Strategic environment and intellectual capital of Indian banks

Strategic environment and intellectual capital of Indian banks Purpose – This paper aims to propose that the development and use of intellectual capital (IC) elements by firms is contingent on the effect of the strategic environment on them. Design/methodology/approach – The paper is a case study of the Indian banking industry, and considers how different banks responded to deregulation and industry reforms in terms of developing and exploiting their IC. Findings – Government‐, private‐ and foreign‐owned banks used and developed different elements of IC (structural, human and relational capital) in response to the change in their strategic environment due to the reforms. These responses appear to be contingent on firm history and the initial endowments of IC. Research limitations/implications – A reliance on print archival sources and context specificity limits the generalizability of the findings. Practical implications – The paper complements Kamath's cross‐sectional estimation of VAIC™ in the Indian banking industry, and seeks to introduce consideration of the strategic environment of firms. Originality/value – The paper is one of the first systematic studies on the post‐liberalization strategies of banks in India, an important emerging economy. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Intellectual Capital Emerald Publishing

Strategic environment and intellectual capital of Indian banks

Journal of Intellectual Capital, Volume 10 (1): 12 – Jan 16, 2009

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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1469-1930
DOI
10.1108/14691930910922932
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to propose that the development and use of intellectual capital (IC) elements by firms is contingent on the effect of the strategic environment on them. Design/methodology/approach – The paper is a case study of the Indian banking industry, and considers how different banks responded to deregulation and industry reforms in terms of developing and exploiting their IC. Findings – Government‐, private‐ and foreign‐owned banks used and developed different elements of IC (structural, human and relational capital) in response to the change in their strategic environment due to the reforms. These responses appear to be contingent on firm history and the initial endowments of IC. Research limitations/implications – A reliance on print archival sources and context specificity limits the generalizability of the findings. Practical implications – The paper complements Kamath's cross‐sectional estimation of VAIC™ in the Indian banking industry, and seeks to introduce consideration of the strategic environment of firms. Originality/value – The paper is one of the first systematic studies on the post‐liberalization strategies of banks in India, an important emerging economy.

Journal

Journal of Intellectual CapitalEmerald Publishing

Published: Jan 16, 2009

Keywords: Intellectual capital; Human capital; Business environment; Banks; India

References

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