International Bulletin of Business Administration ISSN: 1451-243X Issue 10 (2011) EuroJournals, Inc. 2011 http://www.eurojournals.

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The Effect of Intellectual Capital on Organizational Competitive Advantage: Jordanian Commercial Banks (Irbid District) An Empirical Study
Mohammad. T. Bataineh Assistant Professor, Business administration Department Jarash Private University, Jordan E-mail: aboqais2003@yahoo.com Mohammad Al Zoabi Assistant Professor, Business administration Department Jarash Private University, Jordan E-mail: moh_zooubi@yahoo.com Abstract One of the intangible assets deemed to be relevant is intellectual capital, the aim of this study was to test the effect of intellectual capital on organizational competitive advantage, Using sample of (110) questionnaires were randomly distributed in Jordanian Commercial Banks (Irbid District). The returned suitable questionnaires were (97) with (88%) response rate. We find that there were strong significant and positive influences between human and structural capital on competitive advantage, and moderate significant and positive influences with relational capital. Also there was a positive correlation among all variables of the study.

Keywords: Intellectual Capital, Competitive Advantage. Jordanian Commercial Banks

1. Introduction
This study directly measures the impact of intellectual capital (IC) management on organizational competitive advantage. Although this is an area widely studied in the literature, the nature of most of the work to date is to focus on specific aspects of intellectual capital (human, structural, or relational capital) and their individual impact on competitive advantage. This study specifically looks to identify firms that manage overall, whatever its nature, the effect of intellectual capital on competitive better than competitors.

2. Literature Review
In the beginning of our discussion we can say that Intellectual capital is the soft and intangible part of the value of the company in addition to the financial balance sheet. It is sometimes referred to as goodwill, technologies, competence, other authors consider Intellectual capital as the sum of all knowledge firms utilize for competitive advantage more importantly, it is the conceptualization of different aspects of Intellectual capital that offers scholars a means to parsimoniously synthesize the approaches by which knowledge is accumulated and used in organizations. (Youndt, M.& Snell, S, 15

2004). A more managerial definition of Intellectual capital is the sum of human capital, structural capital and relational capital. Human capital refers to the knowledge, skill, and experience of the employees (the talent base of the employees). Structural capital refers to the extension and manifestation of human capital. It includes tangibles such as the information technology systems, brand and company images, customer databases, organizational concepts and manuals (the non-human storehouse of information) and relational capital is defined as knowledge embedded within available through, and utilized by interactions among individuals and there networks of interrelationships, (the knowledge embedded in business networks). (Nahapiet & Ghoshal, 1998) Leif Edvinsson, Skandia (1999) define the intellectual capital as the knowledge, skill, and technologies used to create a competitive edge for organizations. Intellectual capital encompasses the access to and use of all employees' knowledge and applied experience, and the organizational structure, technology, and professional systems within a firm. These elements translate into competitive advantage and monetary gains, Intellectual capital seeks to explain how knowledge, collaboration, and process engagement create decisions and actions that lead to cost allocation, productivity and finally financial performance it is strongly related to discipline of intangible management which extends Intellectual capital management by updating the foundations of accounting, finance, economics, risk management, project management and other traditional discipline . Intangible management is governed more than 40 international intangible standards. (Gratton and Ghoshal,2003) . The competitive advantage within new economies has shifted from material and financial which are tangible assets to intangible and non-financial assets. Traditional factors of production, like natural resources, labor and capital, man power have minimize there significance. At the same time the importance of intangible inputs, like information, intellectual capital and knowledge, increased. The real value lies in the knowledge and skills of the people who made the products, and the marketing power of the companies to sell the products. The real wealth of organizations has to be sought in the people, their knowledge and skills, internal processes and the companys reputation. 2.1. The Importance of Intellectual Capital Systematic treatment of intellectual capital how important intellectual capital is. Company value depends on and includes the total worth of individuals plus company structure. That worth encompasses the knowledge, skills, and in house experience of each person, as well as the shared knowledge, skills and experience of all employees combined, and the organizational procedures followed in the business. That worth is dynamic and difficult to measure , intellectual capital increases company value and makes business operations more efficient. the value of a company is dynamic and is more than just hard financial ratios. The great deal of interest in how intangible knowledge assets or intellectual capital are managed in organizations. The implicit or explicit assumption in both practical and scholarly work is that better management of IC will lead to unique, sustainable competitive advantage. Consequently, a great deal of time and effort have been expended on measuring IC, on developing systems and tools to manage it, and, to a more limited extent, estimating the impact of IC on performance.( Bramhandkar, A., Erickson, S. and Applebee I.2007). In addition, the sharing of competencies requires management of information. Information management and intellectual capital are, therefore, related. Intellectual capital involves human resources, information technology, business strategy, and the participation of employees, in order to rapidly transfer experience in the company. It is energizing and charging both the national and transnational operations at company. Bontis, Crossan and Hulland (2001) suggest that, at a general level of analysis, intellectual capital represents the "stock" of knowledge that exists in an organization at a particular point in time. Thus, it represents what the organization has learned in a cognitive sense. Managing this stock of knowledge in a firm as it flows and grows is the domain of knowledge management. The way that stocks of intellectual capital change and evolve over time is then dependent on knowledge management 16

strategies. Finally, organizational learning expands the analysis to include behaviors at the individual, group, and organizational levels, as well as processes that create and utilize knowledge in order to understand more broadly how the "stocks" change and flow. As organizations are increasingly viewing knowledge as their most valuable and strategic asset, it is crucial to effectively manage their intellectual resources and capabilities. Organizations are learning to align and integrate technology and organizational initiatives for managing and supporting knowledge processes. organizations clearly require a creative, motivated workforce which is intellectually professional and which contributes to the strategy of increasing value in aggressively changing environmental conditions. Since most professionals have such specialized knowledge and produce high-quality intellectual output, they will tend to control their work domain and not necessarily support organizational goals. It is imperative, therefore, for firms to develop best practices for managing intellect in order to build and sustain a competitive advantage over the long-term. Sharon Yvette Boyce(2007). 2.2. The classes of Intellectual capital:(Roos, 2003) 1. Human Capital represents anything related to people knowledge, education and competencies of individuals in realizing national tasks and goals. Education is the basic building block of human Capital (Bontis, 2004:p.7). 2. Structural Capital represents the non-human storehouses of knowledge, which are embedded in its technological, information and communications systems as represented by its hardware, software, databases, laboratories and organizational structures.(Bontis,2004:p.8). 3. Relational Capital is the comparison of measures of one country against another, or of one period against another that give meaning to the figures. Although the intellectual Capital is unique and can never be compared objectively, we can improve comparability by using the same conceptual models. 2.3. The Importance of Competitive Advantage Winer (2004) states that Competitive Advantage is developed on the basis of three characteristics. First, Competitive Advantage must be able to generate customer value. Customer value may be defined by the customer in terms of speedy delivery, lower price, convenience, or other characteristics. Second, the customer must be able to perceive the increased value of the product or service. Whether or not your product is superior to the competition is not as important as whether the customer perceives your product to be superior. Intel recognized this fact and began an aggressive marketing campaign using the catch phrase Intel inside and printed on labels on the outside of computers manufactured by IBM, Compaq, and others. Third, for Competitive Advantage to be effective, it should be difficult for competitors to copy. To get people to share competencies, a company must facilitate exchange of knowledge among employees. The company must inform people of intelligence that is available, make people and intelligence accessible, and train everyone to use the information and any supporting technology. 2.4. Steps in Developing Competitive Advantage: Porter,(1996) The first step in developing Competitive Advantage is to identify your relevant competitors. In some businesses, such as the fast food industry, your competitors may be relatively close in distance. How far would someone reasonably travel to buy lunch? In other industries, the nature of your product or service offering is such that customers will go out of their way to purchase your product or service. An example of this might be ice skate sharpening. There are few places that sharpen ice skates; therefore customers are accustomed to go out of their way to get skates sharpened. The more unique your product or service offering, the more likely customers will travel some distance for it. next, business owners must identify their strengths and business resources. 17

These might include location, specialty product merchandise, or better-trained and more knowledgeable employees. If the business is a new business venture, this step should focus on the various resources that the business is able to bring together. While these may seem limited compared to the resources of larger competitors, Competitive strategy is more about leveraging what resources are available to you. Finally, the business venture needs to identify a position in the market commensurate with the resources and capabilities of the business. Kavida,V, and Sivakoumar, N, (2010) attempts to analyze the relationship between Intellectual Capital and Exports of Pharmaceutical industries in India to theorize that Intellectual Capital is a prominent determinant of export competitiveness for knowledge based companies. Longo, Marcello M. (2009) studied proposed to model how intellectual capital attributes affect the performance of organizations operating in the performing arts sector, more specifically opera companies. In particular, the aim of this paper is twofold in that it seeks: to analyze the role IC plays in performing arts organizations; and to propose research hypotheses that suggest how IC affects the performance of these organizations. An in-depth qualitative approach was adopted. The research methodology deployed consists of a longitudinal case study of a major Italian opera house. The main findings of this study were the identification of six attributes of IC that are deeply grounded in management theories and that make the definition of the IC construct more theoretically robust with respect to other studies that are less evidence-based; and the development of a model that shows how IC attributes affect the three different performance dimensions of performing arts organizations. Antonio Lerro & Giovanni Schiuma, (2008) studied that the theories that emphasize the new role of the region as unit of economic analysis and the territorial sphere most suited to the interactions of political, social and economic processes in an era of globalization highlight the importance of intangible and knowledge resources for activating and enhancing regional development patterns. A concept that captures holistically the relevance of this kind of resources on regional socio-economy is Intellectual Capital (IC). This work proposes a multidimensional perspective of regional development based on the notion of value creation. Using Robust Canonical Analysis (RCA) with data of the Italian Regions, the relationship between ownership and use of IC and regional development is demonstrated empirically. Bramhandkar, A., Erickson, S. and Applebee I.(2007)studied the Intellectual Capital and Organizational Performance, data collected on 139 firms in the drugs industry. they sorted and divided the sample according to market capitalization and book value (a common measure of intellectual capital) then looked at return on assets, investment, and equity, as well as beta. By one measure, firms with the highest level of intangible assets clearly performed better than those with lower levels. The high level firms had significantly better returns and significantly less variability in stock price. According to a second measure, the results were less convincing but still lent support to further research using this methodology. Ranjith Appuhami (2007) studied The Impact of Intellectual Capital on Investors Capital Gains on Shares: An Empirical Investigation of Thai Banking, Finance & Insurance Sector, The purpose of this article is to investigate the impact of the value creation efficiency on investors capital gains on shares. To investigate the impact of corporate value creation efficiency on investors capital gains, the author used the data collected from listed companies in Thailands stock market and Public's (1998) Value Added Intellectual Coefficient as the measure of intellectual capital and a developed multiple regression model. The empirical research found that firms intellectual capital has a significant positive relationship with its investors capital gains on shares. The findings enhance the knowledge base of intellectual capital and develop a concept of intellectual capital in achieving competitive advantages in emerging economies such as Thailands. Yu-Shan Chen(2007) studied explored intellectual capital about green innovation or environmental management this study wanted to fill this research gap and proposed a novel construct green intellectual capital to explore the positive relationship between green intellectual capital and 18

competitive advantages of firms, the empirical results of this study showed that the three types of green intellectual capital human, structural, relational capital have positive effects on competitive advantages of firms . Moreover this study found that relational capital was the most common among these three types of intellectual capital of Medium and Small Enterprise (SMEs) were all significantly less than those of large enterprises in the information and electronics industry in Taiwan. Christina Suciu (2005 ) studied Intellectual Capital as a source of the competitive advantage. The main aim of the study is to provide a synthesis of the new international framework of debate dedicated to intellectual capital. Result showed there is a strong and significant correlation between human capital investments and human capital assets, and also between structural capital investments and structural capital assets, countries that have a high value of intellectual capital investments also have a high value of intellectual capital assets. Measurement of the extent to which intangibles are made productive reveal that high values of intellectual capital assets are no guarantee for high intellectual productivity. It seems that intellectual capital investments and assets are necessary, but not sufficient to make intellectual capital productive. Mark L. Lengnick, and Sue Abdinnour,(2004).studied The role of social and intellectual capital in achieving competitive advantage through enterprise resource planning (ERP) systems. an examination of ERP systems using criteria established in research on resource-based views of the firm and chaos/complexity theory indicates that these claims are overstated. Observation suggests that even if ERP is necessary to coordinate complicated, multifaceted operations, it is far from sufficient to promote a strong competitive position over the long term. Moreover, ERP systems fit best within mechanistic, clockwork organizations dominated by routine, highly programmed technologies and operations, yet it is the non-routine learning and change processes found in complex, self-organizing systems that enable firms to create distinctive competitive advantages from ERP outputs. ERP makes possible deep changes in relationships, culture, and behaviors that can be crucial sources of advantage in the knowledge economy, but the structures and cultures most able to achieve this level of change are a poor fit with ERP requirements. To reconcile this paradox, we propose a dual-core, loosely coupled organization that views ERP as an enabling technology to build and augment social and intellectual capital, rather than as an information technology (IT) solution for organizational inefficiencies.

3. Objectives of the Study

This study directly measures the impact of intellectual capital management on organizational competitive advantage. More specifically this research has three objectives: 1. To explore the effect of Human Capital on competitive advantage. 2. To explore the effect of Structural Capital on competitive advantage. 3. To explore the effect of Relational Capital on competitive advantage.

4. Data and Methodology

To examine the effect of intellectual capital management on organizational competitive advantage, we select Jordanian Commercial Banks to be our case studying this research. 4.1. Data A questionnaire or sample survey and case study are the primary tools of data collection, the instrument used in this research was a questionnaire in the Arabic language that was divided into four sections. Section first measured the respondents demographic background. Section second through four measured the respondents views toward the effect of Human Capital on competitive advantage. (9 items). Structural Capital (8 items). Relational Capital, (10 items). Each items was measured in term of five points lekart scale from 1 (strongly disagree) to 5(strongly agree). 19

4.2. Methodology The sample was drawn from three management levels: Top management, middle and functional management. Around (110) questionnaires were randomly distributed in these levels. The returned suitable questionnaires were (97) with (88%) response rate. 4.3. Hypotheses Based on the objectives of the study we put the hypotheses as follows: 1 Hypothesis 1: Human Capital will have significant positive influence competitive advantage. 2 Hypothesis 2: Structural Capital will have significant positive influence competitive advantage. 3 Hypothesis 3: Relational Capital will have significant positive influence competitive advantage. 4 Hypothesis 4: Human Capital, Structural Capital and Relational Capital positively correlated with one other. on the on the on the will be

5. Case and Data Analysis

Tables one to four present the descriptive statistics for the four study variables (Human capital, structural capital, relational capital, and competitive advantage.) statement (1-7) represent Human capital as independent variable, statement (8-15) represent the Structural capital as independent variable, statement (16-23) represent the Human capital as independent variable, and statement (24-31) represent the Competitive advantage as dependent variable. 5.1. Human Capital Variable The following tables show the results of the empirical test. Table 1 through Table 4 are outputs of SPSS Statistics software. As shown in table (1) the highest mean was item # 7 " Organizational environment and shared values provide great support to innovation" (4.88) with (0.57) Standard deviation (Std), while item # 5 " Our employee are experts in there jobs and functions" scored the lowest mean (3.12) with (1.16) Std.
Table 1:
No. 1 2 3 4 5 6 7

Human capital Descriptive statistics (n=97)

Statement Human skills residing with and utilized by employees Human knowledge residing with and utilized by employees Human abilities residing with and utilized by employees Our employee are wildly considered the best in our services Our employee are experts in there jobs and functions Our employee are developing new ideas and innovation Our organizational environment and shared values provide great support to innovation Mean 4.23 3.58 3.56 4.55 3.12 4.66 4.88 Std 1.02 0.93 0.95 0.54 1.16 0.61 0.57

5.2. Structural Capital Variable As shown in table (2) shows the results of this Structural capital Variable, the mean for all items either high or very high that assuring the importance of Structural capital in achieving and sustaining competitive advantage of the firm, statement # 12 that says " Our organization's culture contains valuable ideas ways of doing business" came first with high mean (4.21) with (1.25) standard deviation, while statement # 8 that says " Our organization has self controls units cares in knowledge" came the lowest with average (3.44). with (0.88) standard deviation. 20

Table 2:
No. 8 9 10 11 12 13 14 15

Structural capital Descriptive statistics (n=97)

Mean 3.44 4.01 3.56 3.65 4.21 4.11 3.89 4.09 Std 0.88 1.06 0.97 0.76 1.25 1.22 1.14 1.17

Statement Our organization has self controls units cares in knowledge Our organizational structural adjust according to environmental changing Our organization uses patents and licenses, brand, as way to keep and store knowledge Our organization encourage informal relationship to exchange knowledge Our organization's culture contains valuable ideas ways of doing business Our organization has enough data bases and access for that Our organization embeds much of its knowledge and information in structures, systems and process Our organization has its own out and inside communicate net that helpful in exchange knowledge

5.3. Relational Capital Variable As shown in table (3) shows the results of this relational capital Variable of the study. Statement #16 " Employees are skilled at collaborating with each other to diagnose and solve problems" the highest item with (4.23) mean and medium standard deviation (1.12) indicating close respondent attitudes towards the study variable thus holding similar views about the variable, while statement #23 " Management present net business for all partner: suppliers, importers, stakeholders, etc" the lowest mean(3.01) with low standard deviation (0.54) indicating close respondent attitudes towards the study variable thus holding similar views about the variable.
Table 3:
No. 16 17 18 19 20 21 22 23

Relational capital Descriptive statistics (n=97)

Mean 4.23 4.02 3.66 3.52 3.14 4.12 4.09 3.01 Std 1.12 1.21 1.04 1.11 0.97 0.86 1.13 0.54

Statement Employees are skilled at collaborating with each other to diagnose and solve problems Employees share information and learn from each other Employees exchange and interact ideas with people from different areas of the company Management encourage employees to develop there own skills, abilities, etc Management present motivations and rewards for exchange knowledge and information through employees Employees partner with customers, suppliers. Develop solutions Employees apply knowledge to solve problem and catch opportunities that arise around Management present net business for all partner: suppliers, importers, stakeholders, etc

5.4. Competitive Advantage Variable As shown in table (4) shows the results of this competitive advantage variable of the study are high and very high means, Statement # 30 " Speed of offering services led to achieve a competitive advantage" the highest mean (4.32) with low standard deviation (0.66) indicating close respondent attitudes towards the study variable thus holding similar views about the variable, while statement # 25 " Our organization identify a position in the market commensurate with the resources and capabilities of the business" the lowest mean (3.65) with standard deviation (0.75).
Table 4:
No. 24 25 26 27 28 29 30 31

Competitive Advantage Descriptive statistics (n=97)

Mean 3.87 3.65 4.08 4.22 4.23 4.12 4.32 3.96 Std 0.73 0.75 1.02 1.25 1.31 1.02 0.66 0.89

Statement Our organization achieved a competitive advantage due to its cost leadership strategy Our organization identify a position in the market commensurate with the resources and capabilities of the business Our organization's Competitive Advantage generate customer's value. Our organization developing Competitive Advantage to identify its relevant competitors. Our organization achieved a competitive advantage due to its differentiation strategy Service flexibility is one of a competitive advantage resources Speed of offering services led to achieve a competitive advantage Our organization's products and services diversity is one of a competitive advantage resources

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5.5. Correlations Among Variables As shown in table (5) we presents the mean, standard deviation, zero-order correlation and Cronbach's alphas for all variables, with regard to our hypothesis based on the rationale that intellectual capital effect on competitive advantage, we found that human capital high significantly and positively correlated with competitive advantage (r = 0.61, p .01). thereby more interested in skills, knowledge, capabilities of employees will achieve more competitive advantage in organization. Also structural capital with competitive advantage was highly significantly and positively correlated (r = 0.73, p .01). similarly relational capital with competitive advantage was moderately significantly and positively correlated (r = 0.39, p .01). thereby employee's interaction and exchange knowledge and information's will increase organizational competitive advantage. Also there were significantly and positively correlated between hypothesis 1 with hypothesis 2,3. (r 0.29, p .01).
Table 5: Descriptive Statistics and Correlations
2 (.85) 0.48** 0.73** 3 4

Variables Mean Std 21 1. Human Capital 4.08 0.47 (.73) 2. Structural Capital 3.87 0.51 0.29** 3. Relational Capital 3.72 0.42 0.56** 4. Competitive Advantage 4.06 0.62 0.61** Notes: Scale: 5 point Likert type scale. *P .10, **P .01,*** P .001. Cronbach's coefficient alpha for matched are in parentheses on the diagonal.

(0.90) 0.39**

(.93)

To test the convergent validity we calculated composite reliability of the variables, A high value of composite of reliability , ranging from (0.73 to 0.93) that suggests reasonable convergent validity of the variables, while the mean, standard deviation and reliability of variables are shown in table (5). The higher mean was (4.08) for hypothesis (1). While the lower mean (3.72) for hypothesis (3).

6. Conclusion and Recommendations

Overall our findings to specific hypothesis were: H1 provide strong significant and positive influences on competitive advantage was supported. H2 Structural capital will have strong and positive influences on competitive advantage was supported. H3 Relational capital with competitive advantage was moderately significant and positive supported. Similarly H4 indicating a positive correlation among all variables of the study as shown in table (5) also supported with competitive advantage. According to the results above the following recommendations were suggested: More consideration in dealing with organization's partners (suppliers, importers, stakeholders, etc). More over achieving competitive advantage is the ability to sustain this advantage and consider it as strategy of the organization for long term. Presented more motivation and rearwards that enhance exchange knowledge and information through employees. Increase self controls units cares in knowledge on organization. Increase employee's skills and abilities to enhance human capital. 22

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