Exploring the components of intellectual capital in electrical and electronics SMEs in Pakistan

This chapter identifies the existence of the major components of intellectual capital in Small and Medium Enterprises (SMEs) operating in the electrical and electronics manufacturing sector in Pakistan. This study has been designed with the aim of selecting 6 major components of intellectual capital, namely human capital, customer capital, structural capital, social capital, technological capital, and spiritual capital. A structured questionnaire was utilized to conduct a survey of 247 respondents from 106 SMEs to identify the existence of these components of intellectual capital. This study confirms the existence of the major components of intellectual capital in SMEs operating in electrical and electronics manufacturing sector in Pakistan. The findings of this study provide valuable insights on the generalizability of the components of intellectual capital in a novel research setting in Pakistani. The findings of the study allow SMEs practitioners a better understanding about the existence of the components of intellectual capital on which they ought to focus their management efforts in order to take competitive advantage. This study is among only a few to investigate the existence of the components of intellectual capital in Pakistani SMEs and the first to SMEs operating in the electrical and electronics manufacturing secto

Impact of Intellectual Capital on Organizational Performance of ICT SMEs in Penang, Malaysia

Intellectual capital is a strategic asset for the growth and sustainability of SMEs. It contributes signifi cantly towards the national economy, generating employment and improving the well-being of the public. The main purpose of this research was to determine how six components of intellectual capital aff ect the organizational performance of ICT SMEs operating in Penang, Malaysia. The developed model was tested through SEM and it adequately explained the eff ect of intellectual capital on organizational performance. The results suggest that customer capital has a signifi cant positive infl uence on organizational performance of ICT SMEs while human capital, structural capital, social capital, technological capital and spiritual capital remained insignifi cant. Future studies may adopt a comparative approach to understand how intellectual capital aff ects organizational performance in emerging economies.Keywords: Intellectual capital, human capital, customer capital, structural capital, social capital, technological capital, spiritual capital, organizational performance, ICT SMEs, Penang

Intellectual capital management paradigm for Malaysian SMEs in Kuching, Sarawak

Previous studies rarely examined the role of intellectual capital in SMEs in Malaysia. In addition, most studies neglect the SMEs operating in Kuching, Sarawak. The main crux of this paper is to explore the role of intellectual capital management as an integral element of electronics organizations in Kuching, Sarawak, Malaysia. Intellectual capital management plays a critical role for the development and sustainable of small and medium enterprises. In the beginning of the twenty first century, intellectual capital management attained significant attention from academicians, researchers and practitioners. Therefore, it is indispensible to examine the role of intellectual capital in SMEs. Intellectual capital management paradigm for Malaysian SMEs in Kuching, Sarawak. Available from: https://www.researchgate.net/publication/258341861_Intellectual_capital_management_paradigm_for_Malaysian_SMEs_in_Kuching_Sarawak [accessed Aug 28, 2017]

Predicting the Impact of Intellectual Capital Management on the Performance of SMEs in Electronics Industry in Kuching, Sarawak

Intellectual Capital (IC) has secured an overwhelming response in the research domain in a knowledgebased economy. However, in Malaysia, previous studies rarely examined the role of IC in Small and Medium Enterprises (SMEs). In addition, most studies neglect the SMEs operating in Kuching, Sarawak. The main crux of this paper is to explore the role of IC management as an integral element of electronics organizations in Kuching, Sarawak, Malaysia. IC management plays a critical role for the development and sustenance of SMEs. In the beginning of the 21st century, it was observed that the IC management attained significant attention from academicians, researchers and practitioners. Therefore, it is indispensible to examine the role of IC in SMEs. This study uses survey method to examine the effects of IC on the performance of SMEs. A total of 130 participants were involved in this study. The findings were based on the empirical data from electronics SMEs operating in the service sector , Kuching, Sarawak, and generated by Pearson correlation method. Results reveal that Human Capital (HC) has the strongest relationship with Organizational Performance, followed by Spiritual Capital (SC), Technological Capital (TC) and Customer Capital (CC)

Intellectual Capital and Challenges of Organizations in the Twenty-First Century

In the present century, intellectual capital is recognized as the most important and strategic asset for organizations. Intellectual capital is mainly based on knowledge and useful information. Intellectual capital is playing a critical role to create value from the combination of tangible and intangible assets to enhance the performance of organizations. This chapterlooks at the concept and application of intellectual capital and its associated challenges of organizations in a competitive environment