Bridging Intellectual Capital Management, Technological Orientation, Innovativeness and Innovative Performance in KIBS: a new perspective

• Published in: Journal of intellectual capital Vol. 26; no. 2; pp. 526 - 561
• Main Author: Dinu, Elena
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 04.03.2025; Emerald Group Publishing Limited
• Subjects: Business services; Competitive advantage; Context; Core competencies; Corporate culture; Dependent variables; Empirical analysis; Human capital; Innovations; Intellectual capital; Intellectual property; Knowledge; Knowledge management; Managers; Strategic management; Technology; Technological Orientation; Intellectual Capital Management; Innovative Performance; Innovativeness; Knowledge-intensive business services (KIBS)
• DOI: 10.1108/JIC-04-2024-0123
• ISSN: 1469-1930

PurposeMany authors have recognised multiple research gaps at empirical and theoretical levels regarding the interplay between the management of intellectual capital (IC) and the development of innovation capabilities from a strategic approach to technological opportunities, especially in knowledge-intensive business services (KIBS). This paper endeavours to provide answers to some of these research questions by relying on empirical observations in the context of an emergent economy.Design/methodology/approachAfter reviewing the literature through the lenses of the IC and knowledge-based view, the paper operationalises IC as a formative construct and explores its relationships with Technological Orientation, Innovativeness and Innovative Performance. This investigation employs structural equation modelling to analyse data collected through a questionnaire from a sample of KIBS members in a cross-sectional study.FindingsThe research confirms the positive influence of human capital on a company’s Technological Orientation, which in turn impacts Innovative Performance in KIBS. Structural and relational capital positively affect Innovativeness and the latter directly impact performance. All other IC components were found to determine the dependent variables through a mediated effect.Research limitations/implicationsThis research has several limitations. Firstly, it has to be stressed that the significance of the statistical findings is dependent on the sample size, and the results’ explanatory power and effect size cannot be extrapolated to other demographics in different regions or sectors. Secondly, it should be observed that the results of the empirical research can be affected by the respondents’ subjectivity in assessing the items and their perception of reality when providing the answers. Thirdly, this is a cross-sectional study, and results concerning, e.g. the Innovative Performance may be subject to change over a longer period of time, though items in this construct have inquired about results obtained over time. Finally, given the purpose of the research, the outcome may be limited to the research model design. Future research could attempt to replicate the results by investigating other demographics and other regions and by employing a longitudinal study.Practical implicationsThe study highlights the value added by adequate management of all IC elements, as they affect the output of organisational business strategies and processes in an integrated manner. An organisational technological strategy that is based on up-to-date technologies, the embeddedness of technology in the organisational processes and the staff’s continuous technical/digital upskilling are conducive to competitive advantage and business success in KIBS. High competencies and skills that are continuously renewed through training as well as the acquisition of digital competencies, play an influential role in generating innovative capabilities that lead to business performance. Flexible and efficient business processes, the company’s support for informal knowledge sharing between employees and its ability to exploit new knowledge to sustain growth are prerequisites for KIBS’ success. Promoting an organisational culture of trust and collaboration, making the staff feel valued and satisfied and effectively using digital technologies for communication are all significant factors in supporting the development of innovation capabilities.Social implicationsThis research proves that IC management, viewed as an integrated construct comprising human, structural and relational capital management, significantly affects Innovativeness through the development of technology-based innovative capabilities. Furthermore, in a context where KIBS (and other companies) nowadays compete in a digital environment, technology and technical knowledge are paramount for a company’s success. The study validates in an aggregated model the role played in innovation by the management of knowledge and technical knowledge embodied in the employees’ competencies and know-how, the management of tacit and explicit knowledge developed by the structural capital and the management of stakeholder knowledge accumulated by the relational capital.Originality/valueThis research takes a fresh and comprehensive perspective to investigate how IC management can impact Innovativeness and Innovative Performance in KIBS by focusing on the nexus with the organisations’ Technological Orientation. The paper makes an original contribution to research concerning IC, KIBS, technology and innovation based on empirical evidence and a new approach to assessing IC as an aggregate rather than by looking at individual components.