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This book provides theoretical frameworks and empirical research findings to assist managers, academics and consultants gain a thorough understanding of intellectual capital and social capital as a base for improving their tasks. - Provided by publisher

PurposeThe literature shows several intellectual capital models. Nevertheless, there is little empirical evidence about the building blocks that form intellectual capital in practice. The purpose of this paper is to test the widespread categorization of human capital, structural capital, and relational capital with a survey applied to high‐technology firms from Spain.Design/methodology/approachFactor analysis was conducted with a sample of 49 firms (larger than 50 employees).FindingsThe results indeed demonstrate the existence of three main components of intellectual capital that, in general, fit the dominant structure proposed by other authors.Research limitations/implicationsBefore moving into an internationally accepted system for classification and measurement of intellectual capital, future research should seek a geographical and industrial agreement about the main components of this construct. In that direction, our empirical evidence provides only the experience of Spanish high‐tech firms; this experience could be different in other countries or industries.Practical implicationsIn this paper, managers interested in the field can find a useful guidance for structuring an intellectual capital balance sheet, taking the three proposed components as main dimensions, and the items of the survey as a measurement tool for analyzing the intellectual strengths and weaknesses of their firms.Originality/valueAcademics can also benefit from this research, taking it as a basis for replication studies about intellectual capital in other countries and/or industries. This article presents one of the first empirical tests of the theoretically accepted components of intellectual capital.

In the present business landscape, relations between firms are one of the most valuable assets. This work points out the main agents to which firms are related, and which build up their relational capital. This proposal highlights the gathering of agents in different levels; one of them constituted by the relations with customers, suppliers, partners, and investors; and the second one related to the relations with state or public sector entities, regulatory institutions, and with the community, as part of a wider or more general environment. Once presented, relational capital, the strategic relevance of corporate reputation is discussed, with a trigger and moderator role for all the previously mentioned relations.

Theoretical framework -- Firm's intellectual capital -- Technological innovation -- The role of intellectual capital in technological innovation -- Methodology -- Research results -- Conclusions, limitations and future research

PurposeThe elements that constitute the organizational capital or capital of the firm, namely its culture, structure, organizational learning, can be a source of competitive advantage. This paper is an attempt to assess organizational capital from the resource‐based view.Design/methodology/approachFrom an extensive literature review, an assessment framework for intellectual capital is developed.FindingsBy means of this framework organizational capital can be depicted as a set of: valuable assets; difficult to imitate; to replace; to transfer; with a prolonged life expectancy; and with a feasible rent appropriation.Originality/valueBuilding of such an evaluation framework allows further research about other components of the intellectual capital of the firm, bridging the literatures focused on the resource‐based view and on intangible assets or intellectual capital.