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Campos, S., Dias, J. G., Teixeira, M. S. & Correia, R. J. (2022). The link between intellectual capital
and business performance: A mediation chain approach. Journal of Intellectual Capital. 23 (2), 401-
419

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10.1108/JIC-12-2019-0302

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This is the peer reviewed version of the following article: Campos, S., Dias, J. G., Teixeira, M. S. &
Correia, R. J. (2022). The link between intellectual capital and business performance: A mediation
chain approach. Journal of Intellectual Capital. 23 (2), 401-419, which has been published in final
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 The link between Intellectual Capital and Business Performance: a
mediation chain approach

Abstract

Purpose – This study focuses on intellectual capital (IC) as a driver of better business
performance. Recent studies suggest that a set of variables may mediate this
relationship. This research discusses the mediating role of dynamic capabilities,
network competence, technological capabilities, absorptive capabilities, and innovation
performance between intellectual capital and business performance.
Design/methodology/approach – The conceptual model is tested using a sample of
533 Portuguese firms by means of a structural equation model.
Findings – It confirms that intellectual capital impacts business performance.
Moreover, this only happens indirectly through the mediating chain defined by the
variables dynamic capabilities, network competence, technological capabilities,
absorptive capabilities, and innovation performance.
Originality/value – This study analyzes new mediator variables between the
dimensions of the intellectual capital and Portuguese business performance.
Keywords: Intellectual capital, dynamic capabilities, network competence,
technological capabilities, absorptive capabilities, innovation performance, business
performance
Paper type: Research paper

Introduction

Intellectual capital is considered a key element in the development of organizations’

overall performance (Marr and Chatzkel, 2004; Nonaka and Takeuchi, 1995), a
valuable resource (Barney, 1991), and a form of dynamic and non-static capital
(Bratianu, 2018; Edvinsson and Sullivan, 1996). Intellectual capital has been
conceptualized in the literature from different perspectives; however, there remains
little consensus since its seminal definition (Brooking, 1997). Many researchers have
explored this concept and established methodologies that can be applied in a business
context (Sveiby et al., 1997; Verbano and Crema, 2016). Martín-de-Castro et al. (2011)
point out that the academic debate on intellectual capital remains open and relevant.
This study focuses on micro, small, and medium-sized enterprises (SMEs),
which represent the generality of Portuguese business firms. These firms have specific
characteristics that make them more vulnerable. Their smaller size makes them more
exposed to economic, social, political-legal changes, and internal constraints. Specific
aspects may boost the performance of SMEs and it is therefore important to study the
impact of intellectual capital on business performance through a set of mediating
variables. Bontis (1998) and Bontis, Keow and Richardson (2000) present pioneering
research on this relationship. Intellectual capital has assumed a strategic role in SMEs,
but traditionally they have had limited resources to use for this purpose (Ngah and
Ibrahim, 2009). Although there are many contributions to the study of the influence of
intellectual capital on business performance in large firms, research on this topic has
been scarce in small firms (Verbano and Crema, 2016).
This research introduces a mediation chain of constructs between intellectual
capital and business performance, which increases the understanding of the causal link
between intellectual capital as a propeller towards better innovation performance and,
consequently, improved business performance. This article is structured in five
sections. Following this introduction, Section 2 introduces the theoretical framework
underpinning the study and the hypotheses to be tested. Section 3 describes the
methodology, i.e., scales of measurement, data collection procedures, characterization
of the sample, data analysis (reliability measures and structural equation models), and

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control variables. Section 4 presents the results of the data analysis. The paper
concludes with a discussion of research findings, their implications for management,
specific limitations, and proposals for future research.

Theoretical framework and hypotheses

The conceptual model underlying this research is depicted in Figure 1. The research
hypotheses discussed below define the relationship between intellectual capital and
business performance through a set of mediators. In particular, absorptive and
technological capabilities are assumed to be antecedents of innovation performance
and, consequently, of business performance.

==== Figure 1 about here ====

Intellectual capital

The intellectual capital concept reflects the importance knowledge has acquired over
the firm’s evolution. It is recognized as a strategic factor for higher performance and
firms are assumed to be true “knowledge-creating entities” (Nonaka, 1991). Stewart
(1991) defines intellectual capital as the sum of existing knowledge in the firm. On the
other hand, Bratianu (2018) considers intellectual capital as a non-linear entity.1 The
creation of wealth depends on how knowledge is used, which is the responsibility of not
only the firm but of everyone. Hence, the firm’s success depends on how they use
knowledge (Fosfuri and Tribó, 2008).
Stewart (1991) defines intellectual capital as the total stocks of the collective
knowledge, information, technologies, intellectual property rights, experience, learning
and competence, team communication systems, customer relations, and brands that
are able to create values for a firm (see Edvinson and Malone (1997), Sveiby (1997),
Edvinson (2000), and Curado and Bontis (2007)). The literature supports the
intellectual capital concept with three interrelated dimensions: human capital, structural
capital, and customer capital (Youndt et al., 2004; Subramaniam and Youndt, 2005).2
As a result, the conceptual model assumes a unidimensional approach to intellectual
capital.

Dynamic capabilities

In the last two decades, the Resource-Based View (RBV) has been widely accepted as
one of the most powerful and prominent theories for describing, explaining, and
predicting organizational relationships (Barney et al., 2011). In particular, it has been
used successfully to explain and predict firms’ performance. Barney’s (1991) seminal
work discusses the Resource-Based View. He states that firms’ potential to sustain
competitive advantage lies in the resources that they possess. These resources must
be valuable, rare, and imperfectly imitable as well as substitutable.
The concept of RBV has evolved with the addition of new constructs such as
dynamic capabilities (Teece et al., 1997). This latter concept stems from RBV and
attempts to explain how organizations can gain a greater competitive advantage in a

1 This research assumes that intellectual capital is exogenous to the model and the trigger of
the relationship (see Figure 1). Thus, knowledge management, as an antecedent of
intellectual capital (Kianto et al., 2014), is not part of the model. If intellectual capital had
been a mediator or dependent variable, then a further discussion on the way it is built –
linear or non-linear composition – would have been needed.
2 The concept of customer capital and relational capital are synonymous (Subramaniam and
Youndt, 2005). To avoid misunderstandings, the former term is always used herein.

2
rapidly changing environment. From this perspective, dynamic capabilities allow firms
to create, develop, and protect resources that enable them to achieve a superior
performance over time (Ambrosini and Bowman, 2009); while not directly affecting
outputs, they contribute through their ability to improve operational capabilities (Teece
et al., 1997). The evolutionary nature of dynamic capabilities becomes central to the
long-term outcomes and firms’ capacity to adapt to new contexts (Eisenhardt and
Martin, 2000).

Intellectual Capital and Dynamic Capabilities

The best approach to the analysis of dynamic capabilities is based on their

antecedents, which determine their characteristics and scope (Zahra et al., 2006). Hsu
and Wuang (2012) found a positive effect between intellectual capital and business
performance that is mediated by dynamic capabilities. Therefore, the following
hypothesis can be put forward:

H1: Intellectual capital positively influences dynamic capabilities.

Network Competence

The concept of network competence emerged from RBV theory. It includes all
resources and capabilities controlled by the firms that enable the formulation and
implementation of strategies (Barney, 1991). While Hagedoorn, Nadine and van Hans
(2006) focused on the definition of networking, other authors have emphasized either
the external networking relationships (Ritter, 1999) or the internal networking
relationships (Ritter, 1999; Ritter and Gemunden, 2004). Ritter and Gemunden (2004)
found that network competence has a strong positive impact on inter-organizational
technological collaborations as well as on product success and the innovation process
of firms. Thus, Ritter (1999) defines network competence as the firm’s ability to develop
and manage relationships with their business partners (e.g., suppliers, customers) and
deal effectively with interactions between them (Ritter, 1999; Ritter et al., 2002). It is a
relational and essential capacity developed by organizations (Ritter et al., 2002) that
can be seen as an internal organizational capacity that allows relationship activities to
be reconfigured in specific situations (Knight and Cavusgil, 2004).
This concept is composed of two components: the first relates to the degree of
execution of the network management tasks and the second to the level of
qualifications of those who manage the firm’s social relationships (Ritter, 1999; Ritter et
al., 2002). We note that network competence, i.e., the competence of firms to create
and improve their networks with partners, is strongly dependent on dynamic
capabilities, in particular (organizational) management capability and the understanding
of customers’ and other stakeholders’ needs.

Intellectual Capital and Network Competence

Intellectual capital is one of the firms’ most valuable assets (Lenciu and Matis, 2011)
and reflects the accumulated knowledge of their employees and their interactions
(Stewart, 1991). This combination of capacities and commitments makes the
knowledge unique, different, and the basis for the firms’ sustainable competitive
advantages (Lin and Higgins, 2016). As knowledge results from and feeds the
interaction between employees (Harmaakorpi, 2004), we set the following hypothesis:

H2: Intellectual capital positively influences network competence.

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Technological Capabilities

Information technology has driven the creation, production, transmission, distribution,

and exploitation of all kinds of knowledge (Nonaka and Takeuchi, 1995; Qureshil et al.,
2009).
Technological capabilities are defined as an internal technological effort to
acquire the mastery of innovative technologies, adapt them to the local reality and
perfect them (Lall, 1987). In the same line, Dahlman and Westphal (1982) and Bell
(1984) define technological capabilities as the technological domain, achieved through
the technological effort to acquire, adapt and/or create technology. The firms’
development of technological capabilities increases their ability to respond to
technological changes and the identification of new trends (Berkhout et al., 2010).

Dynamic Capabilities and Technological Capabilities

Dynamic capabilities are related to the ability of firms to shape themselves in response
to changes in the external environment (Dosi et al., 2000; Teece et al., 1997). The
firm’s generated technological knowledge results from the accumulation of knowledge
from previous technological learning processes in a specific context, which makes it
difficult to codify and transfer (Pavitt, 1991).
These firm specific competencies facilitate market manoeuvring, which
improves its performance over time, and increases the likelihood of survival in highly
competitive environments (Cohen and Levintal, 1989; Dosi et al., 1995; Malerba and
Orsenigo, 1999). In this context, firms need to search, analyze and exploit markets,
strategically applying the dynamic capabilities, to establish a new resource base
(Ambrosini and Bowman, 2009). Thus, the third hypothesis states that dynamic
capabilities can generate the development of technological capabilities:

H3: Dynamic capabilities positively influence technological capabilities.

Network Competence and Technological Capabilities

Network competence refers to a firm’s ability to manage its network of relationships

effectively, also allowing the firm to develop and use its network to acquire significant
resources for innovation (Ritter, 1999).
The inter-organizational nature of network competence promotes opportunities
for individuals to absorb knowledge and for new technologies to differentiate and
innovate (Lawson et al., 2009). Moreover, it improves external relations, which can
have a strong influence on the firm’s technological development (Tehseen et al., 2019).
Thus, we set the following hypothesis:

H4: Network competence positively influences technological capabilities.

Absorptive Capabilities

Cohen and Levinthal (1990) introduced the concept of absorptive capabilities. This
multifaceted construct captures how firms can develop important sources of
sustainable competitive advantage by adapting the resources to the dynamics of the
environment and, consequently, obtain a competitive advantage (Jansen et al., 2005).
This construct, as a dynamic capacity, influences the creation of other organizational
competencies and endows firms with multiple sources of competitive advantage that
improve its performance (Cohen and Levinthal, 1990; Zhara and George, 2002).

4
Technological Capabilities and Absorptive Capabilities

The accumulation of technological capabilities allows routines to be continually

improved and transformed into new knowledge. Whenever firms create the conditions
for technological capabilities to be developed, the acquired knowledge will be
internalized, and ultimately will strengthen competitive advantages (Santhanam and
Hartono, 2003). Tzokas et al. (2015) present strong evidence of the existence of a
positive relationship between technological capabilities and absorptive capabilities.
Thus, we add this hypothesis to our conceptual model:

H5: Technological capabilities positively influence absorptive capabilities.

Network Competence and Absorptive Capabilities

Sharing knowledge connects network competence to the absorptive capacities; this is

also important as it strengthens the acquisition of knowledge from suppliers, customer,
etc. (Wang, 2013). In particular, practices aimed at improving teams’ connectivity and
multifunctionality positively influence the acquisition and assimilation of external
knowledge (Jansen et al., 2005). The relationships between the firms’ internal and
external actors enhance the development of new knowledge (Serenko, 2004), which is
embraced and shared by the firms to boost their value creation (Chao and Clarke,
2008). Thus, we state that:

H6: Network competence positively influences absorptive capabilities.

Innovation Performance

Innovation performance, which refers to the firm’s ability to introduce new or

substantially improved products, new customer services, new production methods and
processes, and new management and marketing practices, leads to an improvement in
the firm’s performance (Ritala et al., 2015). Innovation performance depends not only
on technical resources (e.g., individuals, knowledge and equipment), but also on how
they are managed within firms by developing appropriate routines, organizational
structures, tools, business mechanisms, and individual and organizational creativity
(Tidd and Bessant, 2009). In particular, innovation performance, a measure of
operational performance, depends on the specific dynamic capabilities needed to
develop R&D (R&D innovative capability, which is part of dynamic capabilities).

Absorptive Capabilities and Innovation Performance

Absorptive capabilities are shaped by routines and organizational processes used by

firms to acquire, assimilate, transform and apply the knowledge that enhances the
dynamic organizational capacity (Zahra and George, 2002). The innovation process
depends on the absorptive capability, where it will be possible to develop the present
opportunities, putting new knowledge that can generate innovations into practice within
the organization; this plays a fundamental role in business performance (Tidd et al.,
2001). There is evidence that supports a relationship between absorptive capabilities
and innovation performance (Alegre et al., 2013; Kostopoulos et al., 2010; Tsai, 2001).
By absorbing external knowledge, a firm boosts creativity, stimulates new ideas, and
develops the potential for innovation (Calantone et al., 2002; Lau and Lo, 2019). Thus,
the new hypothesis is:

H7: Absorptive capabilities positively influence innovation performance.

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The Intellectual Capital and Innovation Performance

Subramaniam and Youndt (2005) show that intellectual capital through its three
components – human capital, structural capital, and customer capital –, boosts the
capacity to innovate and improve performance.
Ritala (2015) defines innovation as the strategic process related to the
development and renewal of products, processes, and services supplied to the market
to obtain a competitive advantage over its competitors. The combination of human
capital, structural capital, and customer capital is an essential condition for innovation
and consequently increases innovation performance (Fórez and Camisón, 2016). Thus,
we hypothesize that:

H8: Intellectual capital positively influences innovation performance.

Network Competence and Innovation Performance

Ezuma and Ismail (2017) show that network competence has a substantial and direct
positive impact on innovation performance. Networking competence can be seen as a
set of tasks through which interdependent firms develop and maintain growth
strategies. On the other hand, the use of technology allows network integration, which
enables collaborative firms to explore areas of mutual benefit and this ultimately leads
to innovation (Thornton et al., 2014). The firm’s information sharing with the various
channels (e.g., distribution, partners, suppliers or customers) allows the coordination
and optimization of resources, and decision making that enhances the fit to the
customers’ demands (Stank, Keller, and Daugherty, 2001). Network competence
through technological capabilities enables firms to achieve greater innovation success
(Ritter and Gemunden, 2003). Following these empirical studies, the following
hypothesis is put forward:

H9: Network competence positively influences innovation performance.

Business Performance

Business performance has become a core concept used by both academics and
professional managers in all areas of business research, particularly in strategic
management studies (Selvam et al., 2016). Business performance is commonly
conceptualized in two distinct dimensions: financial and operational (Venkatraman and
Ramanujam, 1986). Financial performance covers accounting operations and financial
measures. Operational performance, the concept of which is more closely related to
our research aim, connects to efficiency, i.e., technological capabilities in the
management of the firm’s products and human assets.

Innovation Performance and Business Performance

Innovation performance defines firms’ ability to adapt to turbulent markets by

innovating in products and processes, management practices, and marketing practices
(Bodwell and Chermack, 2010), which improves business performance (Kirgydou and
Spyropoulou, 2013). The literature has found a positive relationship between innovation
performance and business performance (Calantone et al., 2010; Rosenbusch,
Brinckmann and Bausch, 2011; Saeed et al., 2015). Therefore, we added the following
hypothesis to our conceptual model:

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H10: Innovation performance positively influences business performance.

Intellectual Capital and Business Performance

Intellectual capital has been identified as one of the most important drivers of business
performance (Budiarta et al., 2014; Lu, Wang and Kweh, 2014; Murthy and Mouritsen,
2011; Verbano and Crema, 2016; Youndt et al., 2004; Mubarik et al., 2019).
Investors value firms with more efficient intellectual capital, i.e., firms that
transfer intellectual capital into business performance (Chen, 2015). Ozer, Ergun, and
Yilmaz (2015) showed evidence of a positive effect of intellectual capital on business
performance. In this context, it proves to be more associated with qualitative
performance (e.g., innovation performance, adaptation performance) than in
quantitative performance (financial performance). This refers to the performance of
innovation, the performance of adaptation, organizational performance, and
performance of human resources. Intellectual capital has been shown to play a crucial
role in small and medium enterprises (SMEs), but related literature is still scarce
(Demartini and Beretta, 2019). Thus, we hypothesize a direct link between intellectual
capital and business performance:

H11: Intellectual capital positively influences business performance.

Apart from the constructs described before, the conceptual model (Figure 1)
includes seven firm-level variables, namely age, size, sales volume, location, type of
activity, the existence of export activity, and the development of Research and
Development (R&D) activities; these are used as control variables of business
performance.

Research method and data collection

Measures

The scales used to measure these constructs are based on the literature. Intellectual
capital was measured by Wu’s (2008) 18-item scale which results from an adaptation
of the scale in Bontis (1998). Dynamic capabilities were measured by the 11-item scale
in Hung, Yang, Lien, McLean, and Kuo (2010). Network competence was measured by
the 11-item scale in Ritter (1999, 2002). Technological capabilities were measured by
the 4-item scale in Tzokas et al. (2015), Tsai (2004), Ortega (2010), and Zhou and Wu
(2010). Absorptive capabilities measurement is based on a scale in Roberts (2015),
which is inspired in Pavlou and El Sawy (2006). The scale of Ritala et al. (2015), based
on Weerawardena (2003), was applied to measure innovation performance. Finally,
business performance was measured using the 5-item scale (Richard et al., 2009).
Items in the intellectual capital scales, dynamic capabilities, absorptive
capabilities, and network competence were evaluated by the respondents using a 7-
point Likert scale, from 1 – “strongly disagree” to 7 – “strongly agree”. Items in
technological capabilities, innovation performance, and business performance scales
were evaluated on a 7-point scale, where 1 corresponds to “much worse than the main
competitors” and 7 to “much better than the main competitors”.

Population, sample, and data collection

This research focuses on Portuguese firms and the sampling process comprises three
steps: first, the characterization of the population, which resulted in definition of the
target population and the reporting population; next, the definition of sample selection
method; and, finally, the validation of the sample. The national database contains about

7
45,000 firms. A regional stratification (NUT II official statistics region) was used to
ensure that the sample was representative of the population. Respondents were
managers of the firm or had a good knowledge of the firm’s operation. The firms were
contacted directly by email and the questionnaire was filled out using the Google
Forms platform. A pilot test of the questionnaire was conducted with a small number of
managers, representative of the population, which led to improvements in the clarity of
the questions.
We obtained a validated sample of 533 respondent firms. These data were
processed through SPSS 22. Scale validation and structural modeling were performed
using MPlus 6.0. The firm’s characterization is based on the control variables: size,
age, geographical location, sales volume, activity sector, development of R&D
activities, and development of the export activity.
The size of firms in the sample is determined by the number of full-time
workers. The sample is composed of 52.2% micro-enterprises (less than 10
employees), 34.2% of small enterprises (10-49 employees), and 13.6% of large firms
(50 employees or more). Regarding the age of the firms, 11.8% have been in operation
for less than 10 years, 39.0% for between 11 and 20 years, and 48.8% for more than
20 years (0.4% did not respond to this question). In relation to the sector of activity,
50.3% of the firms in the sample work in the services sector, 22.2% in commerce,
19.4% in industry, and 5.3% in construction (2.8% did not respond to this question). As
for sales volume in 2015, 11.2% of the firms recorded sales of less than 50,000 euros,
25% between 50,000 and 250,000 euros, 32% between 250,001 and 1,000,000 euros,
and 31.8% over 1,000,000 euros. In terms of location, 32.9% of the sample firms are
from Lisbon and Vale do Tejo region, 38.9% from the North, 18.9% from the Center,
and 11.5% from the South and Islands. It was also found that 56.8% of the surveyed
firms export goods and 26.7% conduct R&D activities.

Construct validity

An exploratory factor analysis was conducted to verify the configuration validity of each
construct. Specific items with low loadings were excluded as they were not reliable
indicators of the construct. Thus, intellectual capital is measured by 17 items, while
both network competence and absorptive capacity are measured by six items. For
dynamic capabilities, technological capabilities, innovation performance, and business
performance, all initial items were retained. Table 1 presents the estimates of the factor
loadings of second-order latent variables.

==== Table 1 about here ====

Table 2 presents the Cronbach Alpha, the composite reliability (CR), and the average
variance extracted (AVE) for all the constructs based on the estimated measurement
models of each construct. Items are reliable measures of a construct whenever the
Cronbach Alpha is higher than 0.80, acceptable reliability is between 0.60 and 0.80,
and lower reliability below 0.6 (Hair et al., 2014). We conclude that all constructs have
good consistency. Although the subdimension of management capacities in the
construct dynamic capabilities is an exception to this, the consistency is acceptable.
The scales used also provided generally satisfactory CR and AVE; network
competence was the exception with an AVE of less than 0.5. Nevertheless, this
construct was maintained as in Li and Zhou (2010). Table 2 shows that CR values are
between 0.802 and 0.964, while the AVE excluding the above mentioned exception
was between 0.507 and 0.869; this shows the internal consistency between the
multiple indicators of each variable.

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 ==== Table 2 about here ====

Control variables
The structural characteristics of the firms that determine business performance are
controlled in the conceptual model. We include the following control variables: Firm age
was measured using an ordinal scale: 1 = up to 5 years, 2 = between 6 and 10 years, 3
= between 11 and 20 years, and 4 = more than 20 years (the reference is up to 5
years). Firm size was measured using an ordinal scale: 1 = less than 10 workers, 2 =
between 10 and 49 workers and 3 = 50 workers or more (reference is less than 10
employees). The location was categorized into 1 = North, 2 = Center, 3 = Lisbon and
Vale do Tejo, and 4 = South and Islands (reference is Lisbon and Vale do Tejo). The
type of activity was categorized into 1 = industry, 2 = construction, 3 = trade, and 4 =
services (reference is services). Export and R&D activities were defined as dummy
variables (1 = yes, 0 = no).

Results

Structural relationships

The hypotheses underlying our conceptual model (Figure 1) were jointly tested by
structural equation modeling using the maximum likelihood method. Seven control
variables were added and directly impact business performance. We also tested
mediator effects with indirect effects. Model fit of the conceptual model to the
covariance structure of the data is good (𝜒 (2013) = 3902.364, 𝜒 /𝑑𝑓= 1.939,
Comparative fit index [CFI] = 0.967, Tucker- Lewis index [TLI] = 0.967, RMSEA =
0.042, P [rmsea≤0.05] = 1.000, IC to 90%: ]0.040; 0.044[). All item loadings are
statistically significant (p<0.01) and factorial loadings greater than 0.50, which
strengthens the validity and reliability of the measurement model. Table 3 reports the
estimated coefficients of the conceptual model.

==== Table 3 about here ====

The first hypothesis (H1) states that intellectual capital positively affects dynamic
capabilities. We conclude that this effect is confirmed (𝛽 = 0.930, p<0.001), thus
confirming H1 (Table 3). We conclude that intellectual capital has a positive impact on
network competence (𝛽 = 0.807, p <0.001). Thus, H2 that links intellectual capital with
network competence is confirmed. H3 establishes the relationship between dynamic
capabilities and technological capabilities. Dynamic capabilities have a positive impact
on technological capabilities (𝛽 = 1.011, p<0.001); this hypothesis is confirmed. H4,
where the network competence has a negative impact on the technological capabilities,
is also confirmed (𝛽 = 0.539, p<0.001). Technological capabilities positively influence
the absorptive capabilities (𝛽 = 0.451, p<0.001) and network competence positively
influences the absorptive capabilities (𝛽 = 0.757, p<0.001). Thus, H5 and H6 are both
confirmed. The absorptive capabilities positively influence innovation performance (𝛽 =
0.849, p <0.001), thus confirming H7. Intellectual capital has a positive impact on
innovation performance (𝛽 = 0.233, p<0.05), which confirms H8. There is an inverse
relationship between network competence and innovation performance (𝛽 = -0.351,
p<0.001), confirming H9. The direct positive relationship between innovation
performance and business performance (𝛽 = 0.574, p<0.001) is confirmed (H10).
Finally, the direct relationship between intellectual capital and business performance is
not statistically significant (𝛽 = 0.020, p>0.05), which implies that hypothesis H11 is not

9
confirmed. Table 4 summarizes our hypotheses tested by the structural equation
model.

==== Table 4 about here ====

Given the hypotheses confirmed, dynamic capabilities and networking skills are
mediating variables between intellectual capital and technological capabilities; the
technological capabilities are mediating variables between dynamic capabilities and
absorptive capabilities, and between network competence and absorptive capabilities.
Absorptive capabilities are mediating variables between technological capabilities and
innovation performance; and between network competence and innovation
performance. Innovation performance mediates the relationships between intellectual
capital, absorptive capabilities, and network competence with business performance.
As a complement to the direct effects reported in Table 3, indirect relationships
between the various constructs were also estimated. The absorptive capabilities (𝛽 =
0.151, p<0.001), the technological capabilities (𝛽 = 0.052, p<0.001), the dynamic
capabilities (𝛽 = 0.032, p<0.001), the network competence (𝛽 = 0.233, p<0.001), and
intellectual capital (𝛽 = 0.432, p<0.001) have an indirect positive impact on business
performance. On the other hand, technological capabilities (𝛽 = 0.093, p<0.001),
dynamic capabilities (𝛽 = 0.058, p<0.001), network competence (𝛽 = 0.422, p<0.001),
and intellectual capital (𝛽 = 0.620, p<0.001) also had an indirect positive impact on
innovation performance (𝛽 = 0.528, p<0.001). The same is true of the impact of
dynamic capabilities (𝛽 = 0.213, p<0.001), networking competence (𝛽 = 0.528,
p<0.001), and intellectual capital (β = 0.569, p<0.001) on absorptive capabilities.
Finally, intellectual capital (𝛽 = 0.528, p<0.001) has an indirect positive impact on
technological capabilities.

Effects of control variables

Table 5 presents the impact of the control variables on the business performance using
structural equation modeling.

==== Table 5 about here ====

Regarding the sector of activity, the industrial and construction firms present a better
performance than the service sector. As for the location, the firms located in the North
have a better performance than those in Lisbon and Vale do Tejo. In terms of firm size,
medium-sized firms perform better than micro-firms. The volume of sales, the age of
the firm, the export activities, and the R&D activities show no relationship with business
performance.

Discussion

This research sought to further the understanding of the direct and indirect effects of
intellectual capital as the main driver of business performance. It was not enough for
firms to have intellectual capital, defined by its three dimensions – customer capital,
human capital, and structural capital – to achieve better performance. Firms must have
a set of capabilities (dynamic, technological, absorptive) and competences (network) to
enhance results. Firms with strategic capabilities, innovative R&D capabilities, and
organizational management capabilities have a quicker and flexible response to
technological changes; this makes them more efficient when using their knowledge to
develop and produce new products and services, achieve better products and process

10
added-value innovation for customers, and develop management and marketing
practices. Intellectual capital acquired through these capabilities and competencies
increases business performance.
Additionally, specific strategic groups were identified based on the control
variables. We concluded that the effect of the sector of activity on business
performance is greater for industrial and construction firms than for the services sector.
Our results show that the volume of sales, age of the firm, export activities, and R&D
activities do not correct business performance (control variables). However, medium-
sized firms perform better than micro-firms, which can be explained by the fact that
they have more resources and share knowledge more (internal sharing, with
stakeholders, and other firms).

Contributions

Our conclusions have scientific and managerial implications. They contribute to a better
understanding of the role of intellectual capital in the firms’ management as a driver of
business performance. The paper bridges the gap between theory and practice by
controlling a set of organizational variables that correct the link between intellectual
capital and business performance. In particular, dynamic capabilities, network
competence, technological capabilities, absorptive capabilities, and innovation
performance are mediator variables between intellectual capital and business
performance.
To improve the prosperity of Portuguese firms, managers should strive to define
the correct intellectual capital mix, which together with the aforementioned skills and
competences can boost the firm’s value. All the hypotheses underlying the conceptual
model were confirmed, with one exception. Prior studies focusing mostly on large firms
found that intellectual capital directly influences business performance (Verbano and
Crema, 2016). Based on a sample of (mainly) small and medium-sized firms, our study
shows that this effect only occurs indirectly through a set of mediator variables. The
Portuguese economy is mostly characterized by micro and medium enterprises, which
is reflected in our sample as 58.7% of the firms have between 1 and 9 employees,
which may make it difficult to develop network competences. As such, there is no well-
founded knowledge-sharing culture. These results may help improve Portuguese firms
as most do not export (56.8%) or develop R&D (70.9%).
The managerial implications of this research highlight the need for firms to
boost the importance of intellectual capital and other intermediate organizational
variables that mediate the relationship with business performance. Our research shows
the direct impact of intellectual capital on innovation performance and an indirect
impact on business performance through networking, organizational, and knowledge
capabilities. In particular, this research shows that firms caring about intellectual
capital, network competence, dynamic, technological, and absorptive capabilities are
better prepared to innovate and improve business performance. Thus, managers
should look at the set of intangible resources arising from intellectual capital as a
source of value creation. On the other hand, the manager must also have a systemic
vision that fosters networking and organizational capabilities to improve business
performance.
This study also provides insights for Higher Education Institutions (HEIs) and
policymakers. HEIs should create and implement strategies towards increasing
students’ awareness of intellectual capital, networking, and organizational capabilities,
preparing them to contribute to better business performance. Policymakers should
promote the enhancement of intellectual capital components, networking, and
organizational capabilities in the organizations, supporting investments, training and
other actions that can change mindsets, and improve the knowledge skills of
organizational leaders and workers. These policies will foster business performance
and, therefore, more value will be distributed among firms’ stakeholders.

11
 The volatility and rapidly changing global markets force firms to implement
strategies that require the sharing, creation, and storing of information. Thus, a
knowledge-based culture, based on technological and scientific practices, can be
developed to stimulate innovations that respond to market demands.
The information available in firms is not always transformed into knowledge as
managers need to encourage and provide conditions for innovation. That is, firms need
to create favorable conditions for partnerships with various internal and external actors.
Whenever knowledge assets are developed, firms will be more successful.

Limitations and future research

The focus on Portuguese firms in this study is a limitation. Nevertheless, our

conclusions can be applied and generalized to similar contexts as the sample
represents different industries and firm sizes. Future research can compare conceptual
models of the impact of intellectual capital on business performance within subgroups
of the sample or using a larger sample. Thus, hypotheses can be tested in a multigroup
framework taking into account characteristics such as industry, age, or size.
The data collection was carried out exclusively at the firm level. This research
analyzed the view of employees with management responsibility or in depth knowledge
of the firm. Future research can interview other stakeholders (e.g., shareholders,
customers, suppliers) to reflect other positions on the impact of intellectual capital on
business performance.
This research used well-known and standard scales to measure the construct in
our conceptual model. Other possibilities are available in the literature. For instance,
future research may study the three-dimensional concept of organizational intellectual
capital – rational capital, emotional capital, and spiritual capital –, which can be
measured by rational intelligence, emotional intelligence, and spiritual intelligence,
respectively (Brataniu, 2018).
This structural equation model assumes a LISREL (Linear Structural RELations)
framework; it can be extended by adding non-linear (e.g., quadratic) relations between
the constructs, provided that the overall model remains identified. Moreover, further
extensions can be defined allowing more direct effects. For instance, additional
hypotheses can be added to the model as a direct effect of technological capacities on
innovation performance. This exploratory research should be conducted with care as
the model may have to be changed to allow new effects and remains identified.
Overall, this study shows that access to intellectual capital in firms will lead
directly and indirectly to improved business performance. In short, this study identifies
the paths from intellectual capital that lead to better business results.

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