Intellectual capital model for organisational performance through innovation culture within Abu Dhabi police organization

• Main Author: Alderei, Ahmed Hmoud Saeed Jaafar
• Format: Thesis
• Language: English; English
• Published: 2023
• Online Access: http://eprints.utem.edu.my/id/eprint/27140/1/Intellectual%20capital%20model%20for%20organisational%20performance%20through%20innovation%20culture%20within%20Abu%20Dhabi%20police%20organization.pdf; http://eprints.utem.edu.my/id/eprint/27140/2/Intellectual%20capital%20model%20for%20organisational%20performance%20through%20innovation%20culture%20within%20Abu%20Dhabi%20police%20organization.pdf; http://eprints.utem.edu.my/id/eprint/27140/; https://plh.utem.edu.my/cgi-bin/koha/opac-detail.pl?biblionumber=123040

The central concern that motivates the current research stems from the intangible nature of the intellectual capital in the Abu Dhabi Police. There is limited insight on how different types of intangible resources are managed by the Abu Dhabi Police in a way that such a competitive advantage is gained and sustained. Intellectual capital (IC) is seen as a key driver for organizations to achieve success in the knowledge related to economy. The present work investigates the impact of three IC elements, which are human capital (HC), structural capital (SC), and relational capital (RC), on innovation culture and organisational performance within Abu Dhabi Police organization. The data obtained from 392 employees of the Abu Dhabi Police organization is based on a cross-sectional time horizon.. Using partial least squares structural equation modeling (PLS-SEM), the study found a significant relationship between IC and both Innovation Culture and Organizational Performance, with path coefficients of 0.643 and 0.254, respectively. Innovation Culture was also found to significantly influence Organizational Performance, with a path coefficient of 0.627. Further, Innovation Culture was found to partially mediate the relationship between IC and Organizational Performance, with an indirect effect of 0.403, suggesting that Innovation Culture plays an essential role in converting IC into improved Organizational Performance. Finally, Gender was found to have a significant, albeit weak, moderating effect on the relationship between Innovation Culture and Organizational Performance, with a path coefficient of 0.083. These findings highlight the importance of IC and Innovation Culture, as well as the role of Gender, in enhancing Organizational Performance within the Abu Dhabi Police Organization. Therefore, as expected, organisations with a higher level of intellectual capital place a higher value on it in order to achieve significantly higher performance. This research has consequences for both theoretical and practical aspects. From a theoretical perspective, this research utilises a more comprehensive intellectual capital paradigm. than previous research through addressing innovation culture, gender and the three key intellectual capital components, namely human, structural, and relational capital in one research model. For practical prospects, the study underscores the need for strategic investment in human capital, relational capital, and structural capital to improve operational effectiveness. Second, the research emphasizes the crucial mediating role of Innovation Culture, suggesting that fostering an environment of innovation can facilitate the conversion of IC into tangible performance improvements. This implies that management strategies should prioritize the cultivation of an Innovation Culture, encouraging openness to novel ideas and approaches among staff. Third, the significant, though weak, moderating effect of Gender on the relationship between Innovation Culture and Organizational Performance underscores the importance of diversity in promoting a culture of innovation and improving overall performance. This suggests that greater efforts should be made to promote gender equality and inclusivity within the organization.