Boosting intellectual capital and digital maturity of SMEs: an investigation of enterprises in an Italian Southern tourist district
| Date | 26 November 2024 |
| Pages | 176-198 |
| DOI | https://doi.org/10.1108/JIC-05-2024-0156 |
| Published date | 26 November 2024 |
| Subject Matter | Information & knowledge management,Knowledge management,HR & organizational behaviour,Organizational structure/dynamics,Accounting & finance,Accounting/accountancy,Behavioural accounting |
| Author | Debora Tortora,Cinzia Genovino,Federico De Andreis,Francesca Loia,Maria Teresa Cuomo |
Boosting intellectual capital and digital
maturity of SMEs: an investigation
of enterprises in an Italian Southern
tourist district
Debora Tortora
Department of Business and Law, University of Milan–Bicocca, Milan, Italy
Cinzia Genovino and Federico De Andreis
Giustino Fortunato Telematic University, Benevento, Italy
Francesca Loia
Department of Economics, University of Campania Luigi Vanvitelli,
Capua, Italy, and
Maria Teresa Cuomo
Department of Economic and Statistical Sciences, University of Salerno,
Salerno, Italy and
Brunel Business School, Brunel University of London, London, UK
Abstract
Purpose –This study intends to analyze the relationship between the digital maturity of SMEs and intellectual
capital, investigating the determining factors. Starting from the endowment in terms of intellectual capital and
evaluating Management Style, Decision-Making Competences, and Business Network, a model is proposed
aiming to provide a comprehensive measure of SMEs’ digital maturity and thus to improve understanding and,
consequently,effectiveness. The empirical analysis allows assessing the validity and applicability of the suggested
model, providing valuable insights for the improvement of digital strategy and competitiveness of SMEs in the
Amalfi Coast Tourist District (Italy), with evident implications also for policymakers and the community.
Design/methodology/approach –A mixed-methods research strategy was utilized to confirm research hypotheses
that were derived from literature review. The field study was organized into two separate phases: the first phase, which
is qualitative, employed focus groups comprising key stakeholders (managers and entrepreneurs) from various
companies within the Amalfi Coast TouristDistrict. This phase adhered to the principles of homogeneity (to facilitate
deeper discussions) and heterogeneity (to allow for a broader range of viewpoints among participants). The insights
gathered from these preliminary focus groups informed the subsequent quantitative phase. In this second phase,
structured interviews were conducted using a questionnaire to probe the participants’ views on digital maturity. This
analysis involved 94 companies, all part of the Amalfi Coast Tourist District, assessing their digitalization levels and
highlighting key management attributes. Logistic regression was applied to quantitatively analyze the data, effectively
assessing the impact of various independent variables (such as Management Style, Decision-Making Competencies
and Business Network) on the dependent variable, digital maturity. Employing both qualitative and quantitative
methods provides a thoroughand nuanced understanding of the digital maturity landscape within the specified context.
Findings –The main results suggestthe existence of a correlation between the analyzed variables and digital maturity.
Innovation, indeed, increases by applying a data-driven leadership style. Intellectual capital (measured in its three
components of human capital: decision-making competences; structural capital: management style; and relational
capital: business network) influences digital maturity, although some of the variables used are not equally weighted.
Originality/value –The main contribution of this article is to provide an in-depth understanding of the company
components that favor digital maturity, to support strategic choices oriented towards a conscious digital
transition. The results enrich the existing literature on intellectual capital in terms of its contribution to the
digitalization of organizations, which can be a critical success factor in the context of SMEs.
Keywords Digital maturity,Digitazation, Tourist district, Intellectual capital, Hospitality and tourism industries
Paper type Research paper
JIC
25,7
176
© Debora Tortora, Cinzia Genovino, Federico De Andreis, Francesca Loia and Maria Teresa Cuomo.
Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution
(CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article
(for both commercial and non-commercial purposes), subject to full attribution to the original publication and
authors. The full terms of this license may be seen at http://creativecommons.org/licences/by/4.0/legalcode
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/1469-1930.htm
Received 27 May 2024
Revised 23 September 2024
Accepted 23 September 2024
Journalof Intellectual Capital
Vol.25 No. 7, 2024
pp.176-198
EmeraldPublishing Limited
1469-1930
DOI10.1108/JIC-05-2024-0156
1. Introduction
The rise of the digital economy and digital technologies have led to significant organizational
transformations, requiring businesses to adapt dynamically to maintain competitiveness. This shift
has brought intellectual capital—comprising intangible and knowledge-based resources—to the
forefront as a critical factor for business success (Li et al., 2023;Del Giudice et al., 2023). Since its
introduction by Galbraith (1969), intellectual capital has been recognized for impacting on
performance, competitiveness, and innovation (Porter and Millar, 1985;Kogut and Zander, 1996;
Davenport, 1999;Yuliana et al., 2019).
Intellectual capital is closely linked to innovation capability (Bontis, 1998;Subramaniam and
Youndt, 2005), organizational commitment (Zlatkovi
c, 2018;Del Giudice et al., 2021), and
knowledge management (Lerro et al., 2012;Wu and Sivalogathasan, 2013;Chen et al., 2012;
Irawan et al., 2019). The interaction between intellectual capital, organizational learning, and
digital transformation is particularly impactful for SMEs, enhancing performance (Ganawati et al.,
2021;Scuotto et al., 2021). The relationship between intellectual capital and digital transition,
including the development of digital skills and knowledge, is complex, with strong intellectual
capital fostering proactive digital adoption and vice versa (Bontis, 1998;Pokrovskaia et al., 2021).
Understanding the relationship between intellectual capital and digital maturity is crucial
for companies seeking to stay competitive in the digital era. This study, focusing on companies
within the Amalfi Coast Tourist District, explores this connection, aiming to answer whether
there is a relationship between intellectual capital and digital maturity (Chu et al., 2011;
Ahmed et al., 2020;Campos et al., 2020). The study seeks to provide insights into how these
factors influence business performance and suggests new research directions.
The paper is structured as follows: Section 2 reviews the literature on intellectual capital and
digital maturity; Section 2.1 presents the research hypotheses and model. Section 3 outlines the
methodology, combining qualitative focus groups and quantitative surveys conducted with 94
companies in the Amalfi Coast Tourist District. The results are discussed in Section 4, followed by
the study’simplications in Section 5. Finally, Section 6 highlights limitations and concludes the study.
2. Literature review and hypotheses development
2.1 The strategic value of intellectual capital in the digital era
The literature highlights the strong interconnection between digital transformation, digital
maturity, and the strategic value of intellectual capital in enabling organizations to adapt and
evolve in the digital era (Kane et al., 2015;Nambisan et al., 2019;Pirogova and Plotnikov,
2020;Ritala et al., 2021;Chernenko et al., 2021).
Research on the impact of intellectual capital on the digitization of service companies, especially
SMEs in the Amalfi Coast Tourist District, forms the basis of this study. Intellectual capital, an
intangible resource that influences company performance, is increasingly recognized as vital for
creating value in the business system (Bontis, 1998;Hayton, 2005;Guthrie and Dumay, 2015;
Dumay and Garanina, 2013;Garanina and Dumay, 2017;Panno, 2011).Intellectual capital is typically
categorized into human, structural, and relational capital, each playing a critical role in organizational
success (Pike and Ross, 2004;Ross et al., 2007;Roos and Pike, 2018;Paternostro, 2009).
The relevance of intellectual capital is further underscored by its contribution to sustainable
value creation, as recognized in corporate reporting and sustainability analyses (Hristov et al.,
2020). Strategic management of intellectual capital is crucial for companies to adapt to
technological advancements and market dynamics, enabling long-term success and growth
(Pappas et al., 2023). Intellectual capital is characterized by its development on existing forms
of capital, accumulation of skills, and its role in driving innovation and competitiveness (Felice,
2015;Shaik et al., 2023). The management of intellectual capital is essential for achieving
strategic objectives and navigating the complexities of the modern business environment.
Thus, intellectual capital is fundamental for creating a competitive advantage, particularly
through its influence on innovation and management style (Koch et al., 2002;Bornemann and
Wiedenhofer, 2014).
Journal of
Intellectual
Capital
177
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