Measuring and managing intellectual capital through knowledge management (KM) .
has been perceived the most important issue in knowledge-intensive companies. @.
It has been suggested that a supportive corporate culture cornerstones not .
only a successful implementation of KM system but also the effectiveness of an .
organization. @It is essential therefore to enhance our knowledge in .
interrelationships among corporate culture, KM, intellectual capital and .
operating performance. @Using a sample of firms listed in TSE and OTC and a .
questionnaire as research tool, this thesis explores the typologies of .
corporate culture and KM, and their impacts on intellectual capital and .
The empirical evidence indicates that the attributes of corporate culture are .
significantly associated with the attributes of KM activities. @Both corporate .
culture and KM shed significant impacts on cognitive importance of intellectual.
capitals. @Firms with distinct corporate culture, placing more foci on human .
resource development, innovation and market competition tend to have more .
intensive knowledge management activities, information technology utilization, .
and exchange and lash of knowledge between the members of the organization. @.
Compared to firms with low innovative-bureaucratic culture, firms with high .
effective-supportive culture concentrate more on all aspects related to human .
capital and innovation capital.
Compared to other firms in the sample, firms with high flexibility-high degree .
of knowledge management activities focus more on human capital, innovation .
capital, and process capital. @Compared to firms with high control-low degree .
knowledge management activities, companies characterized with humanistic-.
medium degree knowledge management activities emphasize more on innovation .
The findings also show that both corporate culture attributes and components .
of human capital and innovation capital are significantly associated with .