An exploratory study linking intellectual capital and technology management towards innovative performance in KIBS

Abstract

This study aims to fill a gap in the sparse literature that empirically investigates the relationships between intellectual capital (IC), technology management, and innovative performance in knowledge-intensive business services (KIBS). Semi-structured interviews with middle and senior managers from KIBS have been conducted with the purpose of exploring the various strategies, policies, and practices in managing the organisational intellectual capital and technology to enhance innovation performance. Several themes related to the development of intellectual capital in KIBS have been analysed (i.e., key dimensions of human, structural, and relational capital). The findings show that all KIBS investigated place importance on either recruiting the most qualified staff or building up their competencies and skills. Moreover, KIBS allot sizable resources for creating an organisational culture that encourages employee empowerment and knowledge sharing. Technology forward KIBS have strategies for developing dynamic technological capabilities for knowledge management, business process flexibility and efficiency, and sustaining innovation. The unfolded investigation has both theoretical and managerial implications, pointing to the noteworthiness of sustainable and strategic approaches of intellectual capital management on purpose to support innovation.