Case study of a structural model to explore the effects of knowledge sharing on intellectual capital

Date08 August 2016
Pages338-352
Publication Date08 August 2016
DOIhttps://doi.org/10.1108/VJIKMS-07-2015-0040
AuthorPeyman Akhavan,Farnoosh Khosravian
SubjectInformation & knowledge management,Knowledge management,Knowledge management systems
Case study of a structural model
to explore the effects of
knowledge sharing on
intellectual capital
Peyman Akhavan
Department of Management, Malek Ashtar University of Technology,
Tehran, Iran, and
Farnoosh Khosravian
Payam-e-Noor University, Tehran, Iran
Abstract
Purpose – It is commonly known that intellectual capital (IC) plays a remarkable role in organizations,
especially in colleges and academic centers. The purpose of this study is to investigate the effects of
knowledge sharing (KS) on IC.
Design/methodology/approach – Based on the extensive literature review, a questionnaire was
designed. The questions were composed of two parts; KS questions and IC questions. In total, 352
students completed questionnaires in the Shahinshahr branch of Payam-e-Noor University. Structural
equation modeling was used to develop the measurement model.
Findings The ndings showed that KS has a signicant positive correlation with IC and its
dimensions. The structural equation modeling conrmed the research model and showed a good match
with it.
Originality/value – Given that this study aimed to examine KS and IC, it implies that with optimized
knowledge management in universities, providing the infrastructures of KS and strengthening
students’ motivational factors, KS capacities can be enhanced and IC of universities would be
strengthened.
Keywords Knowledge sharing, Intellectual capital
Paper type Case study
1. Introduction
Knowledge management (KM) and intellectual capital (IC) have signicant impact on
competitive advantage and organizational performance (Nonaka and Reinmoeller, 2000;
Marr et al., 2004;Curado, 2008;Shih et al., 2010). It is thought desirable to use KM to
accumulate IC to cope with the increasingly challenging environments by organizations
(Shih et al., 2010;Akhavan et al., 2013b). In the current competitive environment,
survival, development and protability of organizations are highly dependent upon the
achievement of sustainable competitive advantages, including knowledge capabilities
(Jafari and Akhavan, 2007;Jafari et al., 2007;Akhavan and Pezeshkan, 2014). Hsu and
Sabherwal (2012) pointed out knowledge sharing (KS) is important in utilizing
knowledge to develop IC. For knowledge-based companies, the creation, accumulation,
sharing and integration of knowledge are the drivers of organizational value and
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2059-5891.htm
VJIKMS
46,3
338
Received 27 July 2015
Revised 23 December 2015
17 February 2016
25 April 2016
Accepted 27 April 2016
VINEJournal of Information and
KnowledgeManagement Systems
Vol.46 No. 3, 2016
pp.338-352
©Emerald Group Publishing Limited
2059-5891
DOI 10.1108/VJIKMS-07-2015-0040

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