mohammad khademi kolahlou; seied mohammad sahebkar khorasani
Volume 26, Issue 3 , November 2022, , Pages 70-93
Abstract
The emerging literature of human capital promotes the role of knowledge staff as a key source of innovation in knowledge-based and innovator companies and requires innovative employee capabilities in terms of management programs. In that regard, this research aimed to provide a model of human resource ...
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The emerging literature of human capital promotes the role of knowledge staff as a key source of innovation in knowledge-based and innovator companies and requires innovative employee capabilities in terms of management programs. In that regard, this research aimed to provide a model of human resource management in knowledge-based and innovator companies with a mixed approach (qualitative-quantitative). The qualitative section was performed using the meta-systhesis method and as a result of a seven-stage process, a total of 32 documents were selected as a qualitative division sample and analyzed. A quantitative section was also descriptive using survey method. Sampling was carried out in a convenience sampling and 102 managers and employees of knowledge-based and innovator companies participated in research. Data were analyzed during the process of initial and secondary coding and data collected data were analyzed using SPSS software and SMART PLS software and in two descriptive and inferential sections. The findings of the qualitative section in the form of 8 key functions and 51 duties of human resource managers were counted and presented, and the results of survey also confirmed the pattern fitting, which was compensating for services and motivation; Education, development and creation of learning environment; timing and participation; management of performance evaluation; management of talent and competence; maintain and promote knowledge worker; identification, recruitment and employment and human resources policies in order, are among the most important human resources policies functions of knowledge-based and innovator companies.
Asghar moshabaki; Behrooz Ghlichlee
Volume 11, Issue 3 , October 2007, , Pages 233-260
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 ...
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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.
