Knowledge Sharing Practices, Intellectual Capital and Organizational Performance

Abstract

Although knowledge sharing and intellectual capital are significant factors for long-term success of an organization, existing literature rarely examines the relationship between knowledge sharing practices intellectual capital (IC) as constitutive elements of a knowledge environment leading to enhanced operational performance. The main aim of this paper is to explore whether knowledge sharing practices (types, approaches, and process) and intellectual capital affect organizational operational performance. Findings suggest that knowledge sharing types and knowledge sharing process influence intellectual capital of an organization. Moreover, intellectual capital influences organizational operational performance. However, knowledge sharing approaches, i.e. codification and personalization strategies have no effect on intellectual capital.