Promoting innovation through the accumulation of intellectual capital, social capital, and entrepreneurial orientation

By Wann‐Yih Wu, Man-Ling Chang, Chih-Wei Chen. 2008

402 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e4c282935ba5f7cedfc168a33e580c5e45117c2b

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Citations in the corpus

Towards ‘An Intellectual Capital-Based View of the Firm’: Origins and Nature (2011, background): “Refers to customer capital, that represents the potential an organization has due to ex firm intangibles Wu et al. (2008)”
Intellectual agility and innovation in micro and small businesses: The mediating role of entrepreneurial leadership (2021, result): “In a way, our results correlate closely with those reporting that entrepreneurial orientation mediates the relationship between human capital and innovation (Wu et al., 2008).”
The influence of intellectual capital on organizational performance—Knowledge management as moderator (2011, background): “While some studies have discussed the influence of intellectualcapital onbottomlineprofits (Bozbura,2004 ;R oos et al.,1998), innovation performance (Mavridis, 2005 ;O ’Connor et al., 2007; Subramaniam & Youndt, 2005; Wu et al., 2007, 2008 ), or exporting tendencies (Mavridis, 2005; Schiuma & Lerro”
Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature (2012, background): “In a similar vein, Wu et al. (2008) confirm the mediating role of intellectual capital and the moderating role of social capital and entrepreneurial orientation on innovation.”
Intellectual capital and firm performance: the mediating role of innovation speed and quality (2018, methodology): “Thirdly, while some prior studies on IC-innovation operationalize innovation as a single construct (e.g., Musteen & Ahsan, 2013; Wu et al., 2008), this study focuses on innovation speed and quality, the two key dimensions of organizational innovation, and reveals that they are positively affected…”
Knowledge sharing, intellectual capital and firm performance (2014, methodology): “…avoid making demands that can seriously damage common interests, but also promote their relationships through activities such as pursuing the same preference, sharing private experience, and expressing goodwill and showing concerns (Hsu and Wang, 2012; Kong and Farrell, 2010; Wu et al., 2008): H2c.”