The role of Intangible Assets in the Relationship between HRM and Innovation: A Theoretical and Empirical Exploration

This paper, as far as known, provides a first attempt to explore the role of intellectual capital (IC) and knowledge management (KM) in an integrative way between the relationship of human resource (HR) practices and two types of innovation (radical and incremental). More specifically, the study investigates two sub-components of IC – human capital and organizational social capital. At the same time, four KM channels are discussed, such as knowledge creation, acquisition, transfer and responsiveness.\ud The research is a part of a bigger project financed by the Ministry of Economic Affairs and the province of Overijssel in the Netherlands. The project studies the ‘competencies for innovation’ and is conducted in collaboration with innovative companies in the Eastern part of the Netherlands. \ud An exploratory survey design with qualitative and quantitative data is used for\ud investigating the topic in six companies from industrial and service sector in the region of Twente, the Netherlands. Mostly, the respondents were HR directors. The findings showed that some parts of IC and KM configurations were related to different types of innovation. To make the picture even more complicated, HR practices were sometimes perceived interchangeably with IC and KM by HR directors. Overall, the whole picture about the relationships stays unclear and opens a floor for further research

Intellectual Capital Architectures and Bilateral Learning: A Framework For Human Resource Management

Both researchers and managers are increasingly interested in how firms can pursue bilateral learning; that is, simultaneously exploring new knowledge domains while exploiting current ones (cf., March, 1991). To address this issue, this paper introduces a framework of intellectual capital architectures that combine unique configurations of human, social, and organizational capital. These architectures support bilateral learning by helping to create supplementary alignment between human and social capital as well as complementary alignment between people-embodied knowledge (human and social capital) and organization-embodied knowledge (organizational capital). In order to establish the context for bilateral learning, the framework also identifies unique sets of HR practices that may influence the combinations of human, social, and organizational capital

Strategic Knowledge Measurement and Management

Knowledge and intellectual capital are now recognized as vital resources for organizational survival and competitive advantage. A vast array of knowledge measures has evolved, spanning many disciplines. This chapter reviews knowledge measures focusing on groups of individuals (such as teams, business and organizations), as they reflect the stock or flow of knowledge, as well as enabling processes that enhance knowledge stocks and flows. The chapter emphasizes the importance of organizational value chains, pivotal talent pools and the link between knowledge and competitive success, in understanding the significance of today’s knowledge measures, and opportunities for future research and practice to enhance them

The course of lectures on discipline “Intellectual property” (for the 5 year students of the specialty 8.03060101 “Management”)

Затверджено на засіданні кафедри менеджменту інноваційної діяльності та підприємнцтва. Протокол No 1 від 27 серпня 2015 р. Рекомендовано методичною комісією факультету управління і бізнесу у виробництві ТНТУ імені Івана Пулюя. Протокол No 6 від 26 лютого 2016 р.У методичних вказівках, у відповідності до робочої програми, сформовано лекційний матеріал з дисципліни “Інтелектуальна власність” для іноземних студентів спеціальності 8.03060101 “Менеджмент організацій та адміністрування”.Методичні вказівки призначені для допомоги іноземним студентам при вивченні курсу “Інтелектуальна власність”. У методичних вказівках містяться загальні теоретичні відомості, необхідні до вивчення даного курсу. Рекомендовано для іноземних студентів спеціальності 8.03060101 “Менеджмент організацій та адміністрування” з метою закріплення, поглиблення і узагальнення знань, одержаних студентами за час навчання та їх застосування до комплексного вирішення конкретного фахового завдання із дисципліни “Інтелектуальна власність”. Складено з урахуванням робочої програми вивчення курсу, методичних розробок інших вузів, а також матеріалів літературних джерел, наведених у рекомендованій літературі

European integration and the social science of EU studies: the disciplinary politics of a subfield

This article takes the 50th anniversary of the Treaty of Rome as an opportunity to reflect upon half a century of academic discourse about the EU and its antecedents. In particular, it illuminates the theoretical analysis of European integration that has developed within political science and international studies broadly defined. It asks whether it is appropriate to map, as might be tempting, the intellectual 'progress' of the field of study against the empirical evolution of its object (European integration/the EU). The argument to be presented here is that while we can, to some extent, comprehend the evolution of academic thinking about the EU as a reflex to critical shifts in the 'real world' of European integration ('externalist' drivers), it is also necessary to understand 'internalist' drivers of theoretical discourse on European integration/the EU. The article contemplates two such 'internalist' components that have shaped and continue to shape the course of EU studies: scholarly contingency (the fact that scholarship does not proceed with free agency, but is bound by various conditions) and disciplinary politics (the idea that the course of academic work is governed by power games and that there are likely significant disagreements about best practice and progress in a field). In terms of EU studies, the thrust of disciplinary politics tends towards an opposition between 'mainstreaming' and 'pluralist versions' of the political science of EU studies. The final section explores how, in the face of emerging monistic claims about propriety in the field, an effective pluralist political science of the EU might be enhanced

Transformational leadership and innovation at the Lebanese banking industry

Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications: Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe

A Primer on Intellectual Capital

{Excerpt} Born of the information revolution, knowledge management has arisen in response to the belated understanding that intellectual capital is a core asset of organizations and that it should be circumscribed better. From this perspective, it is the growing body of tools, methods, and approaches, inevitably underpinned by values, by means of which organizations can bring about and maximize a return on knowledge assets, aka intellectual capital. That, Thomas Stewart explained pithily (yet broadly) is organized knowledge that can be used to generate wealth. (Conversely, it also helps to think of what intellectual capital is not, that is, monetary or physical resources.) More specifically, aggregated intellectual capital comprises • Human capital—the cumulative capabilities and engagement of an organization\u27s personnel, rooted in tacit and explicit knowledge, that can be invested to serve the joint purpose. • Relational (or customer) capital—the formal and informal external relationships, counting the information flows across and knowledge partnerships in them, that an organization devises with clients, audiences, and partners to co-create products and services, expressed in terms of width (coverage), channels (distribution), depth (penetration), and attachment (loyalty). • Structural (or organizational) capital—the collective capabilities of an organization—any of them codified, packaged, and systematized, including its governance, values, culture, management philosophy, business processes, practices, research and development, intellectual property, performance metrics, and information systems, as well as the systems for leveraging them

Knowledge and learning capabilities in non-profit organizations: a relational capital perspective

Relational capital (RC) represents the knowledge and learning capabilities embedded in relationships external to an organization. The primary goal of this paper is to report preliminary findings through qualitative in-depth interviews collected from 35 senior executives in relation to their perceptions of RC in building knowledge and enhancing learning capability in 22 Australian nonprofit organizations. The findings revealed that RC was valued as the concept perceived to be able to assist nonprofit managers to conceptualize the development of knowledge and learning capabilities in external stakeholder relationships. However, the understanding and application of RC were substantially different to those contained in the literature. Scholars suggest that a balanced view of RC is essential when establishing external stakeholder relationships. The nonprofit managers often adopted a more focused relationship with key external stakeholders, which also happened to be primary fund providers for the organizations. Research implications of this theory-practice divide are discussed. Research limitations and future research direction are presented in the paper

The effect of transformational leadership on innovation : evidence from Lebanese banks

Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe