Proceedings of the 8th International Conference on Intellectual ...

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Ya-Hui Ling Hypo<strong>the</strong>sis 2 There is moderating effect <strong>of</strong> environment dynamism on <strong>the</strong> relationship between intellectual capital and global performance. 2.3 Intellectual capital complementarity and global initiatives Most previous studies conclude that <strong>the</strong>re are interaction effects among <strong>the</strong> three forms <strong>of</strong> IC. For instance, structural capital enhances human capital’s productive potential by providing employees with a supportive, yet socially complex infrastructure (Edvinsson and Malone, 1999; Reed, Lubatkin, and Srinivasan, 2006). Generally speaking, <strong>the</strong> accumulation <strong>of</strong> structural capital will be associated with a firm’s stock <strong>of</strong> core personnel (human capital) (Juma, 2005). In addition, human capital (education, training, skills, etc) will only bring in critical new resources when it is coupled with relational capital (social networks) (Blyler and C<strong>of</strong>f, 2003; Reed et al., 2006). Relational capital’s productive potential lies primarily in its ability to leverage <strong>the</strong> productivity <strong>of</strong> human capital (Rosenthal, 1996; Chung and Gibbons, 1997; Hargadon and Sutton, 1997; Kraatz, 1998; Tsai and Ghoshal, 1998; Florin, Lubatkin, and Schulze, 2002). That is, <strong>the</strong> more a firm’s human capital is enhanced by social linkages, <strong>the</strong> more employees become attractive to additional informationally enriched and high-status social ties, and so on (Reed et al., 2006). Accordingly, <strong>the</strong> following hypo<strong>the</strong>sis is proposed. Hypo<strong>the</strong>sis 3 One or more <strong>of</strong> <strong>the</strong> two-way or three-way interactions (among three forms <strong>of</strong> IC) will have positive impact on global initiatives. 3. Methodology 3.1 Measurement 3.1.1 Intellectual capital Three dimensions are identified to measure <strong>the</strong> IC variable: human capital, structural capital, and relational capital. Human capital refers to <strong>the</strong> human capital which enables a firm to compete in <strong>the</strong> global markets (Huang, Roy, Ahmed, Heng, and Lim, 2002; Chen and Lin, 2003; Ling and Jaw, 2006). Structural capital refers <strong>the</strong> knowledge embedded in organizational structures and processes, and it is <strong>the</strong> sum <strong>of</strong> all assets that make <strong>the</strong> creative ability <strong>of</strong> <strong>the</strong> organization possible (Edvinsson and Malone, 1999; Guthrie and Petty, 2000; Bozbura, 2004; Seleim et al., 2004; Cuganesan, 2005). Relational capital refers to <strong>the</strong> relationships with external stakeholders which enable a firm to compete in <strong>the</strong> global markets (Cuganesan, 2005; Bruton, Dess, and Janney, 2007). Sample questions <strong>of</strong> intellectual capital include “in my organization, <strong>the</strong> top management teams are able to integrate and lead cross-cultural work teams”, “in my organization spreads product information to potential international customers through its business partners”, “in my organization, databases are available to employees all over <strong>the</strong> world to provide instant solutions or reference information to work-related problems”, etc. 3.1.2 Global performance Both financial and non-financial performance (global initiatives) metrics are used to measure a firm’s global performance. Following Ling and Jaw’s (2006) study, we use a five point Likert scale to measure a firm’s financial performance. Items include relative average earning per share and average operation revenue (after-tax net income) for <strong>the</strong> past 3 years. Global initiatives refer to <strong>the</strong> proactive and deliberate entrepreneurial pursuit <strong>of</strong> a firm which enables it to compete globally (Birkinshaw and Fry, 1998; Birkinshaw, Hood, and Jonsson, 1998; Ling and Jaw, 2006). Two constructs are identified to measure a firm’s global initiatives: (1)global marketing, and (2)global innovation (Pucik, 1992; Birkinshaw et al., 1998; Ling and Jaw, 2006; Ojeda-Gomez et al., 2007). Global marketing measures a firm’s ability to tap into new opportunities in markets around <strong>the</strong> world, and deliver superior value to customers (Pucik, 1992; Lado and Wilson, 1994; Birkinshaw et al., 1998; Hitt et al., 1998). Global innovation measures <strong>the</strong> innovation output and work products, but not on <strong>the</strong> innovation process (Kuratko and Hodgetts, 1992). Sample questions <strong>of</strong> global initiatives include ““my organization enjoys higher percentage <strong>of</strong> long-term customers than international competitors”. “my organization has more new technology or new products than international competitors”, etc. 3.1.3 Environmental dynamism Environmental dynamism measures environmental instability or volatility, which is characterized by rapid rates <strong>of</strong> change and innovation in <strong>the</strong> industry as well as <strong>the</strong> uncertainty or unpredictability <strong>of</strong> <strong>the</strong> 346
Ya-Hui Ling action <strong>of</strong> competitors and customers (Miller and Friesen, 1983; Dess and Beard, 1984; Juma, 2005). Sample questions include “a larger number <strong>of</strong> competitors in this industry”, “high speed <strong>of</strong> new product/service launching”, “short product (service) life cycle”, etc.. 3.2 Sampling procedure and sample pr<strong>of</strong>ile Sample was selected from <strong>the</strong> Taiwanese top 1,000 companies list published. Following Gergory, Lumpkin, and Covin’s (1995, 1997) studies, we adopted a type <strong>of</strong> purposive sampling used in exploratory research in which <strong>the</strong> researcher selects a sample to meet specific criteria (Emory and Cooper, 1991; Kerlinger, 1986). The selection criteria were companies located in Taiwan, but competing globally. As a result, only those with foreign subsidiaries were included in our questionnaire-mailing list. A broad group <strong>of</strong> organizations and industries were included in our study to increase <strong>the</strong> generalizability <strong>of</strong> <strong>the</strong> findings. Altoge<strong>the</strong>r 324 firms took part in <strong>the</strong> study. 4. Analyses and results 4.1 Confirmative factor analyses Confirmative factor analyses were first conducted to determine <strong>the</strong> proper dimensions for <strong>the</strong> IC, and global initiatives instrument. A confirmatory factor model <strong>of</strong> IC was first obtained using AMOS 7.0. Results from this approach revealed that <strong>the</strong> overall model provided a good fit to <strong>the</strong> data (χ2/df = 1.267, RMSEA = 0.040, NFI = 0.925, CFI = 0.983; RFI = 0.899; IFI = 0.983; TLI = 0.977). It is confirmed that IC can be separated into three dimensions, namely, human capital (α = 0.8933), relational capital (α = 0.8097), and structural capital (α = 0.8806). After that, ano<strong>the</strong>r confirmatory factor model <strong>of</strong> global initiatives was obtained, and <strong>the</strong> results also indicate a good fit to <strong>the</strong> data (χ2 = 116.652, df = 55, χ2/df = 2.121, RMSEA = 0.082, NFI = 0.913, CFI = 0.951; RFI = 0.876; IFI = 0.952; TLI = 0.931). It is confirmed that global initiatives can be separated into two dimensions, i.e. global marketing (α = 0.8334) and global innovation (α = 0.8775). The reliability <strong>of</strong> financial performance (α = 0.9535) and environmental dynamism (α = 0.7860) are also acceptable. 4.2 SEM analyses Several SEM models were <strong>the</strong>n depicted to investigate <strong>the</strong> influence <strong>of</strong> IC and its complementary effect on global performance (model 1) and <strong>the</strong> moderating effect <strong>of</strong> business environment (model 2 and model 3). Given that looking independently at any one <strong>of</strong> <strong>the</strong> subcategories most certainly results in an incomplete account <strong>of</strong> an organization’s IC, in <strong>the</strong> following analyses, IC will be depicted as a latent variable comprised <strong>of</strong> human capital, relational capital, and structural capital. The complementary effect was estimated with three two-way interaction effects (human capital*relational capital, human capital*structural capital, and relational capital*structural capital). Table 1 shows <strong>the</strong> model fit and standardized path coefficients <strong>of</strong> <strong>the</strong> 3 SEM models, and some interesting findings are revealed as follows. Table 1: The influence <strong>of</strong> IC and its complementarity on global initiatives (standardized path coefficients) IC → Global innovation Model 1: all samples N=324 Model 2: firms operating in low dynamic context N=177 Model 3: firms operating in high dynamic context N=146 3.36*** 0.81 0.17** IC→ Global marketing 3.55*** 0.14** 0.10 IC complementarity → Global innovation IC complementarity → Global marketing -2.73*** 0.30** 0.52*** -2.93*** 0.39*** 0.50*** 347
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
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Shaheed Hartley It is very difficul
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A Community Framework for Knowledge
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Igor Hawryszkiewycz between communi
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Figure 4: Modeling knowledge subsys
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Igor Hawryszkiewycz Prahalad, C.K.,
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Eli Hustad and Aurilla Aurelie Bech
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Does Knowledge Stickiness Affect a
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Nurul Indarti knowledge (Nelson and
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3. Research methods 3.1 Research in
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Coded knowledge Nurul Indarti The f
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Nurul Indarti Arrow, K. J. (1969).
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Organizational Learning in Pr<stron
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Brigita Janiunaite et al. learn and
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Brigita Janiunaite et al. given dif
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Brigita Janiunaite et al. empowered
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Brigita Janiunaite et al. A statist
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Brigita Janiunaite et al. learning
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Balancing the Ince
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Giedrius Jucevičius safeguard and
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Giedrius Jucevičius nature <strong
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Giedrius Jucevičius motivating fac
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Giedrius Jucevičius Ghosh, T. (200
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Palmira Juceviciene and Vyda Mozuri
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Robertas Jucevicius relations shoul
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Robertas Jucevicius do not know whe
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Robertas Jucevicius and innovation
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Robertas Jucevicius Lawton Smith, H
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Annukka Jyrämä et al. knowledge c
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Page 325 and 326: Harri Ketamo conceptual structure a
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Page 353 and 354: Results Sophie Le Bellu and Benoit
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Page 371 and 372: Intellectual Capital Intellectual C
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Page 405 and 406: Maria Cristina Morariu economy and
Page 407 and 408: Table 1: Literature review summary
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Page 411 and 412: 4.2 Correlation analysis Maria Cris
Page 413 and 414: 4.3 Regression analysis Maria Crist
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Bertrand Pauget and Ahmed Dammak Mo
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Bertrand Pauget and Ahmed Dammak no
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Bertrand Pauget and Ahmed Dammak th
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Bertrand Pauget and Ahmed Dammak Sa
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Wannapa Pipattanawong et al. cannot
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Wannapa Pipattanawong et al. 3.2 Do
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Wannapa Pipattanawong et al. Moreov
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The Dark Side of S
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Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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