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

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dc.contributor.authorKong, Eric
dc.contributor.authorThomson, Stanley Bruce
dc.date.accessioned2024-05-06T15:33:59Z
dc.date.available2024-05-06T15:33:59Z
dc.date.issued2006
dc.description.abstractVery 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.
dc.description.urihttps://library.macewan.ca/cgi-bin/SFX/url.pl/EFS
dc.identifier.citationKong, 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
dc.identifier.doihttps://doi.org/10.1504/IJHRDM.2006.010396
dc.identifier.urihttps://hdl.handle.net/20.500.14078/3552
dc.language.isoen
dc.rightsAll Rights Reserved
dc.subjectintellectual capital
dc.subjectstrategic HRM
dc.subjecthuman resource management
dc.subjectHRM
dc.subjectSHRM
dc.subjectsocial services
dc.subjectnon-profit organisations
dc.subjectAustralia
dc.subjectnon-profit sector
dc.titleIntellectual capital and strategic human resource management in social service non-profit organisations in Australiaen
dc.typeArticle

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