ADVANCE - Texto de suporte teórico
Permanent URI for this collection
Browse
Recent Submissions
- Intellectual Capital - Special Issue | Guest EditorsPublication . Curado, Carla; Henriques, Paulo LopesThere is often great power in interesting questions. What is intellectual capital? Bontis et al. (2002) suggest that intellectual capital represents the "stock" of knowledge that exists in an organization. The concept of intellectual capital emerged from the differences found between market and book values (Sveiby, 1997; Edvinsson, 2000; Pike et al., 2002), and it represents the wealth of ideas and ability to innovate that will determine the future of the organization (Bontis, 2002). Intellectual capital is considered an intangible asset (Canibano et al., 1999; Sånchez et al., 2000; Caddy et al., 2001; Winter and Szulanski, 2002), as well as a powerful resource (Barney, 1991; Alvarez and Busenitz, 2001; Cohen and Prusak 2001), being often recognized as the most valuable resource (Stewart, 1997; Nahapiet and Ghoshal, 2002), and the most important asset in the organization (Wiig, 1997). Intellectual Capital (IC) is also considered a potential source of sustained competitive advantage (Birchall and Tovstiga, 1999; Davenport and Prusak, 2000). This view has increasingly received greater attention from both academic and practitioner communities over the last decade. A recent meta-analysis of the knowledge management and intellectual capital literature demonstrates that this research field is exploding, and that the total number of publications is predicted to exceed 100 000 individual contributions by the year 2010 (Serenko and Bontis, 2004). Still, organizational practices on IC are often ad-hoc in their essence, format and application. Hence, publishing research about IC across different settings and realities is relevant enough when trying to develop a body of literature so much in need.
- HR practices, knowledge sharing and protection activities, and performance - a moderation modelPublication . Gomes, Jorge FS; Hurmelinna, Pia; Olander, HeidiInnovation and HRM practices are connected, but the nature of these linkages may not be completely understood. Practical examples where knowledge securing practices limit efficiency of creative work, and where rewarding established ways of work prevent new approaches from being tried, suggest that there are challenges. In this study, we examine the relationships between different forms of HRM practices, knowledge sharing and protection (i.e., knowledge activities), and performance outcomes. Our findings from empirical analysis among 150 firms suggest that HRM practices are positively related to subjective overall performance and innovation performance, and that knowledge sharing likewise has such a relationship with performance outcomes. Furthermore, when knowledge sharing is accompanied with HR practices targeted to securing knowledge, innovation performance can be improved. Knowledge securing also comes in play when it is combined with HR practices of personnel compensation and appraisal; in this case subjective performance is diminished. This leads us to suggest that companies might benefit from smart HRM systems
- Relacionamentos e redes em mercados organizacionaisPublication . Mota, João