) are in crisis due to the introduction of new public management. Social intelligence represents organizational members’ tacit knowledge, abilities and skills to sense and understand the needs of external stakeholders, and constantly interact appropriately with the stakeholders for the benefits of their firm. Using 20 qualitative semi-structured in-depth interviews across nine Australian NPOs as the central instrument, this paper argues that social intelligence acts as a catalyst to external knowledge acquisition, which can have a dynamic influence on human capital development and organizational learning for innovation in NPOs. The analysis also reveals that half of the participants’ understandings of social intelligence are different to those commonly contained in the literature. The paper argues that a better understanding of the theory–practice divide of social intelligence is necessary if knowledge management, organizational learning and an intellectual capital-view of the firm are to be fully integrated.

Representation of intellectual capital’s components amongst Italian social enterprises

Purpose The purpose of this paper is to understand the representation that senior managers of Italian social enterprises have about their organization’s intellectual capital (IC), precisely about the human capital, relational capital and organizational capital. Design/methodology/approach This paper used a qualitative approach. A total of 81 senior managers were interviewed individually. Interview data were analyzed using different techniques of content analysis, particularly by using the T-Lab software (analysis of word occurrence and co-word mapping, analysis of Markovian sequences). Findings Findings confirm the divide between theory and practice of IC. The representation of the IC dimensions is rather different from the definition that is found in the academic literature. Limited awareness about IC components and their generative power of knowledge determines a limited exploitation of the social enterprises’ organizational knowledge. Research limitations/implications The group reached is limited to Italy and is not statistically representative of all Italian social enterprises. Practical implications Social enterprises are crucial in the development and well-being of societies. However, the findings suggest that many social enterprises managers are not fully aware of the importance of IC and how it may create value for their organizations. This paper stresses that senior managers of social enterprises need to, through various methods, have a better understanding of IC management and knowledge creation if they are to fully utilise the potential of IC in their organizations for survival and growth. Originality/value This is the first attempt to explore the perception of IC’s components among social enterprises, which represent an important development of non-profit organizations.

Category captain arrangements in grocery retail marketing

Purpose – The purpose of this paper is to examine shelf management practices of grocery retail chains and their category captains (CCs) in the marketing of consumer packaged goods. Design/methodology/approach – This is a qualitative, exploratory study that is set in a duopoly retail environment in the Asia-Pacific region. The study employed 18 in-depth interviews with executives and managers of two umbrella retail organisations and their suppliers/manufacturers. The method of data analysis employed was content analysis. Findings – Despite CC input in merchandising decisions, it is the retail chains that have the final say on shelf matters. There is no risk of strategic loss of power in employing CCs to manage store product categories on behalf of, or in partnership with retailers provided the retail chains closely monitor the activities and decisions/recommendations of the captains. Research limitations/implications – The paper is developed from data obtained from the grocery retail industry of one econom...

Hybrid governance in India: A research review and agenda

India is the world’s largest democracy and one of the fastest growing economies in the world, yet is it fraught with social inequalities, high levels of poverty, and an ineffective distribution of financial and natural resources. Governments in India at the federal, state and municipal levels have been struggling with these issues since independence. Recently, in terms of the governance arrangements involved, they have moved towards forms of hybrid governance. A review of selected forms indicates mixed findings on the benefits they offer to the public. More detailed research needs to be undertaken at all levels of government to gain deeper insights into how forms of hybrid governance can assist in solving some of India’s societal ills.