2013 Awards for Excellence

Citation

(2014), "2013 Awards for Excellence", Journal of Intellectual Capital, Vol. 15 No. 1. https://doi.org/10.1108/JIC-01-2014-001

2013 Awards for Excellence

Article Type: 2013 Awards for Excellence From: Journal of Intellectual Capital, Volume 15, Issue 1.

The following article was selected for this year's Outstanding Paper Award for Journal of Intellectual Capital

"Linking knowledge processes with firm performance: organizational culture"

Herbert A. Nold III

Purpose – The purpose of this paper is to report the results of a matched sample comparison group study of elements of organizational culture that enable knowledge processes to drive superior firm performance.
Design/methodology/approach – A matched sample comparison group approach was used to compare firm performance among matched pairs of public companies. Companies demonstrating high levels of trust (benchmark group) were matched with firms of similar size in the same industries demonstrating lower levels of trust (control group).
Findings – The benchmark group generated significantly superior value, operating performance, and had higher average annual growth rates than matching firms in the control group. Firms with higher relative levels of trust embedded in the organizational culture are more likely to outperform similar firms with lower levels of trust.
Research limitations/implications – The findings are based on surveys and financial performance of companies with securities traded on stock exchanges in the USA and may not represent other organizational forms, other geographic, economic, or cultural environments.
Practical implications – This study begins to identify a link between knowledge management, organizational learning, and knowledge creation (collectively knowledge processes) with firm performance.
Social implications – Identifying elements of organizational culture that link knowledge processes with firm performance is essential to developing a leadership model that reinforces enabling cultural attributes.
Originality/value – Many researchers have identified a lack of empirical research linking knowledge processes with firm performance. This study begins to fill the research gap with evidence that elements of organizational culture, specifically trust, enable firms to convert knowledge and learning initiatives into tangible performance recognized by financial markets.

Keywords Intellectual capital, Knowledge creation, Knowledge management, Matched sample comparison group, Organizational culture, Organizational learning, Tobin's Q

This article originally appeared in Volume 13 Number 1, 2012 Journal of Intellectual Capital

The following article were selected for this year's Highly Commended Award

"Dynamics of Chinese emerging multinationals in cross-border mergers and acquisitions"

Artie W. Ng, Jay Chatzkel, K.F. Lau and Douglas Macbeth

This article originally appeared in Volume 13 Number 3, 2012, Journal of Intellectual Capital

"Consumer interaction as intellectual capital"

Fiona Sussan

This article originally appeared in Volume 13 Number 1, 2012,Journal of Intellectual Capital

Outstanding Reviewers

Jim Rooney
University of Sydney, Australia

Richard Petty
Macquarie University, Australia