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

Author

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  • Eric Kong
  • S. Bruce Thomson

Abstract

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.

Suggested Citation

  • Eric Kong & S. Bruce Thomson, 2006. "Intellectual capital and strategic human resource management in social service non-profit organisations in Australia," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 6(2/3/4), pages 213-231.
    • Handle: RePEc:ids:ijhrdm:v:6:y:2006:i:2/3/4:p:213-231
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    Cited by:

    1. Gordon Liu & Wai-Wai Ko, 2011. "Social Alliance and Employee Voluntary Activities: A Resource-Based Perspective," Journal of Business Ethics, Springer, vol. 104(2), pages 251-268, December.

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