The effect of intellectual capital on the performance of pharmaceutical manufacturing organizations in Jordan

العناوين الأخرى

أثر رأس المال الفكري على أداء منظمات صناعة الأدوية الأردنية

مقدم أطروحة جامعية

al-Sharabati, Abd al-Aziz Ahmad

مشرف أطروحة جامعية

Jawad, Shawqi Naji

أعضاء اللجنة

Barnuti, Suad
Qatamin, Ahmad
Musa, Sabah Muhammad

الجامعة

جامعة عمان العربية

الكلية

كلية الأعمال

القسم الأكاديمي

قسم الإدارة و إدارة الأعمال

دولة الجامعة

الأردن

الدرجة العلمية

دكتوراه

تاريخ الدرجة العلمية

2008

الملخص الإنجليزي

Purpose: The purpose of the study is to investigate the influence of Intellectual Capital (IC) on Jordanian Pharmaceutical Manufacturing (JPM) Organizations’ Business Performance (BP), through examining the managers’ perceptions regarding significance and potential use of IC indicators to leverage JPM Organizations’ BP.

Design/Methodology/Approach: The study was considered as a causality study, it investigated the effect of independent variables: human capital (HC), structural capital (SC) and relational capital (RC) on dependent variable i.e.

JPM Organizations’ BP, and examined each sub-variable of the independent variables.

The study surveyed executives, top and middle managers working at the 15 JPM Organizations.

To approach the aim of the study, practical data were used in the empirical analysis collected from 132 managers out of 200 managers of the mentioned organizations during the period from May to July 2007, by means of a questionnaire.

The questionnaire was developed and refined through experts’ interviews and the panel of judges committee.

Statistical techniques such as descriptive statistics, t-test, ANOVA test, correlation, multiple regressions, stepwise regression, sequential regression, partial least squares (PLS) and path analysis were employed.

To confirm the suitability of data collection instrument, a Kolmogorov-Smirnov (K-S) test, Cronbach’s Alpha and factor analysis were used.

Findings/Results/Conclusions: The results of the study indicated a positive significant relationship between IC and JMP organizations’ BP.

Through having a stronger IC within JPM Organizations, the managers can manage and leverage the present IC to achieve further performance improvement in the future.

The results also indicated that the managers in JPM Organizations were almost similar in their preference of the RC and HC indicators over SC indicators.

Therefore, it seems that the JPM Organizations place a heavy emphasis on the significance of RC and HC indicators over SC indicators.

Such results suggest that there is a need to adopt a more comprehensive approach to manage all the three types of IC together.

However, the RC indicators are the most important indicators to distinguish the organizations from one another, followed by HC, while still they have a lot of work to improve SC.

Moreover, findings indicated that the relationships between the IC performance and productivity, profitability and market valuation are informative but varied.

Findings suggest that the JPM Organizations’ IC performance can clearly explain productivity and profitability more than market valuation.

Furthermore, empirical results indicated that there are strong inter-relationships and interactions among the three components of IC and among the nine IC sub-variables with each other.

Finally, the results of HC indicated that the respondents believed that “learning & education” and “innovation & creation” sub-variables positively and directly affect the JPM Organizations’ BP, while the “experience & expertise” sub-variable does not positively and directly affect the JPM Organizations’ BP.

The results of SC indicated that the respondents believed that “systems & programs” and “research & development” sub-variables positively and directly affect the JPM Organizations’ BP, while the “intellectual property rights” sub-variable does not affect the JPM Organizations’ BP.

Moreover, RC results indicated that the respondents believed that “relations with partners, suppliers and customers” and “knowledge about partners, suppliers and customers” sub-variables positively and directly affect the JPM Organizations’ BP, while “alliances, licensing and agreements” sub-variable does not affect the JPM Organizations’ BP.

Research Limitations/Recommendations: The use of a single industry study design limits its generalisability to other industries.

The data is also limited to Jordanian organizations; therefore, generalizing results of a Jordanian setting to other countries may be questionable.

Extending the analyses to other settings represent future research opportunities, which can be done by the following ways: Further testing with larger samples within same industry is important, and including other industries will help mitigate the issue of generalizing conclusions on other organizations and industries.

Moreover, further empirical researches involving data collection over diverse countries especially Arab countries are needed.

Contributions/Practical Implications: The research makes significant theoretical and empirical contributions to literature regarding influence of IC on the organizations’ BP.

The research results might help both academics and practitioners to be more ready to understand the components of IC and provide insight into developing and increasing them within their organizations.

IC is an important source of organizations’ wealth and therefore it should be taken into serious consideration when formulating the JPM Organizations’ strategy.

This strategy formulation process can be enhanced by fully integrating IC into management practices.

JPM Organizations should coordinate different perspectives of IC to improve JPM Organizations’ BP and should assign scales for each of the three components of IC.

Finally, the data suggest that a similar set of IC indicators could be developed for other organizations and industries whether government, public or private, profitable or non-profitable organizations.

Expected Value: The current research may be considered as initiative study that highlights the effect of IC on JPM Organizations’ BP in Jordan.

It could be also initiative study that investigates the relation between IC and Pharmaceutical Organizations’ BP in the Arab world.

Moreover, it might be an initiative study that uses partial least square (PLS) method in the management field, in Jordan and may be in Arab countries.

Finally, it could be an initiative study that sub-divides IC variables into sub-variables and focuses on the role of each sub-variable on organizations’ BP.

The empirical results of this study built on the previous researches on the relationship between IC and organizations’ BP.

This study also extends prior research’s viewpoint about the linear relationship between IC and organizations’ BP with empirical evidence.

The results can provide the reference for further research about the relationship between IC and BP.

Key Words: Intellectual Capital (IC), Human Capital (HC), Structural Capital (SC), Relational Capital (RC), Jordanian Pharmaceutical Manufacturing (JPM) Organizations, Business Performance (BP).

التخصصات الرئيسية

إدارة الأعمال

الموضوعات

• الإدارة
• الأردن
• رأس المال الفكري

عدد الصفحات

296

قائمة المحتويات

• APA
• MLA
• AMA

لغة النص

الإنجليزية

نوع البيانات

رسائل جامعية

رقم السجل

BIM-548193