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This study measures the relationship between human and social capital (internal and external) and tacit knowledge sharing's influence on innovativeness among knowledge workers employed in Polish (n=1050) and US (n=1118) organizations. The structural equation modeling method revealed that internal social capital matters more for organizational innovativeness in the US. In Poland, both external and internal were important. Specifically, in the US, external social capital supports internal innovativeness directly and external - indirectly. On the contrary, in Poland, social capital directly influences internal and external innovativeness. These differences are partially due to country differences regarding public and private financing. Also apparent is the need for strong social bonds between employees in innovative companies. Furthermore, this study confirms that internal innovativeness is vital for external innovativeness and reveals that social capital is a structural enabler for innovativeness, given its critical role in the distribution of tacit knowledge. [ABSTRACT FROM AUTHOR]

Both resource and intellectual capital models tend to have an incomplete and biased view of assets within the firm. Traditional accounting standards and practices focus on the tangible and financial assets and only consider limited intangible assets. This paper builds on the modelling of intellectual capital in organizations from the literature and uses Popper’s 3 World theory to develop a more practical ontology. This model identifies and values a comprehensive classification of a firm’s capital and includes both tangible and intangible assets. The resulting integrated model comprises the five asset classes of physical, financial, structural, human and social capital. The result validates the work by Adler & Kwon (2002) but offers an alternate sub-structure for social capital that is a more pragmatic model for industry. A hypothesis is developed that organizations that better understand the range of assets in the firm and invest in a portfolio of integrated management practices to manage that capital, should remain competitive and perform better. [ABSTRACT FROM AUTHOR]

We investigate the impact of human capital, and its components -- family social capital and some aspects of cultural capital -- on entrepreneurial status in one socio-economic system, but at the different stages of its development from command to market. Using Polish Panel Survey (POLPAN) waves of 1998 and 2018 we study how different individual-level characteristics had impacted chances of entrepreneurial career in Poland under different conditions. In particular, we look at how human capital (operationalized as the level of education), social family capital (operationalized as father's occupation) and cultural capital characteristics (beliefs that characterize own responsibility values and the attitudes towards a strong state) impact the odds of an employed individual to engage in an entrepreneurial career. Our findings offer a nuanced view on how these different components of human capital impacted the odds of engagement in entrepreneurial activity in 1990ies and 2000s. While education and family social capital characteristics were significant and positive predictors of opening own business in the market economy, they did not turn significant in the transition period. The role of different aspects of cultural capital, at the same time, lacks clear interpretation and further research into the mechanisms how individual values and beliefs play out for entrepreneurship in both market and transition economies is required. [ABSTRACT FROM AUTHOR]

The objective of this study is to demonstrate that employee mobility will inflict social capital (SC) losses to the source organization and target organization. In this study, SC is defined as a colleague-specific component of an organization's intangible capital, which develops and increases when employees gain experience and knowledge by working together. This common experience builds the trait of trust and understanding between employees, which facilitates their joint activities (Coleman, 1988). As the employees change organizations voluntarily or involuntarily, it deteriorates the colleague-specific SC in two ways: 1) the outbound human capital (HC) leaves a gap in an existing tightly knit social unit and network, while 2) the incumbent employees must get accustomed to the inbound HC, with whom they do not necessarily share any past experience. Data from English Premier League (soccer) was utilized to test the hypothesis. Professional soccer offers a suitable context to study SC because the game of soccer is highly dependent on the trust and understanding between the teammates. In addition, it is an ideal context to study the HC mobility events, as the data on player and manager transfers and layoffs is well documented, freely available and transparent. The results confirm that the inbound HC mobility events cause SC losses for target organizations. However, there was no evidence of the hypothesized adverse impact of the outbound HC mobility events for source organization's SC. These findings provide some managerially interesting implications and challenge the current recruiting paradigm that has overestimated the positive impact of inbound employee mobility (Phillips, 2002; Song et al., 2003). [ABSTRACT FROM AUTHOR]

The concept of intellectual capital was developed at the organization level, where intellectual capital is recognized as an important factor affecting the improvement of competitiveness. The idea of national intellectual capital (NIC) has emerged as a new category in academic research. NIC is defined as the hidden values of individuals, enterprises, institutions, communities, and regions that are the current and potential sources of wealth creation. The notion of smart growth, its factors and measuring methods are also new categories which emerge from the strategic development objectives defined by the EU. Smart growth is one that is based on knowledge and innovation. The purpose of this paper is to examine the relationships between NIC, its components: national human capital, national social capital, national structural capital, national relational capital and the level of smart growth in the EU countries. Research into this kind of dependencies is extremely difficult since many of the phenomena involved in them are intangible and requires advanced methods from the field of multidimensional analysis. The first part of the paper presents selected aspects of the notions of NIC and smart growth. Then, empirical studies are conducted into the construction and estimation of a model describing the relationships between NIC and its components, as well as those between NIC and the level of smart growth. The research uses the method of soft modelling developed by Herman Wold. Soft modelling allows users to examine links between variables which are not directly observable (latent variables). The conducted research has demonstrated that NIC and its components had a significant, positive impact on the level of smart growth in the EU countries. The obtained results also made it possible to create rankings of the examined countries according to the stock of NIC, the stock of each of its components, as well as the level of smart growth. [ABSTRACT FROM AUTHOR]

Knowledge-intensive organizations can benefit from introducing knowledge management procedures. In this sense, human capital plays a relevant role in helping the organization to work and act in a more knowledge-oriented perspective. A so-called "Social Knowledge Management" is highly recommended to be sure that everybody in the organization is able to change his/her behavior to work in a knowledge-sharing perspective. The experience of Swissmedic, the Swiss Agency for Therapeutic Products, can help to understand this phenomenon, especially within public sector organizations. Swissmedic, a public institution of the Swiss Government, affiliated to the Federal Department of Home Affair, can be defined as a knowledge-intensive organization; this means that much of the work it does is intellectual. Its employees are well-educated knowledge workers, and knowledge is the primary factor that determines the success of the organization. Swissmedic started to develop a Knowledge Management system back in 2012. At first, the company concentrated on acquiring and developing several KM tools related to the specific industry, such as wikis and CoPs. However, it came pretty clear since its early stages, that Knowledge Management at Swissmedic had to be primarily focused on the human resources who work for the organization. Managers of Swissmedic do think that a living knowledge culture based on respect, transparency, individual responsibility, and flexibility is the only way to create an integrative and participative working environment. The real challenge is how to encourage and improve communication and collaboration between people within the organization, leading to a so-called "Social Knowledge Management." According to the experience of Swissmedic, managers are the primary drivers of the culture change. They support and communicate the required change, and employees take their cue from them (top-down). Enhancing a culture through Knowledge Management was the primary goal for all the first phase of development (2012 to 2014), to foster a shared management philosophy that takes account of the particular characteristics of a specialist organization and its protagonists. The second phase (2015-2016) was about training the management skills, especially leadership. The third phase, ongoing from 2017, is about determining the values that are relevant to knowledge workers. According to Swissmedic's experience, these values lie in trust, reciprocity, appreciation, and interest. [ABSTRACT FROM AUTHOR]

This paper empirically explores relations between social capital and human capital development in organizations using data from a longitudinal mixed-methods study of 14 public schools in the same school system. Based on an analysis of data on work-related interactions among school staff over five years, we theorize how organizational arrangements at the system and school levels enable interactions that contribute to change in beliefs about teaching. Annually, from 2010 through 2013, we surveyed all staff in 14 elementary schools. In addition to social network questions, the survey items asked respondents about their day-to-day work, their perceptions of their schools, and their work-related interactions. The survey also included items that measured teachers' beliefs about teaching mathematics. Further, we conducted semistructured interviews with a purposeful sample of 33 school staff across five schools, selected to maximize variation on dimensions thought to be important to work-related interactions. The analysis shows that teachers across all 14 schools, on average, did change their beliefs about teaching over time and that these changes were associated with interacting with a peer. Specifically, teachers on average across the school system developed more inquiry oriented beliefs about mathematics teaching consistent with the school system's mandated mathematics curriculum and vision for instruction. We then theorize how the formal organization at the system and school levels enabled interactions among peers that contributed to changing beliefs about teaching. Our paper is significant for at least two reasons. First, it explores the relationship between human capital and social capital in non-profit organizations--schools. Second, our analysis focuses on knowledge development in a knowledge intensive enterprise--human improvement and schooling. [ABSTRACT FROM AUTHOR]

In this paper we analyse the wealth of billionaires as a factor of Intellectual Capital (IC). The study is empirical. As a theoretical background we use the concept of IC as described in most commonly known studies, as comprising Human (competences), Social (brands) and Relational Capital (routines). In the empirical study we analyse the wealth of the 100 richest persons in 2015 according to the Forbes magazine. We conclude that IC explains not only the variability of wealth among those individuals but also and fundamentally the evolution of that wealth. [ABSTRACT FROM AUTHOR]

The fields of strategic management and HR management have been paying increased attention to the mechanisms by which HRM influence employees' behaviours and ultimately the peformance of organizations. One important stream in the contemporary literature puts the focus on the concept of capital, namely on its human and social components. In addition, several schoolars have been claiming that HRM systems and the respective HR practices play a critical role in the process of building employees' capital - human and social. Despite the advancements achieved so far, it is still open to further exploration the organizational mechanisms connecting HR practices to organizational performance through HC and SC. This paper draws on the aforementioned perspectives to explore potential mediation mechanisms between these two sources of intellectual capital and a set of so called high performance HR practices. We analyzed survey data of 225 employees from 75 organizational units of different economic sectors. The theoretical research model and hypotheses were tested using structured equation modeling (SEM). Our findings support the mediation role of HC and SC on the effects of HR practices on perceived organizational performance, and their distinctive influence on different organizational performance criteria. Moreover, the study provides additional evidence on the mechanisms linking HRM and organizational performance, which is useful to consolidate and expand our understanding of the "black box" perspective. [ABSTRACT FROM AUTHOR]

Networking relationship is considered a significant component of successful entrepreneurship. The purpose of social networking in business practices is to build social interaction and to maintain professional relationships with relevant stakeholders. No previous study has examined the impact of entrepreneurial capital on networking practices in Johor. The current study attempts to investigate effects of entrepreneurial capital elements on networking practices in manufacturing firms in Johor. In this exploratory study, qualitative approach was used to explore the subjective nature of entrepreneurial capital. In-depth face to face interview with six owners of small and medium enterprises (SMEs) manufacturing companies was conducted and analyzed with method of Miles and Huberman (1994).The findings show that three capital elements namely, human capital, social capital and cultural capital are important in entrepreneurial networking. Since majority of the entrepreneurs were second generation of their parent's business, it was observed that family business background is a critical factor in establishing new business. This study provides substantial insights about the importance of three capital elements in entrepreneurial networking and their practical implications. [ABSTRACT FROM AUTHOR]

The notion of 'smart cities' has gained the attention of policymakers, urban developers and government authorities around the world and is emerging as a major response to urbanization, economic regeneration and other environmental challenges faced by cities globally. Smart cities depend not only on a city's endowment of hard infrastructure (physical capital), but also and increasingly so, on the availability and quality of knowledge communication and social infrastructure (human and social capital). This emerging role of cities as information hubs and knowledge repositories is particularly decisive for urban competitiveness. Arguably, many smart city projects die after the pilot stage and the lessons learned from previous projects never scale up to inform subsequent implementations. This is a major impediment in the future development of smart cities, particularly around facilitating successful technological and procedural replication. In line with recent calls for a cautious rethink of the very rationale and relevance of the smart cities debate pointing to new avenues of research into interdisciplinary aspects, this paper reviews the extant smart city literature in an attempt to identify current theoretical streams and provide further insight into the role of Knowledge Management in smart city development. It also explores how cities can realise the full benefits of tacit knowledge, learning and collaboration. A review of forty-eight peer-reviewed articles is conducted. The findings suggest the lack of Knowledge Management models for smart city replication and reveal how socio-technical approaches can help to support collaboration and knowledge sharing. Policy recommendations for local and national governments on how cities can benefit from a shift towards collaborative knowledge-making are also provided. [ABSTRACT FROM AUTHOR]

Building on an extensive literature review, this article presents a conceptual study of the relationships between information and communication technologies (ICTs) and intellectual capital (IC), placing special emphasis on entrepreneurial capital. IC comprises human capital, structural capital, and relational capital. Relational capital consists of two sub-components: social capital and organizational capital. Human capital's main elements are knowledge, experience, and education. Knowledge is a fundamental resource for any organization (Baden-Fuller & Pitt, 1996; Grant, 1996; Spender, 1996). Entrepreneurial capital was recently introduced as a component of human capital (Audretsch & Keilbach, 2004). A firm's entrepreneurial capital consists of employees who innovate and take risks to change how the firm acts. In addition to addressing IC, this research examines new ICT use. An ICT firm can be defined as a firm that is technologically connected in real time. Technology, information, and communication are the most powerful tools to develop firms (Hafkin & Taggart, 2001). As such, technology, information, and communication may also have profound links to entrepreneurial capital. ICTs and IC are two keys to entrepreneurship (Costa, 2012). ICT firms need their employees' intellectual capital, or else these firms will never achieve long-term sustainability (Madsen, Neergaard, & Ulhøi, 2003). Similarly, intellectual capital benefits from ICT firms to transfer knowledge via networks. [ABSTRACT FROM AUTHOR]

So precious, the Intellectual Capital (IC) is considered as the financial performance, the economic wealth, or the most valuable resource that increases the survival of the organization. At the time of the knowledge economy, an accurate conception, a common taxonomy and frameworks systems are being of great productivity for the knowledge intensive organizations due to the lack of the consensus on a shared comprehension and a conception, and the research and the practice are still situated in their beginnings at the theoretical level. In order to understand this multidisciplinary and interdisciplinary area, this paper is intended as a state of art for the IC and as a framework for the Human Capital (HC), the predominant component of the IC, the smart component, the source of all knowledge of which a large part is still tacit, fragile (i.e., does not belong to the organization) and not easy to capitalize. This paper present an introduction showing how Knowledge Management (KM) is still an emergent and a topical area which continues to receive interest both from academic scientists and professionals, but also showing how IC is so important for the organizations in the new economy. Then, it provide a state of art for the IC exposing its definitions, the various models of its taxonomy, the definitions of the most important of its components (i.e. HC, social capital, organizational capital and relational capital) and the different frameworks developed for the IC or for one of its components. Then before presenting our framework for HC, the paper propose a common taxonomy for IC taking into account the importance of the source of knowledge (i.e. human resource) and exposing the category of HC that interest us in our framework. Finally, we give a conclusion and our future works. [ABSTRACT FROM AUTHOR]

Coworking is a fast-growing phenomenon which is still reflected in academic literature in a very limited way. Generally, coworking is understood to be a way of working carried out by independent knowledge workers, freelancers, who carry out their work in shared work spaces, so-called coworking centers. Freelancers are small entrepreneurs who offer their human capital on the labor market, and are temporarily hired by various companies. At coworking centers freelancers have all the necessary information and communication technologies, and other various tools and services available to support them in their work. While freelancing has long been a well-known way of professional self-realization, concentrating freelancers into coworking centers has been a phenomenon of the past few years. At the same time it is possible to see a growing popularity of this way of working and we have seen many coworking centers established all over the world. By analyzing available current research projects, studies and statistics, in this contribution we want to answer research questions concerning the workers' interest in coworking, and the impact of this development on companies. The first research question is: What are the causes of the development of coworking in the current knowledge economy? We monitor both the technological conditions for the development and the motives of freelancers choosing this way of working. Another research question is: How can the increase of coworking and freelancing influence available knowledge and social capital of companies? Our research premise is that coworking centers are becoming new centers of concentration of social capital. Thanks to informal meeting between knowledge workers from different fields, coworking centers are places with the potential for intensive knowledge sharing, and may give rise to highly creative ideas. However, this may result in companies' lacking the human and social capital of freelancers. Companies are already declaring problems staffing empty positions and this problem may deepen even further with the development of coworking. In the end of this contribution we have formulated a recommendation how companies can adapt to this new situation. Are we headed toward knowledge economy of freelancers or will companies succeed in creating work conditions thanks to which they will hire and retain knowledge workers and their social capital just for the development of their own competitiveness? [ABSTRACT FROM AUTHOR]

Along with the rapid changes of the world, the new leadership styles have been discussed. The ones which are capable to be in accordance these rapid changes. The selection of an appropriate leadership style which fits the external motivation can help the organization and the management of intellectual capital to attain their goals. Definitely, the appropriate management of intellectual capital leads to the production of hidden value for the organization, and enable it to compete in the environment by applying new sources. The purpose of the research was providing the structural model of intellectual capital based on leadership style in the offices of Ministry of Education in Tehran city. It is an applied research, and regarding its methodology, its type is of presenting model including path analysis. The population of the research consisted of all staff of Education Offices in 19 Zones of Tehran city in the academic year of 2012-2013 which consisted of 2477 people. The sample consisted of 403 people chosen through using Morgan Table and simple random sampling. The research tools were the Bass and Avolio's transformational leadership style, transactional leadership style, and Bontis's intellectual questionnaires. The obtained indexes of Cronbach's Alpha were 0.92, 0.77, and 0.93 respectively. Following the structural equation modeling, the results of applying path analysis showed that, the amount of "the index of goodness to fitting" of the model was 0.96 which showed that the model enjoyed an acceptable fitting with reality. The obtained coefficients showed the direct impact of leadership on the management of intellectual capital. In addition, the model also indicated that most direct impact can be referred to as the direct impact of transformational leadership style in the dimension of leadership style on human and social capitals in the dimension of intellectual capital management. Among the components of intellectual capital, the social capital and human capital appeared to be the most important indexes of intellectual capital in the given model. [ABSTRACT FROM AUTHOR]

In highly dynamic environments companies face two contradicting demands: short-term efficiency (exploitation) and long-term market adaptability (exploration). However, these demands are related to different organisational structures, contexts, cultures and the firm's intellectual capital. Especially, the firm's intellectual capital (human, social and organisational capital) is highly related to a successful trade-off between exploration and exploitation. Until now, only Kang and Snell (2009) have addressed the dependencies between intellectual capital and the trade-off between exploration and exploitation. Their proposed framework describes two distinctive architectures of intellectual capital facilitating ambidextrous learning. However, this framework fits rather static than dynamic approaches of ambidexterity. In order to bridge that research gap, the authors extent Kang and Snell's (2009) framework. They propose an intellectual capital architecture, which considers a dynamic switch among the dimensions of intellectual capital to enable an organisation to be ambidextrous. Three important facts can be mentioned. First, organizational capital switches between organic and mechanistic organisational capital. In this context, organic organisational capital fosters innovation and exploration, while mechanistic organisational capital fosters efficiency and exploitation. Second, social capital is related to organisational culture that can be classified into two different types. One type stresses freedom (open), the other lays emphasise on a constraining (closed) normative system. Open social capital increases autonomy, innovation as well as the firm's explorative focus, while closed social capital increases coordination, efficiency as well as the firm's exploitative focus. The negative secondary effects of each dimension (e.g. organisational capital) are buffered by the opposite end of the other dimension (e.g. social capital). If an organisation switches between organic and mechanistic organisational capital, the dimensions of social capital adjust with temporal delay. Third and by contrast, the human capital dimension is characterised by a constant degree: only a slight switch between the degree of specific and generic human capital is necessary due to the highly unique character of specific human capital. [ABSTRACT FROM AUTHOR]

Without an understanding of how organizations develop their intellectual capital we remain ignorant and unaware (Petty and Guthrie, 2000). Some small and medium sized enterprises experience growth, while others do not. Why? One of the possible explanations is how human capital is developed. The purpose of this paper is to provide insights into how an induction process for new employees affects intellectual capital in small and medium sized enterprises (SMEs). This issue is little researched, especially from the perspective of intellectual capital (IC). Furthermore, this subject seldom receives careful attention from companies. Besides, small business owners / managers might argue that they do not have enough new employees to warrant introducing them to the organization. This is contrary to the view that of the various categories of intellectual capital, human capital is regarded as the most valuable asset. There is a need for induction arrangements in SMEs. A well-planned induction process can help to decrease turnover. It can also help to obtain effective output from the new employees in the shortest possible time. The induction process involves not only newcomers, but also supervisors and co-workers. A staff member who acts as a supervisor (mentor) plays a crucial role in this process. His or her contribution makes it possible to accelerate the progress of new employees up the learning curve. His or her support affects the creation and flow of knowledge in a company. According to the Nonaka and Takeuchi model (SECI), it seems reasonable to assume that the support which new employees receive from the supervisor and co-workers enables socialization, externalization and combination to take place. This in turn should lead to a company's growth. The concept of intellectual capital, which quantifies the knowledge, skills, relationships, processes etc., brings a good schema for analyzing the impact of induction programs and the role of a supervisor (mentor) in particular. The article provides an overview of the literature on an induction process and then analyses the impact of this process on the development of IC in SMEs. The paper focuses on human and structural capital. By using a balanced scorecard concept (Kaplan and Norton, 2001) the article shows how induction arrangements and the role of a supervisor, in particular, affect human capital, customer capital and process capital, and therefore, the value of IC. A theoretical model is proposed to analyze this relationship. Owners and managers in SMEs could benefit from the capability to manage and use induction programs for effective knowledge sharing and the development of IC. [ABSTRACT FROM AUTHOR]

Collaborative innovation is a trans-disciplinary approach for developing the wholeness synergy through holistic, competitive and complementary interactions between and among innovation participants in a specific environment. It is a formal process of collaborative innovation community capacity building (CICCB). Much research has been done on how to make collaborative innovation work effectively, efficiently and economically. While collaborative innovation is increasingly gaining attention in both theory and practice, it is still under-explored from a trans-disciplinary perspective of knowledge management (KM) and community capacity building. This paper aims to fill in this gap by addressing the following two questions: (a) what are the roles of KM in collaborative innovation, and (b) what are the KM approaches for supporting CICCB? To effectively answer these two questions, this paper presents a comprehensive review of the related literature that identifies three demands for CICCB including (a) trust building for enhancing the effectiveness; (b) sustainability building for improving the efficiency, and (c) extensibility building for developing better economy. It identifies three roles of KM in support of CICCB including (a) reformation of KM for convergence in collaboration; (b) remediation of knowledge activities for synergy in communication; (c) reconfiguration of knowledge artifacts for integration in connectivity. To adequately meet the three demands, this paper suggests a holistic approach for effective CICCB including (a) multi-dimensional convergence and trust building in collaboration; (b) multi-directional synergy and sustainability building in communication; and (c) multi-layer integration and extensibility building in connectivity. The contribution of this paper is mainly reflected in three ways. Firstly, it provides insights into the way in which the collaborative innovation literature currently lacks attention but crucial for its success. Secondly, the paper identifies the demand for CICCB and the roles of KM in support of collaborative innovation. Thirdly, this paper proposes a holistic approach for effective CICCB. This paper is the first step of a comprehensive study on the role of KM in support of CICCB. It is therefore conceptual on the definition of the basic concept and the identification of the KM approaches in support of CICCB. [ABSTRACT FROM AUTHOR]

Intellectual capital models normally provide a taxonomic view. The overall view is broken down into domains, mostly into human capital, structural capital and relational capital domains. The well-known Intellectus model further distinguishes organisational and technological capital inside the structural capital and also business and social capital inside the relational capital. These domains are further refined into elements and variables. For example, the human capital domain in Intellectus contains - besides others - the element 'capacities', which again contains the variable 'leadership'. While this may suffice for a static intellectual capital (IC) statement of an organization, it shows two major drawbacks. Firstly, it is often fragmentary in the sense, that it does not show existing inter-dependencies and correlations between different branches of this taxonomic view. Secondly, it clearly does not help for the dynamic perspective of intellectual capital development. In this paper, a networked model of intellectual capital and its development is proposed. It extends a taxonomic model like the Intellectus model by links between the different branches of the model. As a result, the links in this networked model then serve as basis for intellectual capital dynamics, because inter-dependent and correlated assets must be recognised in development activities. This can be modeled utilising a hierarchical modeling approach for IC and knowledge dynamics, reaching from IC domain transformations to detailed knowledge conversions as drivers for IC and knowledge development. [ABSTRACT FROM AUTHOR]

The purpose of the present study was to provide a structural model for intellectual capital in the public sector of educational administration based on social capital in Iran. The population of the research included all employees in the public sector of educational administration in Tehran city. 382 employees were selected using simple random sampling method. The research instruments were two questionnaires which were administered in the public sector of educational administration in Tehran city: Sayyadi's (2010) social capital questionnaire which consisted of 31 items with seven underlying constructs of trust, networks, cooperation, collective action, empathy, participation and social identity and Cronbach Alpha of 0.90, and Bontis's (1997) intellectual capital questionnaire which consisted of 50 items with three underlying constructs of human capital, customer capital, and structural capital and Cronbach Alpha of 0.87. The results of path analysis using LISREL software indicated that dimensions of social capital had a direct effect on intellectual capital with the indices of 0.61. The model also showed that the factor of collective action in social capital had the highest direct effect on intellectual capital. [ABSTRACT FROM AUTHOR]

In terms of development, there are several concepts that define the typology of companies. Among the most common or the most frequently used there are: the industrial typology of developed countries - competitive states (states that promote domestic competition and stimulate the advanced opening of domestic markets) and economically developing countries (or that soared in the recent past) which prefer or used to prefer the model focused on developing states, where the State has a significant role in supporting national industries, by selectively opening domestic markets with the aim of stimulating local business through various policies. In both cases there is a lack of social capital that could decisively contribute to the defining of a social development model. Francis Fukuyama, one of the key opinion leaders engaged in the search for solutions to the second reforming cycle, talks about social capital in the following terms: the trust created inside society, the trust in institutions within society, social norms, the existence of interconnected networks and organizations that form an adequate environment of interaction inside society, representing a value in order to achieve individual and collective welfare. [ABSTRACT FROM AUTHOR]

Background. Information and communication technology (ICT) have a great simultaneous influence on society. ICT reflects human behavior and life style. The rapid development of ICT has various consequences in human behavior that are constantly changing. It allows people to communicate quite freely but has also a reverse side, causing people to become dependent on it. This is a new form of addiction, an addiction to be constantly updated. Another serious side effect is that through the internet, it is possible to spread false and harmful information about other people. The relationship between humans and technology has been studied and observed from the technological point of view; but during recent years, the relationship between human behavior and technology has increasingly been observed from the angle dealing with human values and goals. It has been demonstrated that the Swedish-speaking minority in Finland has certain socio-cultural habits that differ from the Finnish-speaking majority's way of life and culture. For example, Swedish speakers own more social capital and, therefore, they are probably healthier and live significantly longer. These differences in social capital and health may be related with communication. Hence, it is interesting to study the ICT behavior in and between these language groups. Intellectual capital is perceived to be the principal source of value for society and companies operating in the ICT sector. Further, it is important to investigate this issue as one of the major source of competitive advantage in society and firms. We focus specifically on the possibilities this ICT behavior research offers, acknowledging that there has been relatively little discourse on intellectual capital in this sector. Research about intellectual capital and ICT user behavior is needed for understanding the possibilities of utilizing ICT in intellectual capital context. Methods. In this study, we surveyed a total of 2 211 randomly chosen subjects, of which 50% were Finnish-speakers and 50% were Swedish speakers. The survey was carried out in four bilingual municipalities in Finland. The survey included 14 questions about ICT and its usage: the anonymity of the internet; the ease or difficulty to communicate via internet vs. face-to-face; purposes for which subjects use the internet, etc. Results. Factor analysis revealed that both Finnish- and Swedish-speaking subjects valued the intimacy of the internet since it makes the communication easier than face-to-face meetings. In general, they perceived that the internet communication makes them more aggressive than communicating face-to-face. This phenomenon was more pronounced among Finnish-speaking subjects. Furthermore, Swedish speakers tended to use the internet more as a communication forum for hobbies and leisure activities, while Finnish speakers used it more as a tool.Also, Swedish speakers valued face-to-face communication more than Finnish speakers. Conclusions. It seems that Finnish-speaking subjects value the anonymity of the internet, and they do not need to meet people physically face-to-face. One can argue that Finnish speakers favor virtual social communication, so called "social media", instead of personal contacts. Swedish speakers seem to use the internet as a tool to arrange face-to-face meetings and to reach personal contacts. Perhaps, Swedish speakers are socially better prepared to meet people face-to-face. In previous studies on social capital, personal communication, meeting people, get together and being socially active have characterized Swedish speaking Finns. Human competencies and relationships are the most important elements contributing to stabile intellectual capital base, and therefore it is relevant and necessary to study ICT user behavior. Our findings in ICT user behavior suggest that investment in people and studying different culture's ICT behavior are important factors in intellectual capital context, particularly in the current context of rapid technological development. [ABSTRACT FROM AUTHOR]

New forms of data storage and transfer as well as the new methods to communicate, collaborate and exchange knowledge at diminishing transaction costs over the world-wide-web have revolutionised networking, knowledge creation and innovation processes in the Web 2.0 era. Virtual embeddedness signifies the possibility to draw upon pay-per-use computing resources and a variety of customised web services and applications. The facilitated utilisation of Software-as-a-Service and in particular social media (SM) applications enables effective networking on platforms and in virtual communities in social as well as in business terms. Such networking processes lead to the accumulation of social, relational and intellectual capital, as they facilitate information and knowledge exchange, integration and creation. As information and knowledge sharing, collaboration and socialising take virtual dimensions, opportunities and threats arise for enterprises regarding relational capital management (RCM) as well as knowledge and value creation. Most new ventures are keen on utilising SM for internal and external communication and collaboration purposes. Through networking in the web, building up virtual relationships and exchanging virtual knowledge through forums, blogs and online communities, RCM can be accomplished efficiently and effectively, provided that the targeted customers, partners and potential shareholders are keen on going online and utilising SM as well. In this context, the question arises: how can new ventures improve their RCM through the utilisation of innovative information and communication technologies (ICT) and SM? To answer this question, ventures have to grasp the potential of web technologies and SM and assess their appropriability to achieve relationship-specific goals. They need to be aware of SM risks in order to exploit chances and avert threats that arise through SM use. After an analysis of the properties of social and relational capital and of the different forms of embeddedness of organisations, the utilisation of SM for RCM purposes, the implementation of a SM strategy and the example of a German e-commerce venture that took advantage of web technologies to build up and manage relational capital in virtual and physical dimensions are discussed. The paper also tries to visualise how virtual embeddedness and SM influence knowledge, value and reputation creation and the social and relational capital of organisations by means of a conceptual model. [ABSTRACT FROM AUTHOR]

Social capital is an important asset for multinational Firms. Relational capital acquisition, based on relationship marketing, has been pursued in the West for decades. In Chinese societies, however, guanxi-based capital provides the competitive framework for business dealings for thousands of years. Recent studies suggest that cross-cultural issues have been put forward to explain the high failure rate among American firms doing business in China and vice versa. This study conceptualizes guanxi network driven in the Chinese cultures vs. relationship marketing driven in the American society as a governance mechanism to acquire relational capital and further to compete effectively in global markets. Guanxi, as a source of Chinese social capital, gives them a potential competitive advantage in global market while American relationship marketing tends to asses partnership's cost-benefits and may lead to potential disengagement. In Chinese cultures, building guanxi is usually considered the highest priority both in terms of importance and time sequences which in turn lead to business partners' weight on long-term social (non-economic) interaction and relationship utilization;, in Western relations, firms place greater emphasis on short-time economic gain through openness and agreements in their relational exchanges. At the end of paper, a comparative taxonomy of relational networks in two different cultural settings is concluded. [ABSTRACT FROM AUTHOR]

This paper describes a model to monitor the evolution of a learning network in higher education settings through the analysis of the value created in terms of intellectual capital, described as human, social and structural capital. The dynamics of the network will be mapped looking at reports elaborated by learners and tutors during the research projects of an International Master's Program, organised in mobility for a small period of time. An enquiry and action based learning format challenged students to complete e-business projects, where industry and academic testimonials acted as mentors. The residential nature of the course ensured full participation of tutors and learners at all stages of the project. In addition, patterns of networking activity differed between project stages. Methods and tools of Social Network Analysis are applied to understand the network evolution and the emergence of new relationships starting from the initial learning community. Preliminary results indicate that high attainment students developed a larger number of external connections with potential stakeholders in different industries. The more outwardly connected a students was, the higher was his/her final score and the less dense was his/her friendship network. [ABSTRACT FROM AUTHOR]

This study aims to investigate an understudied linkage between intellectual capital and organizational commitment. As such, we attempt to delineate whether personal assets or organizational investments influences organizational commitment. A cross-level design is conducted to do the questionnaire survey. Our research variables include two levels: individual level (personal human capital and organizational commitment) and organizational level (organizational intellectual capital). Twenty-seven SMEs in Taiwanese Creative Industries were invited to participate in the study, and twenty-seven CEOs and eighty-six employees provided the research information. Research results indicate that the effect of organizational intellectual capital on OC is stronger than personal human capital. That means Taiwanese SMEs in Creative Industries should invest and accumulate intellectual capital to facilitate the quality of employee commitment. [ABSTRACT FROM AUTHOR]

This article discusses an activity based approach for teaching and learning applied in Higher Education to the development of Human Capital capability. According to the Leif Edvinsson, in one of the classic works in the area of Knowledge Management, Human Capital plays a significant role in overall Intellectual Capital. "… Intellectual capital is the sum of structural capital and human capital. Human capital refers to the knowledge, skill, and experience of the employees. Structural capital refers to the extension and manifestation of human capital. It includes tangibles such as the information technology systems, brand and company images, customer databases, organizational concepts and manuals." [Bucklew and Edvinsson, 1999] From other, social and economics points of view, Eva Gamarnikow and Antony Green summarised Human Capital thus: "In economic, capital refers to resources (whether financial or physical) that are used for the production of goods. It can also refer to all resources that bring in income. Social Capital and Human Capital are terms used in the social science to discuss analogous concepts with regard to social resources derived from social interaction (social capital) and individual development (human capital)." [Gamarnicow, 2003] For Higher Education in general, and for the development of activity based teaching and learning in particular, a comprehensive understanding of human capital is essential. Gamarnikow and Green clarify: "There are at least four ways of thinking about human capital. For economists, human capital has a specific, narrow meaning: It refers to the opportunity cost of individuals' or states' investing in education-forgone earnings plus the cost of education set against expectations of future (higher) earnings and economic productivity, respectively. At the other extreme, the term human capital is often as used merely as popular shorthand for education in general. The two intermediate perspectives are much more critical and compare the human capital approach to education unfavourably with other approaches. The first of these critical perspectives focuses on the social role of education. The other critical perspective focuses on the ways in which education operates at the level of the individual. It criticises the human capital approach for reducing education to the inculcation of marketable skills rather than taking a holistic approach and educating the whole person." As part of its strategic plans to support development of the Knowledge-based Economy, Southampton Solent University (SSU) aims to advance appropriate programmes of study. For this purpose an activity based approach for teaching and learning is in process of deployment at Faculty of Technology at SSU. The article discusses definitions of Intellectual Capital, Human Capital, Social Capital, Knowledge Management and Knowledge, their interaction in the global information environment and in the particular context of Higher Education. It presents also the principles and design of an activity-based model for learning and teaching and relevant illustrations. [ABSTRACT FROM AUTHOR]