The Effects of Firm Relational Capital on Export Performance: The Moderating Effects of Technological Turbulence

Recent studies recognize that relational capital helps manufacturing firms in Global value chains (GVCs) enhance their competitiveness in global markets. However, prior research does not provide a conclusive account of the impact of relational capital on export performance, particularly in developing countries. Drawing on a learning-based perspective and contingency approach, this study fills these gaps by linking relational capital and firm performance with a focus on manufacturing firms in developing countries that participate in GVCs. Specifically, we propose that the relational capital of these firms will have a stronger positive impact on their export performance when the technological turbulence is lower, and vice versa. Overall, this research extends the literature on knowledge transfer, interfirm relational capital, and business performance in a developing-country context

PENGARUH INTELLECTUAL CAPITAL TERHADAP KINERJA PERUSAHAAN MANUFAK'fUR YANG TERDAFfAR DI BURSA EFEK INDONESIA (BEI) TAHUN 2002-2007

Many research in different countries about the impact of intellectual capital (IC) on business performances show similar results if it measured agregatly, whereas ifit measuredparsially, its show difjfeerreenntt results. Therefore, it needs to make research again to verficate the theory of the impact intellectual capital on business performance. The purpose ofthis research is tofind empirical evidence about the impact ofintellectual capital on business performance. This research used manufacturing business data that listed in Indonesia Stock-Exchange (IDA9 2002-2007. The model that used to measure intellectual capital was Pulic model agregatly-using value added of intellectual capital efficiency (VAIC) or separately-using value added ofcapital employeed (VACA), value added of human capital (VAHU), and value added of structural capital (STVA). Beside that, research and development (RD) expenditure and advertising expense (AD) also used to measure intellectual capital as proxy for innovative capital and relational capital. Using multivariate analysis, this research tries to examine empirically the impact ofintellectual capital on business performancesmarket to book value ratios (MTBP9, return on assets (ROA), return on equity (ROE), and employee productivity (EP). The results show: (1) agregatly, intellectual capital (VAIC) has a positive significant impact on four business performancesMTBV, ROA, ROE, and EP. (2) VA CA has a positive significant impact on ROA, ROE, and EP, and has not an impact on MTBV (3) VAHUjust has a positive significant impact on MTBV, and has not an impact on ROA, ROE, and EP. (4) STVA has not apositive significant impact onfour business performances (MTBV, ROA, ROE, and EP). (S) RD just has a positive significant impact on MTBV, and has not an impact on ROA, ROE, and EP. (6) ADjust has a positive significant impact on MTBV, and has not an impact on ROA, ROE, and EP. Keywords: intellectual capital, market to book value (MTBT9 ratio, return on assets (ROA), return on equity (ROE), and employeeproductivity (EP)

FAKTOR–FAKTOR YANG MEMPENGARUHI KINERJA BISNIS HOTEL DI KECAMATAN BATURRADEN, PURWOKERTO, SETELAH MENGHADAPI COVID19

This study aimed to analyze the positive effects of human capital, structural capital, relational capital, and pricing capability on the business performance of hotels in Baturraden District after facing the impact of COVID-19, namely the 2020-2022 period. The population in this study were all hotels in Baturraden District, Banyumas Regency, namely 113 hotels. Purposive sampling method was used in determining the sample so that the number of samples was determined as many as 72 hotels. The data collection method used a printed questionnaire and obtained 53 respondents. The research approach used a quantitative approach. The data analysis technique was performed using multiple linear regression using the SPSS 26 application. The results of the analysis show that: (1) human capital has a positive and significant effect on business performance, (2) structural capital has no effect on business performance, (3) relational capital has a positive effect and significant on business performance, (4) pricing capability has no effect on business performance. The results of this study have implications for hotel management to create added value for hotels, achieve competitive advantage and good business performance.Keywords: Business Performance, Human Capital, Pricing Capability, Relational Capital, Structural Capita

Collaborative mechanisms for big data analytics projects: Building bridges over troubled waters

Big data analytics (BDA) is accepted to be an important driver of business value. Deriving value from big data to improve organizational decision-making requires the collaboration of data science experts and business users. However, recent literature has shown that their relationship is troubled. Tension arises from diverse relational difficulties and change-inherent challenges. The relationship has been theorized to lack social capital, which leads to inferior collaboration and diminishes project success. In this vein, scholars have begun to investigate relational governance mechanisms, but detailed insights on collaborative approaches to foster the relationship remain scarce. By applying multiple-case research, we shed light on collaborative mechanisms and reveal their impact on the relationship between data science and business employees, theorized by means of social capital. Thus, we build theoretical and practical bridges over the troubled waters in BDA collaboration and contribute to BDA success from a social perspective

Social Capital, Knowledge Acquisition and Value-Creation for Business Performance

This study examines the interrelationships among structural and relational dimensions of social capital, and patterns of knowledge acquisition and value-creation, using data collected from 208 managers and executives of Malaysian SMEs. Structural embeddedness is measured in terms of perceived ties, frequency of interactions, and time spent with networks. Relational embeddedness is evaluated with respect to closeness, personal familiarity, certainty, and confidence towards other network players. Both structural and relational embeddedness of social capital are related significantly to the extent of intra- and inter-organizational knowledge acquisition and value-creation, which in turn impact significantly on business performance. Findings suggest that employees of SMEs are emboldened by the provision of networking options that are relevant for creating and adding business value in the long term; and that organizational structures must be suitable for reaching external market contacts and absorbing external knowledge for organizational change

Social Capital, Knowledge Acquisition and Value-Creation for Business Performance

This study examines the interrelationships among structural and relational dimensions of social capital, and patterns of knowledge acquisition and value-creation, using data collected from 208 managers and executives of Malaysian SMEs. Structural embeddedness is measured in terms of perceived ties, frequency of interactions, and time spent with networks. Relational embeddedness is evaluated with respect to closeness, personal familiarity, certainty, and confidence towards other network players. Both structural and relational embeddedness of social capital are related significantly to the extent of intra- and inter-organizational knowledge acquisition and value-creation, which in turn impact significantly on business performance. Findings suggest that employees of SMEs are emboldened by the provision of networking options that are relevant for creating and adding business value in the long term; and that organizational structures must be suitable for reaching external market contacts and absorbing external knowledge for organizational change

Creation of principal-agency relationship value : social capital and dynamic learning capability perspectives

In this \u27age of turbulence\u27 (Greenspan, 2007), businesses, in response to challenges of globalized competition, escalated customer expectation, and disruptive technological innovations, find innovative value propositions (Slater, 1997) critical for survival and sustained competitiveness. In lined with relationship marketing that suppliers need target valuable custome r to establish long-term relationship for survival in fierce competition (Gronroos, 2000), scholars (e.g. Walter, Ritter & Gemunden, 2001) looking from supplier perspective identify direct and indirect value as two dimensions for supplier-perceived relationship value. Direct value-based drivers of business relationships consist of higher profits from the product and service offering (i.e. profit function), growth of trade volumes (i.e. volume function), and the possibility to sell over-capacity (i.e. safeguard function). Indirect value-based drivers of business relationship consist of customers’ contribution in cooperative development of new products or processes (i.e. innovative function), intelligence about the markets and customers (i.e. market function and scout function), and facilitation of access to important third parties (i.e. access function). To extend prior literatures, this study tries to explore the antecedents of relationship value from both dynamic capability perspective and social capital perspective. Drawing upon a database of 411 manufacturer-channel partner relationships, this study examines the impacts of three dimensions of social capital (i.e. structural, relational, and cognitive dimensions: in the forms of extra- industry ties of principal managers, competence-based trust, and strategic consensus with a specific channel partner), and two types of learning (i.e. exploratory learning and exploitative learning) on the creation of relational value, that in turn, affects relationship performance. Specifically, the findings demonstrate that: (1) relationship value has impact on both relationship performance and market performance; (2) dynamic learning capabilities have significant impacts on the creation of relationship value; (3) social capital of principals contributes a lot to the creation of relationship value; (4) the impacts of social capital on relationship value are partially mediated by exploratory and exploitative learning; and finally (5) knowledge non-redundancy between principals and agents positively moderates the overall linkage between social capital and principal-agent learning. On the basis of current findings, managerial implications and future research directions are drawn

Social Capital and Human Resource Development (Ⅱ) : Social Capital of Enterprises and Corporate Competitiveness in Korea

The purpose of this study is twofold. The first is to measure the social capital and business performance of Korean enterprises. The second is to devise effective ways to develop social capital towards enhancing corporate competitiveness. In order to achieve the above objectives the concept of an organization's social capital must first be defined. In this study, social capital has three dimensions: the structural (trust), the relational (network), and the perceptual (shared vision and values). A survey was conducted and the responses were analyzed with the goal of determining the level of social capital and business performance of Korean companies. The sample group consisted of 100 for-profit organizations-mostly in either finance/insurance or business services sector. The survey team visited the companies to gather responses to four different types of questionnaires each designed for the HR manager, the employee representative, the team manager and the working-level staff. Respondent teams/departments were selected based on their significance in the company's business as well as their headcount. In general, departments that are key to the value creation, such as those responsible for R&D, planning and product development, with a manpower of more five people or more, were considered as a potential respondent. The survey was carried out over the course of nine weeks from July 16th to September 14th, 2007. This part of the work was outsourced to a professional research firm to ensure greater reliability of results. The questions cover the three dimensions of social capital, namely the relational (trust), the structural (network), and the perceptual (shared vision and values), as well as the business performance as represented by, amongst others, knowledge activities, organizational committment, labor-management cooperation and corporate efficiency. In addition to the above areas of focus, the questionnaires also deal with the company's management system and the general information about the firm. The results were analyzed to gauge the impact that the company's management system - i.e. work organization, employment practices, organizational culture - has on social capital. Key structural factors affecting social capital include employee headcount, the number of years the company has been in business, the number of ranks in the corporate ladder and the degree to which a professional management system is established within the company. ..

Determinants of Intellectual Capital Performance: Empirical Evidence from Ethiopian Banks

Intellectual capital can be described in terms of a tripartite connotation containing human capital, relational capital and structural capital components. Its concept is relatively new in worldwide business environment, mostly; within the field of accounting and finance (Al-Hamadeen & Suwaidan, 2014). For that reason, these concepts are applied in business activities of developed countries mostly (Iswati & Anshori, 2007). Studies have been carried out in diverse areas to identify factors that determine intellectual capital performance of banks. However, most of these studies were made in developed countries and gave mixed results though evidences on the case of developing economies, like Ethiopia’s, are limited. Hence, the purpose of this study was to empirically examine the determinants of intellectual capital performance of Ethiopia banks. Specifically, the study empirically investigated impact of bank age, bank size, investment in information and technology, bank risk, profitability, ratio of staff cost to total income, and bank concentration on intellectual capital performance. This study adopted correlational explanatory research design with arrangement of secondary data, short panel, quantitative approach and deductive method of inquiry. Econometric model estimation procedures and specification tests of panel data linear regression models were tried. Accordingly, fixed effect regression model was validated. Empirical evidences of fixed effect linear regression analysis revealed that bank profitability, ratio of staff cost, investment in information and technology and bank concentration have statistically significant positive effect on intellectual capital performance. On the other hand, bank risk and age have statistically significant negative effect on intellectual capital performance. However, bank size has statistically insignificant negative relationship with intellectual capital performance. Keywords: Intellectual capital, Value added intellectual capital coefficient, Fixed effect, and Ethiopian banks

How Does Intellectual Capital Affect the Financial Performance of Micro, Small, and Medium-Sized Hotel Companies?

Theoretical background: Intellectual capital is often considered a critical resource, especially for micro, small, and medium-sized, as well as service companies. Human, structural, and relational capital are often listed as the main components of intellectual capital. This study complements the studies on the impact of intellectual capital and its components on the financial performance of hotel companies in developing economies. Purpose of the article: The study aims to examine the impact of the efficiency of intellectual capital and its components on the financial performance of micro, small, and medium-sized hotel companies in Serbia. The results of the study can be of importance for hotel managers in their efforts to make adequate business decisions and improve the financial performance of hotel companies. Research methods: The sample includes 100 micro, small, and medium-sized hotel companies from Serbia with the highest operating revenues in 2019. The efficiency of the intellectual capital and its components is measured by using the modified value-added intellectual coefficient (MVAIC). Financial performance is measured by using the natural logarithm of earnings before interest, taxes, depreciation, and amortization (EBITDA), EBITDA margin, return on assets (ROA) and return on equity (ROE). Ordinary least squares regression is used to examine the impact of intellectual capital and its components on the financial performance of sample hotel companies from 2015 to 2019. Main findings: The results of the study show that intellectual capital efficiency has a positive impact on all four measures of financial performance. They also show that structural capital has the greatest impact on financial performance and that only this component of intellectual capital has a positive impact on all four measures of financial performance. Capital employed has a positive impact on the natural logarithm of EBITDA and ROE, while human capital has a positive impact on the EBITDA margin and a negative on the natural logarithm of EBITDA. Relational capital has a positive impact only on ROA