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بخشی از مقاله انگلیسیعنوان انگلیسی:Examining the Effects of Intellectual Capital on Dynamic Capabilities in Emerging Economy Context: Knowledge Management Processes as a Mediator~~en~~

Abstract

This study aims to examine the effects of intellectual capital on dynamic capabilities and the mediating role of knowledge management processes. Based on the review of literature, a research model was proposed to examine this quantitative relationship. The model was empirically tested using 679 responses from the banking industry in India and applying Structural equation modeling analysis. It was found that intellectual capital with its three dimensions has significant effect on dynamic capabilities. Concerning to mediating role of knowledge management process, two patterns of association was found: Knowledge management process partially mediates the effect of organizational capital on dynamic capabilities and fully mediates the effect of human capital and social capital on dynamic capabilities. Based on these empirical insights, inferences and future avenues are further discussed in detail.

۱ Introduction

With the increasing market dynamism and global competition, the topic of dynamic capability has carved a significant place for itself in the research domain. It has become a need of the hour rather than an option to ensure firms growth and competitiveness (Chien & Tsai, 2012; Eisenhardt & Martin, 2000; Helfat & Peteraf, 2009; Lin & Wu, 2014; Teece, Pisano, & Schuen, 1997; Tseng & Lee, 2014; Zahra, Sapienza, & Davidsson, 2006). This intensifying need has garnered the strategic concern of research folks and practitioners towards the question: What facilitates dynamic capabilities And improving the understanding of the precursors of dynamic capability has been the subject of numerous contributions, which recognized the role of knowledge management (e.g., Prieto & Easterby-Smith, 2006; Tseng & Lee, 2014; Van Reijsen, Helms, Batenburg, & Foorthuis, 2014), organizational learning-culture, organizational-process-alignment (Hung, Yang, Lien, McLean, & Kuo, 2010; Hung, Lien, & McLean, 2009), knowledge-resources (Ambrosini & Bowman, 2009; Chien & Tsai, 2012; Eisenhardt & Martin, 2000; Griffith, Noble, & Chen, 2006; Lin & Wu, 2014; McKelvie & Davidsson, 2009; Nieves & Haller, 2014; Verona & Ravasi, 2003; Wang & Ahmed, 2007; Wu, 2006; Zollo & Winter, 2002) and others. Interestingly, in spite of this much consideration on what factors stimulate the development of dynamic capabilities, little empirical inquiry had explored the effects of intellectual capital (Hsu & Sabherwal, 2012; Hsu & Chao-Hung Wang, 2012) defined as the sum of organizational knowledge resources (Youndt, Subramaniam, & Snell, 2004). Often, inquiries had to rely upon high-technology firms to infer this linkage. Studies addressing this subject in the banking are limited. Besides, rarely the facets of intellectual capital have been examined, even when inquiries have cited these (Hsu & Sabherwal, 2012). From this, the effects of intellectual capital with its facets is still open for investigation and linkages of different knowledge-based resources and dynamic capability has yet waiting for clarification (Easterby-Smith, Lyles, & Peteraf, 2009; Nieves & Haller, 2014; Prieto & EasterbySmith, 2006). Knowledge-based-view (KBV) and dynamiccapability-view (DCV) maintain that knowledgebased resources act as a base for facilitating knowledge flow in organizational learning processes, which forms an essential mechanism for building dynamic capabilities (Ambrosini, Bowman, & Collier, 2009; Chien & Tsai, 2012; Grant, 1996a, 1996b; Kogut & Zander, 1992; Lin & Wu, 2014; Nieves & Haller, 2014; Nonaka & Takeuchi, 1995; Teece et al., 1997). These thoughts emphasize the role of knowledge management process in leveraging, integrating, and reconfiguring knowledge-based-assets that is significantly associated with dynamic capabilities (Nielsen, 2006). This thought is constant with Pandza, Horsburgh, Gorton, and Polajnar (2003) submission that the process through which firm gains its abilities cannot be disconnected from how it obtains its knowledge. From this, the effect of intellectual capital on dynamic capabilities is far from immediate and it is through a mechanism, that is, knowledge management process. However, it is disappointing to annotate that the role of knowledge management process as an intervening mechanism between intellectual capital and dynamic capabilities is still underscored in the literature. In fact, there is hardly any research examining the processes that explain the path of dynamic capabilities development through the deployment of firm resources and execution of knowledge processes (Easterby-Smith et al., 2009). This continues the subsequent questions unanswered: Does intellectual capital effect the development of dynamic capabilities Is the effect of intellectual capital is mediated by knowledge management process To address these gaps, from the theoretical foundation of resource-based view (RBV), KBV and DCV, this study theorizes the notion that the intellectual capital will affect dynamic capabilities both directly and indirectly by facilitating and strengthening firms’ knowledge management process. This study tested the research model in the banking industry in India. Being a knowledgeintensive sector, banking industry entails a higher stock of knowledge primarily in terms of competence and skills (human capital), network relations between employees and clients (social capital) and technological knowledge (organizational capital) to make competitive strategies, create value, and sustain their competitiveness (Kamath, 2008; Mondal & Ghosh, 2012). These resources epitomize dynamic capabilities which create, integrate as well as reconfigure resources base to address changing business milieus (Teece et al., 1997) and can be developed through learning, repetitive practice, specific knowledge process and codified knowledge stored into formal procedures (Eisenhardt & Martin, 2000). Thus considering the significance of knowledge (intellectual capital), knowledge process (knowledge management process) for building dynamic capabilities, the examination of intellectual capital, and knowledge management with reference to evolution of dynamic capabilities is vital for banking industry. As India has become unified into the global economy and has been constantly evolving and diversifying, the economic and financial milieu in which the Indian banking firm is operating is also changing dynamically and in turn generates fierce global and domestic competition. They need directions how to integrate their assets and improve their ability to achieve sustainable operations (Kamath, 2007; Mondal & Ghosh, 2012). Here, dynamic capability emerged as a vital driver for corporate growth and for sustaining competitive advantage. It is indispensable for the banks to focus and invest in dynamic capabilities for addressing environmental fluctuations and in turn sustaining their competitiveness. Additionally prior studies were conducted specifically in developed economies, and, therefore, limit the applicability of findings in emerging economies like India. From this Indian context offers a robust setting for examining aforesaid research questions and such models. The present study surveyed 679 managers of banking firms in India and employed structuralequation-modeling (SEM) to investigate the research hypothesis. The remaining part of the study has the following arrangement. Theoretical background and hypothesis development are covered in this introductory section. Methodology and results are demonstrated next. Discussion along with implications deliberated subsequently. Finally, limitations, research directions and conclusions have been pondered.

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