Intellectual capital and strategic human resource management in social service non-profit organisations in Australia

Kong, Eric; Thomson, Stanley Bruce

Intellectual capital and strategic human resource management in social service non-profit organisations in Australia

Author

Kong, Eric

Thomson, Stanley Bruce

Date

2006

Keywords

intellectual capital, strategic HRM, human resource management, HRM, SHRM, social services, non-profit organisations, Australia, non-profit sector

Abstract (summary)

Very little systematic research has focused on the Intellectual Capital (IC) and Strategic Human Resource Management (SHRM) link in the social service non-profit sector. Using data gathered from Australian Social Service Non-profit Organisations (SSNPOs), this paper fills this gap by building a nascent body of literature that put forth that IC plays a central role in SHRM in SSNPOs. SSNPO executives perceived IC as a tool to capture a complete picture of organisational potential, thus providing the necessary picture to formulate strategy for long-term development. Finally, the paper proposes a new model which illustrates that IC drives SHRM in the social service non-profit sector.

Publication Information

Kong, E., & Thomson, S. B. (2006). Intellectual capital and strategic human resource management in social service non-profit organisations in Australia. International Journal of Human Resources Development and Management, 6(2–4), 213. https://doi.org/10.1504/IJHRDM.2006.010396