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This article investigates the relationship between intellectual capital, supply chain learning, and supply chain adaptability. Specifically, relying on organizational learning theory, a research model is proposed linking intellectual capital (consisting of the trichotomy of human, organizational, and social capital), supply chain learning (consisting of supplier learning and customer learning) and supply chain adaptability. We scrutinize these relationships in two culturally-diverse contexts, China and USA, and develop hypotheses concerning the differences in the relative strengths of these relationships. Data from 300 Chinese and 229 USA manufacturers in high-tech industries are used to test these hypotheses. While the relationships are generally supported, especially insightful are the results where they differ between the two countries. While human capital is more important in influencing organizational capital in USA, social capital is more important in China. Social capital also plays a more significant role in influencing customer learning in China, while no statistical differences are detected in social capital's influence on supplier learning across the two countries. The divergence observed can be explained by the cultural differences between the two countries. Implications are provided for managers in both countries to improve supply chain adaptability. [ABSTRACT FROM AUTHOR]

Abstract: Under limited resources in corporation education training, to enhance human resources quality, making education training program planning more efficient is a significant issue in training future talents. In accordance with Taiwan TrainQuali System (TTQS), the basic training structure is ton specify P (Plan) and D (Design). Ensuing results will be easier and successful. From TTQS database of Bureau of Employment and Vocational Training, corporations in Taoyuan, Hsinchu and Miaoli winning Gold Medals (Group B) have gaps outside control line in P and D. Enhancement is needed in the gap. The paper aims at a certain company winning Gold Medals in Taoyuan, Hsinchu and Miaoli to locate hidden or unobvious information with data mining, which will help future education training course planning and design. The researchers use two-stage clustering (SOM and K-means) under data mining theory to collect personnel training data of Automobile Corporation A in Taiwan and China with data mining and analysis. The results under the two algorithms will serve as reference for future education training courses. In the end, in combination of back-propagation neural network to develop education training prediction model, the research offers reference for writing knowledge management system to enhance effects of personnel participation in training at corporations. [ABSTRACT FROM AUTHOR]

This article examines a study that was conducted on organizations in China's technology intensive industry located in the Pearl River Delta region. The study attempted to examine the relationship between human resources and organizational performance to see if there was a link between corporate culture and business strategy. The authors provide an examination of China's institutional environment and discuss their take on human resource management, noting that this department is often underutilized. They discuss the atmosphere of high technology firms and the necessity to develop environments that are conducive to creativity and innovation. The results they found showed that there was a positive correlation between human resource practices and overall organization performance.

In this paper, we expand the value-added intellectual coefficient (VAIC) model by constructing a comprehensive financial capital (FC) component. Human capital efficiency is subdivided into executive (EHCE) and nonexecutive human capital efficiency (NHCE). We have sampled listed agriculture companies (LAC) in China's Shanghai and Shenzhen A-share markets from 2009 to 2018 and categorized them as high-tech (HTAC) and non-high-tech agriculture companies (NHTAC). We find that capital employed efficiency (CEE) and EHCE have a significant positive effect on corporate sustainable growth (CSG) of HTAC but no significant effect on CSG of NHTAC, while FC has a significant positive effect on both. These results suggest that companies, especially HTAC, should invest in human capital, and their executives and policymakers should develop effective knowledge management tools and begin accumulating the necessary intellectual capital to allow adaptation to their changing environment. In the spirit of the intellectual agriculture concept, we present some new ways to study the performance of agricultural companies using intellectual capital and offer suggestions that can help to modernize the industry. [ABSTRACT FROM AUTHOR]