Authors: Laurence Lock Lee, James Guthrie
Addresses: The University of Sydney, Room 306, Economics and Business Building (H69), Sydney, NSW 2006, Australia. ' The University of Sydney, Room 306, Economics and Business Building (H69), Sydney, NSW 2006, Australia
Abstract: This paper explores the role of corporate social capital (CSC) in business innovation. Two models are introduced; one model for CSC which broadly incorporates traditional intellectual capital (IC) elements and corporate reputation, and a second model for innovation from a networking perspective. The innovation model, called |the three Es|, identifies the critical central connector and broker roles within the three innovation sub-processes of exploration, engagement and exploitation. The sub-elements of CSC, being network centrality, absorptive capacity, human capital, internal capital and financial soundness are then assessed for their influence on the identified innovation roles. An analysis of the global information technology (IT) services sector is then used to illustrate the practical application of the analytical technique described.
Keywords: corporate social capital; innovation networks; corporate reputation; social networks; social network analysis; networking; central connectors; brokers; critical roles; sub-processes; exploration; engagement; exploitation; sub-elements; network centrality; absorptive capacity; human capital; internal capital; financial soundness; global services; ICT; information technology; communications technology; globalisation; learning; intellectual capital; business models.
International Journal of Learning and Intellectual Capital, 2011 Vol.8 No.3, pp.272 - 284
Available online: 30 Jun 2011 *Full-text access for editors Access for subscribers Purchase this article Comment on this article