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In this study, the authors employ an intellectual-capital based view of the firm to examine the relationship between three bundles of human resource development (HRD) practices (i.e. developmental, constructive and collaborative HRD practices), three dimensions of intellectual capital (i.e. human capital, organizational capital and social capital), and organizational performance improvements. Specifically, the authors investigate the mediating role of intellectual capital in the relationship between HRD practices and changes in organizational performance.

The authors randomly distributed questionnaires to 1,000 HR executives of Taiwanese firms to assess the firms' HRD practices and intellectual capital. Firm performance data in terms of return on assets (ROA) were obtained from the Taiwan Economic Journal (TEJ). To test the model, the authors used the longitudinal data over three years from 213 firms in Taiwan.

The results show that human capital and social capital mediate the relationship between HRD practices (i.e. developmental and collaborative HRD practices) and organizational performance improvements in terms of return-on-assets growth.

This study adds to the empirical evidence regarding whether or not investment in HRD practices can lead to positive changes in financial performance.

The review aims to demonstrate a broader perspective of human capital and employee well-being concept. Moreover, the study attempts to analyse theoretical notions underlying human capital and well-being relationship and thus to guide the integration of two distinct concepts.

This review followed the systematic literature search protocols from the Academic Journal Guide 2018 generated by the Chartered Association of Business Schools. Sixty-nine quantitative research papers were selected for the review.

Human capital is not only about individual competence but includes acquisition, utilization and development of competence in a broader sense. Employee well-being has been discussed from subjective and objective viewpoints and categorized into happiness, health and financial aspects. The review results suggest that various organizational theories, workplace learning and learning organization perspectives underlie human capital and well-being relationship. The review guides that the high involvement working model encapsulates well-being as part of human capital development.

This review discusses practical implications for human resource management practitioners.

This review is a unique attempt to assess the human capital and well-being literature systematically.

The purpose of this paper is to investigate the relation between voluntary accounting changes (VACs) and post-earnings announcement drift. In addition, the authors examine how accounting choice heterogeneity moderates such association.

The authors collect VAC firms in the US in the period from 1994 to 2008 and identify the heterogeneity of accounting choices between VAC and non-VAC firms. To test the hypotheses, the authors consider a 10-Q filing window and a post-filing drift window. The 10-Q filing window begins from one trading day before and ends on one trading day after the quarterly report filing date. The post-filing drift window begins from two trading days after the filing date and ends on 60 trading days with respect to the earnings announcement date.

The results demonstrate that, overall, VAC does not affect the three-day market reactions to 10-Q filings. However, after taking into account the accounting choice heterogeneity, the authors observe that VAC is positively related to the market reactions to surprises and negatively associated with the post-filing period drift.

The paper contributes to the literature by showing that VACs affect the market’s responses to 10-Q filings only when such change results in different accounting practices compared to the VAC firm’s major competitors. Furthermore, given the change with heterogeneity requires more time to process, VACs are related to post-filing announcement drift.

The purpose of this paper is to establish how small- and medium-sized enterprises (SMEs) in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries can sustain or improve their competitive advantage by integrating specific resources and capabilities. The paper seeks to offer an alternative framework “resource capability-based view (RCBV)” that provides a strategic marketing direction for SMEs regarding how innovative marketing practices and dynamic marketing capabilities integrate to create sustainable market advantage.

This current paper employed a quantitative survey design with a positivist methodological research paradigm. The paper used a multi-stage stratified and simple random sampling technique to collect data from 591 manufacturing SMEs in Ghana. SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries were sampled for the study. A structural equation model was employed to test the study hypotheses to arrive at the findings.

The study found that product design and packaging innovations, promotion innovations, retail innovations and pricing innovations provide sustainable market advantage for water, beverage, detergent and metal fabrication SMEs. The paper also found that new product designs and packages are the major drivers of sustainable market advantage followed by innovative retail outlets. The paper further originated that integrating marketing competence (marketing resources and marketing capabilities) and innovative marketing activities provides a marginal improvement in competitive advantage. Physical resources may result in market advantage but integrating physical resources with dynamic marketing capabilities provides sufficient competitive sustainability in a competitive market.

SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries should prioritise their key marketing resources and capabilities in product designs, promotion, pricing and retailing innovations in order to sustain market advantage. Old products should not be faded from the market but rather SME managers should employ innovative retail strategies, such as eco-friendly advertising, product re-branding and digital platforms (social network sites and websites), which are important to sustaining market performance. Government must develop targeted policies to bridge the information gap between SMEs and research institutions such as universities through regular subsidised entrepreneurial training and creation of semi-annual industry-academic fairs. The main theoretical contribution of this current paper is the development of “RCBV” as a framework which shows how SMEs can integrate specific resources and capabilities to achieve sustainable market advantage. This framework offers an integrative view of conventional resource-based view and dynamic capability theory (DCT) which are independently examined in the literature.

This current study has proposed an integrated and elaborative approach to the conventional resource-based view and DCT which does not provide a composite understanding in the literature. SMEs may lack the needed resources and capabilities to introduce new products or extant product lines but this paper has demonstrated that how SME can sustain market advantage of existing product(s) by synchronously using specific marketing resources and capabilities. The proposed framework offers a guide for SMEs to integrate their physical resources and capabilities to sustain their market advantage.

This study attempts to probe within a multi‐dimensional perspective the nature and type of daily innovation practices of small‐ and medium‐sized enterprises (SMEs) located in Taiwan. The relationship between innovation and organizational performance will also be explored.

Data of interest were collected through a telephone survey. From the 2000 Directory of Manufacturing and Service Industries in Northern Part of Taiwan, companies with a total employee number less than 200 (the definition of an SME in Taiwan) were the population. Telephone calls to 877 firms were successfully completed with a response rate of 87 per cent.

Eighty per cent of the surveyed companies conducted some sort of innovation, the two major types of innovations were technological and marketing innovations. Innovation has a weak link with company sales. Administrative innovations have surfaced to be the most crucial factor in explaining sales rather than technological innovations.

Creating a successful innovation platform to serve as a base for non‐technology‐related innovations may prove to be the most critical catalyst to capitalize on innovation efforts. The research results also provide some insights for companies that are not sure how to integrate innovation into their business operations.

This study unveils the innovation practices of this novel economy and particularly focuses on the less explored SMEs in an Asian context.

The purpose of this study is to determine whether personal assets or organizational investments from an intellectual capital perspective have an influence on employee commitment in the Taiwanese cultural creative industries.

This study used a cross‐level design to conduct a questionnaire survey. The research variables covered two levels: individual level (personal human capital and organizational commitment); and organizational level (organizational intellectual capital). The authors contacted 39 small and medium‐sized enterprises (SMEs) in Taiwan's cultural creative industries, requesting their participation in the study, and 27 managers and 86 employees in 27 cultural creative firms provided research information. The response rate was 69 percent for managers and 44 percent for employees, respectively.

The research results indicate that both personal human capital and organizational intellectual capital were antecedents of organizational commitment. For personal human capital, employees with higher levels of education are less committed to organizations. Tenured employees were found to be more committed to organizations. However, the authors did not find a significantly positive effect of personal age on commitment. In regard to organizational intellectual capital, the stocks of human capital and social capital increased organizational commitment. Interestingly, organizational capital reduced organizational commitment for employees in cultural creative industries.

To the authors' knowledge, this is the first study to examine the cross‐level antecedents of organizational commitment from an intellectual capital perspective. In addition, the authors provide some empirical evidence focusing on one emerging industry in Taiwan, i.e. cultural creative industries.

For this paper, the authors focus on Porter’s competitive advantage. Hybrid strategy refers to how a firm creates value vis-à-vis competitors by simultaneously relying on lower costs and greater differentiation to achieve a competitive advantage. This strategy emphasises both and aims to provide much more monetary value to customers through the combination of reduced cost and a higher rate of differentiation. In addition, this research focuses on family small and medium-sized enterprises (SMEs), because they have particularities arising from the incorporation of family members both as owners of the SME and in managerial positions. The porpose of this study is to analyse whether the existing differences produced by the role of the family in strategic decision-making and the concentration of family power have a higher impact on performance and innovation than non-family SMEs.

Structural equation modelling was used to analyse Spanish firms with fewer than 250 employees. This study randomly selected SMEs operating in Spain from the Spanish Central Business Directory (2021) database. The overall sample design was based on stratified sampling.

SMEs are facing new challenges, and this has led to the emergence of new competitive strategies. Companies have started to combine differentiation strategies with cost strategies to achieve superior performance and better adapt to these changes. This study confirms a positive relationship between the adoption of hybrid strategies and market performance in SMEs. In addition, hybrid strategy reinforces innovation, which has a mediating role between hybrid strategy and market performance. Finally, the findings indicate that family SMEs achieve a greater impact of hybrid strategy on innovation than non-family SMEs. Moreover, innovation plays a mediating role only in the case of family firms, which enhances the relationship between hybrid strategy and market performance.

For SMEs to survive in turbulent environments, this study proposes the adoption of hybrid strategies instead of pure strategies. The novel model links hybrid strategy (as opposed to “stuck in the middle”), innovation and market performance. The research is valuable for owners and managers of family SMEs because this study finds differences in the relationships studied compared to non-family SMEs.

Under the tenets of conservation of resources and role theories, this study has aimed to draw up and test a moderated-mediation model. The model postulates job burnout (JB) as a mediator between role stress (RS) and organizational commitment (OC) while transformational leadership (TFL) as a moderator to such mediation.

For this cross-sectional study, multisource field data from the service industry was collected using a convenient sampling procedure. A total of 354 employees participated in the anonymous survey. The proposed model of the study was tested with a hierarchical regression approach using Hayes PROCESS macro.

The data fitted best for the four-factor measurement model of the study. Afterward, the authors found that RS directly affected employees’ perception of OC. The relationship between RS and OC was partially mediated by JB. The authors ascertained the transformational leader’s buffering role between the RS-JB relationship and the transformational leader’s contingent indirect effect as well.

This research is a first-of-its-kind investigation into enlightening the direct and indirect link via JB between RS and OC and the moderating effect of TFL on such indirect effect in a rarely studied organizational setting of a developing country.

The purpose of this study is to propose a model to evaluate the performance of organizational units considering intellectual capital (IC) and employee loyalty approach applying principal component analysis and data envelopment analysis (PCA-DEA) method.

Organization units are considered as decision-making units, IC components including human capital (HC), structural capital (SC) and customer capital are inputs and employee loyalty is output. The principal component analysis was used to converts inputs and outputs into the independent variables. As a return to scale is variable, a modified envelopment input-oriented BCC model applied to obtain the efficiency of organization units. Also, all units of organization are ranked. Eventually, sensitivity analysis performed to show how input variables influence on output variable.

Operation, design and construction, production planning, internal affairs, quality control and security were recognized as efficient units. Also, units of operation, internal affairs and quality control ranked first to third, and the human resource unit earned the last rank. In addition, results of sensitivity analysis on input variables showed that the order of impact intensity is: customer capital, HC and SC, respectively.

Existence a framework for the development of human resource strategies and prioritization in the allocation of organizational resources to improve the performance of the organization considering human resources is vital. Most of the previous studies, just have examined the impact of IC on different dimensions of organizational performance. Meanwhile, evaluating the performance of IC with employee loyalty approach, using PCA-DEA simultaneously can evaluate and measure the impact of IC on the performance of the organization and its units regarding employee loyalty, which has a significant impact on improving the organization’s level of IC and human resource management.

This article focusses on the hybrid strategy, a simultaneous combination of cost leadership and differentiation strategy. The study aims to examine the impact of hybrid strategy on firm performance through its anticipated positive effects on process and product innovation. In addition, we study the moderating role of adaptive capacity in the direct relationships of hybrid strategy with process and product innovation.

Structural equation modelling was used to analyse 1,842 Spanish firms with fewer than 250 employees. We randomly selected small and medium-sized enterprises (SMEs) operating in Spain from the Spanish Central Business Directory (2021) database. The overall sample design was based on stratified sampling.

We found that hybrid strategy is positively related to firm performance and to process and product innovation. Additionally, in firms implementing hybrid strategies, process innovation fostered firm performance. Finally, adaptive capacity strengthened the relationships of hybrid strategy with process and product innovation. This sheds light on how and when hybrid strategy is most effective in fostering SME performance.

We highlight that SMEs need to establish strategies that use diverse resources and capabilities and not just generate competitive advantage using one strategy (cost leadership or differentiation strategy). This requires an agile and flexible systems and structures.

Our research provides novel results by proposing the adoption of hybrid strategies instead of pure strategies (cost leadership and differentiation strategy) as a way for SMEs to survive during crises. Unlike “stuck in the middle” strategies, our study demonstrates the importance of hybrid strategies in a comprehensive model that links them to innovation and firm performance, with adaptive capacity being a determining factor.