Abstract In today’s dynamic environment where we are witnessing the digital age and Industry 4.0, having innovative products and processes has become a necessity. Recent theories state that intellectual capital as a strategic knowledge resource plays a key role in achieving superior innovation performance, and having dynamic capabilities to reconfigure knowledge resources and respond to innovation opportunities is critical. Therefore, the present research is aimed at examining the relationships between intellectual capital, product innovation, and process innovation performance, and it also investigates the mediating roles of digital and agile reconfiguration capabilities in these relationships. The current study is a quantitative research that has adopted a descriptive-correlational research design. The study has carried out a questionnaire-based survey, gathering data from top managers of 127 medical equipment manufacturers. To assess the validity and reliability of the measurement model, confirmatory factor analysis was used, and to examine the structural model and research hypotheses, partial least squares structural equation modeling was implemented. The findings have revealed that intellectual capital as a strategic knowledge resource exerts positive influence on product and process innovation performance, and digital and agile reconfiguration capabilities partially mediate these relationships. Accordingly, intellectual capital is necessary to augment product and process innovation performance, but to effectively leverage this knowledge resource, medical equipment manufacturers need to have complementary dynamic capabilities, such as digital and agile reconfiguration capabilities.

Abstract Developing marketing capabilities without paying attention to intellectual capital and especially human capital is impossible.On the other hand, dynamic economic environment requires attention to the importance of transformational leadership development in organizations; because these leaders have a great role in the process of creating the human capital and other dimensions of intellectual capital and consequently, improves organizational performance. This paper explores how employees’ perceptions on leaders’ transformational style positively affect their human capital benefits and consequently affect other components of intellectual capital and ultimately marketing capabilities  of business organizations. For these purposes, 368 responses from middle and top level management of small and medium sized businesses operating in the food industry located in industrial zones across the country were selected by multistage cluster sampling. The results show that transformational leadership factors have strong and significant potential to influence employee perceived human capital benefits, and most importantly, human capital, with the influence of other components of intellectual capital, plays a mediating role in the relation between transformational leadership and other components of intellectual capital. Finally, evidence suggests the direct and significant impact of informational capital, structural capital, and relational capital on marketing capabilities of small and medium-sized of enterprises operating in the food industry of IRAN.  

Abstract As the business environment continues to shift into more knowledge-based services, companies who are recognizing the true importance of intellectual capital are going to be more successful. So, in contemporary organizations, one of the most important decisions made by mangers is intellectual capital management and measurement. Also intellectual capital measurement relies heavily on concise and parsimonious indicators. In this regard choosing the appropriate indicators among too many existing indicators is not so easy and needs some criteria. It also needs some tools such as GSS to facilitate the criteria definition and to weighting. managers after defining the criteria based on the context of the organization by can select the appropriate indicators based on these criteria. This paper reports on an empirical study which introduces a GSS framework for selecting intellectual capital measurement indicators implemented in an automobile manufacturer in Iran in three phases: 1. Investigating the criteria for the evaluation of intellectual capital measurement indicators based on fuzzy AHP approach. 2. 2.Ranking intellectual capital measurement indicators based on the criteria, and 3. Defining some rules to select the intellectual capital measurement indicators in an automobile manufacturer in Iran. indicators in an automobile manufacturer in Iran.

Abstract In a knowledge-based economiy, products and companies live and die on information and the most successful companies are the ones who use their intangible assets better and faster. Researches have indicated that inverse decreasing returns of traditional resources such as land, money, machinery etc. Knowledge is realy a resource to increase business performance. From a strategic perspective, intellectual capital (IC) is used to create and enhance the organizational value, and success requires IC and the ability to manage this scarce resource controlled by a company. In addition, one of the most important organizational capabilities is social capital that can contribute to create and share knowledge in organizations and to make sustainable organizational advantage for them in comparison with their competitors. Thus, the objective of the present descriptive and analytical research was to discuss the role of intellectual capital and social capital in competitive advantage in two automobile maker companies in Iran. Statistical community of the research consisted of supervisors, general managers and top managers. The obtained results indicated that there was a significant positive relationship between the social capital and intellectual capital in the two studied companies. Also, their intellectual capital had direct impact on their competitive advantage. However, their social capital had indirect impact on their competitive advantage.