The intellectual capital performance of the Indian banking sector

By Giridhar B. Kamath. 2007

409 citations recorded by the source corpus.

Subfields: Electronic, Optical and Magnetic Materials, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/719c84285d3112968359318fc446ffd11f3e1e0c

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In Electronic, Optical and Magnetic Materials

In Strategy and Management

Citations in the corpus

The Evolving research on intellectual capital (2008, background): “Kannan and Aulbur (2004) propose a three-step model for IC measurement shown in Figure 10.”
Intellectual capital performance in the banking sector: An assessment of Australian owned banks (2010, methodology): “These findings of the study are consistent with the studies on Malaysian banks (Goh, 2005), Indian banks (Kamath, 2007) and Japanese banks (Mavridis, 2004) where the best performing banks are those who mainly have very good results in the usage of their IC or HC and less in the usage of their CE.”
Intellectual Capital and Value Creation- Is Innovation Capital a Missing Link? (2011, background): “Although there are criticisms on the limitations of VAICTM (Andriessen, 2004), a large number of researchers still adopted VAICTM in their research (Chen, et al., 2005; Chang 2007; Kamath, 2007; 2008; Chan, 2009).”
The association between intellectual capital and financial performance in the Islamic banking industry (2019, background): “This is also true for the banking industry (Goh, 2005; Kamath, 2007; Mondal and Ghosh, 2012; Khalique et al., 2013; Ousama and Fatima, 2015).”
Intellectual Capital Performance of Indonesian Banking Sector: A Modified VAIC (M-VAIC) Perspective (2014, methodology): “For example, VAIC used to measure the IC performance of a company (Kamath, 2007; Mavridis, 2004; Ulum, 2009a); the influence of VAIC on firm’s performance is also widely studied (Kamal, Mat, Rahim, Husin, & Ismail, 2011; Khanqah, Khosroshahi, & Ghanavati, 2012; Shiri, Mousavi, Pourreza, & Ahmadi,…”
Intellectual capital and financial performance: an evaluation of the Australian financial sector (2013, background): “These findings are similar to the results of most studies conducted on banks and the financial sector in different countries (Mavridis, 2004 in Japan; Goh, 2005 in Malaysia; Kamath, 2007 in India; Joshi et al., 2010 in Australia).”
Invested resource, competitive intellectual capital, and corporate performance (2010, positive): “According to the results of Kamath (2007), Yalama and Coskun (2007) and Ting and Lean (2009), human capital is important factor for company and has a positive relationship with the firm’s performance.”
Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature (2012, background): “A notable fact is that VAICTM studies frequently concentrate on financial firms, followed by high tech industries (e.g. Goh, 2005; Kamath, 2007; Kamath, 2008; Shiu, 2006; Ting & Lean, 2009).”
Analysing value added as an indicator of intellectual capital and its consequences on company performance (2010, methodology): “…large number of researchers (such as Chen et al., 2005; Shiu, 2006; Kujansivu and Lonnqvist, 2007; Tan et al., 2007; Yalama and Coskun, 2007; Kamath, 2007, 2008; Chan, 2009) adopted the VAICe method which remains, in their view, the most attractive among the suggested methods to measure IC.”
The impact of the intellectual capital efficiency on commercial banks performance: Evidence from the US (2016, background): “A study, appearing two years later of Indian banks, by Kamath (2007), confirms Goh’s findings: there is a large difference in IC performance of Indian banks compared to foreign banks, with the latter achieving better financial performance.”
Determinants of financial performance of Islamic banks: An intellectual capital perspective (2017, positive): “Despite these flaws, IC studies have continued to utilised the concept of VAIC (Goh, 2005; Kamath, 2007; Joshi et al., 2013; Nimtrakoon, 2015) and scholars still appreciate VAIC methodology (Andriessen, 2004; Bontis, 2001).”
The Impact of Strategic Orientation on Intellectual Capital Investments in Customer Service Firms (2008, background): “It is thus challenging for decision makers to effectively understand how the types of intellectual capital examined in this study, including service employees, service professionals, outside management companies, and franchisors, shape firm advantage (Kamath 2007; Stewart 1997).”