Daniele Giampaoli, Francesca Sgrò, Massimo Ciambotti and Nick Bontis
This study aims to provide empirical evidence on the linkage between knowledge management (KM), intellectual capital (IC), planning effectiveness (PE) and innovation performance…
Abstract
Purpose
This study aims to provide empirical evidence on the linkage between knowledge management (KM), intellectual capital (IC), planning effectiveness (PE) and innovation performance in Italian small and medium-sized enterprises (SMEs).
Design/methodology/approach
Survey data from 172 Italian SMEs was collected through an online questionnaire and analyzed using structural equation modeling (partial least square).
Findings
Results show that KM practices have a positive direct impact on each IC component which influences PE. Finally, structural capital and PE have a positive direct impact a firm’s ability to innovate.
Research limitations/implications
For researchers, this paper fills an important gap in the academic literature by conceptualizing and empirically testing the link between IC and PE. The main practical implication of this study is that developing intangible resources is of particular importance for strategic decision-making in SMEs. The focus on Italian SMEs limits the generalizability of the results.
Originality/value
This study provides empirical evidence on how KM and IC interact and mutually drive PE. Second, results shed light on the importance of IC to enhance a firm’s ability to reach its goals. Finally, the focus on SMEs enriches the extant literature in the field confirming the vital role of KM and IC in managerial decision-making.
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Nick Bontis, Massimo Ciambotti, Federica Palazzi and Francesca Sgro
The purpose of this paper is to provide empirical evidence of the relationship between intellectual capital (IC) and economic performance, with focus on social cooperative…
Abstract
Purpose
The purpose of this paper is to provide empirical evidence of the relationship between intellectual capital (IC) and economic performance, with focus on social cooperative enterprises (SCEs) that work in non-profit sectors.
Design/methodology/approach
A survey was developed and administered in Italy. A final sample of 151 SCEs participated in the study. Data were collected on IC measures, social enterprise activities and economic and mission-based performance outcomes.
Findings
Two hypotheses that proposed a positive association between IC sub-components (i.e. human capital, structural capital and relational capital) and the economic and mission-based performance of SCEs were tested. Findings highlight that human capital contributes to explain economic performance which is positively affected by the presence of graduate employees and value added per employee. However, economic performance is negatively affected by the yearly training per employee. In addition, human and relational capital contribute to explain mission-based performance which is positively affected by yearly training, the value added per employee and the quality of relationships with customers. However, mission-based performance is negatively affected by the relationships’ quality with the reference territorial community. Therefore, relational capital would seem to affect only mission-based performance, and human capital influences both dimensions of corporate performance. Structural capital does not affect social cooperatives’ performance.
Practical implications
Some of the results in this study are particular to this research setting. It is therefore important for senior leaders of SCEs to take the results of general IC literature with a grain of salt. Whereas most of the academic literature generally supports the positive relationship of all IC sub-components (i.e. human, structural and relational capital) with performance outcomes, this is not the case in this particular study.
Originality/value
This is the first empirical study that has examined the linkages between IC sub-components and performance outcomes in SCEs in Italy.
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Massimo Ciambotti, Federica Palazzi and Francesca Sgrò
This paper aims to investigate the link between accounting, religion and art to understand the managerial approach of the Confraternity of Corpus Domini of Urbino and the…
Abstract
Purpose
This paper aims to investigate the link between accounting, religion and art to understand the managerial approach of the Confraternity of Corpus Domini of Urbino and the phenomenon of art commissioning between 1465 and 1513.
Design/methodology/approach
This study is based on the interpretive historical method used to understand, through accounting, the managerial role of confraternities within the economic activity of art commissioning. To this purpose, the present analysis is based on a primary source, represented by the book of revenues and expenses, named B1 (1465–1513).
Findings
The analysis has provided evidence of the role of Urbino’s Confraternity in supporting art commissioning and its capacity to invest significant resources in favor of the social, religious and institutional environment of the time. Results show the connection between Urbino’s Confraternity and painters based on their commissioning agreements, the relation between painters and the Ducal Court and, finally, the role of the Duke of Urbino in funding the Confraternity’s initiatives for painters. Thus, this study highlights the major role played by Urbino’s Confraternity in art commissioning, an instrumental part of the Confraternity’s mission.
Originality/value
This paper presents a unique case study that brings out the managerial approach in art commissioning through accounting documents which make activities and links visible.
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Francesco Zamboni, Paola Paoloni, Alberto Cavazza and Francesca Dal Mas
The study aims to investigate virtual relational capital (VRC) to evaluate to what extent virtual relations (VR), obtained by using new technologies, support the development of…
Abstract
Purpose
The study aims to investigate virtual relational capital (VRC) to evaluate to what extent virtual relations (VR), obtained by using new technologies, support the development of firms, also considering the increasing sustainability’s needs. The study addresses the literature gap on VRC dynamics through an empirical analysis.
Design/methodology/approach
The investigation focuses on a single case study in the lighting industry, deepening the case of a small Italian company. The case is analyzed through the lens of the CAOS framework model by Paoloni, nurtured through direct semi-structured interviews with the entrepreneur and some managers and consultants, and data collected via web scraping.
Findings
VRC, obtained by the use of new technological tools, contributes to developing and fostering the innovation ecosystem in which companies need to create new skills and synergic alliances with other stakeholders. Moreover, VR can improve commercial and sales performance, stakeholder engagement and sustainability, including alignment with the circular economy and waste management principles. VRC can support smaller companies with more limited resources to connect to a broader range of actors, raising their voices with policymakers and other relevant international institutions.
Originality/value
The study contributes to the theoretical understanding of VRC, especially in an era in which new technologies play a fundamental role for both businesses and people. It also provides practical insights into how companies, especially smaller ones, can maximize their sustainable impact by strategically adopting virtual interactions with meaningful stakeholders like customers, key executive partners, industrial associations and policymakers.