INTANGIBLE RESOURCES AND INSTITUTION PERFORMANCE: THE CONCERN OF INTELLECTUAL CAPITAL, EMPLOYEE PERFORMANCE, JOB SATISFACTION, AND ITS IMPACT ON ORGANIZATION PERFORMANCE
Authors: SAIDE SAIDE, DIDI MUWARDI, RICHARDUS EKO INDRAJIT
Abstract:
Purpose: The aim of this research paper is to examine the relationships
between intangible assets, employee’s performance, and job satisfaction
(JS) with structural model. The research explores both the practical and
theoretical basis of these paradigms on organisation performance. This
research also aims to identify whether a relation can be established
between these aspects in the context of non-profit organisation
performance in Indonesia. Design/methodology/approach: Reviewing the
literature explores a theoretical existence of related context preceding
the organisational performance. The authors used structural equation
modelling to check the research prototype with a sample of 121
respondents. The respondents were heads of departments and general
employees. In addition, SPSS was used to measure demographic,
non-response bias, and generate descriptive statistics. Findings:
Overall, the results demonstrate that organisation with a higher level
of intellectual capital (IC), employee performance (EP), and job
performance (JP) are important predictors of organisational performance
in this sample. Similarly, JS and IC predicted EP. It is acknowledged
that emotional intelligence such as satisfaction and dissatisfaction are
important incentives to necessitate action tendencies. Research
limitations/implications: This research is focused on organisations.
Further research may extend the focus to different types of
organisations and countries. Practical implications: The findings of
this study may help institutions and HR departments to initiate new
strategies such as integrating the traditional company performance
measurement systems based on various indicators of this study. These
factors succeed in providing an effective representation of a set of
intangible assets that are developed by the company and that contribute
to the improvement of company’s performance. Additionally, to maximise
IC assets, the company can implement knowledge sharing practices among
employees and experts as well. Original value/knowledge contribution:
This research is useful for organisations and academics as a reference
of the comparative and intersecting explanation of enhancing
organisational performance. Moreover, various main concepts/theories are
combined, namely, IC, JS, and employee’s performance to solve the
obstacles of organisation performance.
Full article: https://www.worldscientific.com/doi/abs/10.1142/S1363919621500092
Saide Saide received the bachelor’s degree with the Department of Information System, Faculty of Science and Technology, Universitas Islam Negeri Sultan Syarif Kasim Riau-UIN SUSKA Riau, Indonesia, in 2013, the master’s degree from the Department of Information Management, National Taiwan University of Science and Technology, Taipei, Taiwan, in 2016, and the master’s degree from the Departmentof Information System, Sepuluh Nopember Instituteof Technology (ITS Surabaya), Surabaya, Indonesia, in 2016, all in information systems and knowledge management. He is currently a Lecturer with the Department of Information System, Facultyof Science and Technology, Universitas Islam Negeri Sultan Syarif Kasim Riau - UIN SUSKA Riau. He was a Visiting Scholar and Research Collaboration withTampere University, Finland, a Researcher with the Department of Information Management, National Taiwan University of Science and Technology, a Project Management with EnReach - Energy Research Center, UIN SUSKA Riau, Indonesia. He has authored numerous articles published in SSCI/SCI journals such as Big Data, Technology Analysis & Strategic Management, IEEE Transactions on Engineering Management, and Journal of Enterprise Information Management, International Journal of Innovation Management, Journal of Science and Technology Policy Management, and International Journal of Business and Society. His research interests include knowledge management, information system, and IT-business strategy.
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