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The strategic importance of intellectual capital in the non‐profit sector

The strategic importance of intellectual capital in the non‐profit sector Purpose – This paper aims to examine five key strategic management concepts: industrial organisation (I/O), resource‐based view (RBV), knowledge‐based view (KBV), balanced scorecard (BSC) and intellectual capital (IC) within the non‐profit context and to determine which is most applicable in the non‐profit sector. Design/methodology/approach – This paper reviews the above concepts in the light of the unique non‐profit environment. Findings – The IC concept is more effective compared with other strategic management concepts within the non‐profit context. IC is an important resource that non‐profit organisations need to develop in order to gain sustained strategic advantage. Research limitations/implications – This paper helps to build a nascent body of literature suggesting that the concept of IC is the most effective strategic management concept in NPOs. The increased awareness of the IC concept in the sector, as a result of this paper, is likely to generate further research from both non‐profit practitioners and scholars. Originality/value – Very little systematic research has reviewed the applicability of strategic management concepts within the non‐profit context. The paper acts as the first attempt to fill this gap. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Intellectual Capital Emerald Publishing

The strategic importance of intellectual capital in the non‐profit sector

Journal of Intellectual Capital , Volume 8 (4): 11 – Oct 23, 2007

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References (119)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
1469-1930
DOI
10.1108/14691930710830864
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to examine five key strategic management concepts: industrial organisation (I/O), resource‐based view (RBV), knowledge‐based view (KBV), balanced scorecard (BSC) and intellectual capital (IC) within the non‐profit context and to determine which is most applicable in the non‐profit sector. Design/methodology/approach – This paper reviews the above concepts in the light of the unique non‐profit environment. Findings – The IC concept is more effective compared with other strategic management concepts within the non‐profit context. IC is an important resource that non‐profit organisations need to develop in order to gain sustained strategic advantage. Research limitations/implications – This paper helps to build a nascent body of literature suggesting that the concept of IC is the most effective strategic management concept in NPOs. The increased awareness of the IC concept in the sector, as a result of this paper, is likely to generate further research from both non‐profit practitioners and scholars. Originality/value – Very little systematic research has reviewed the applicability of strategic management concepts within the non‐profit context. The paper acts as the first attempt to fill this gap.

Journal

Journal of Intellectual CapitalEmerald Publishing

Published: Oct 23, 2007

Keywords: Intellectual capital; Non‐profit organizations; Strategic management

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