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National Intellectual Capital Stocks and Organizational Cultures: A Comparison of Lebanon and Iran

National Intellectual Capital Stocks and Organizational Cultures: A Comparison of Lebanon and Iran

Jamal A. Nazari, Irene M. Herremans, Armond Manassian, Robert G. Isaac
Copyright: © 2010 |Pages: 24
ISBN13: 9781605666792|ISBN10: 1605666793|EISBN13: 9781605666808
DOI: 10.4018/978-1-60566-679-2.ch006
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MLA

Nazari, Jamal A., et al. "National Intellectual Capital Stocks and Organizational Cultures: A Comparison of Lebanon and Iran." Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications, edited by Kevin O'Sullivan, IGI Global, 2010, pp. 95-118. https://doi.org/10.4018/978-1-60566-679-2.ch006

APA

Nazari, J. A., Herremans, I. M., Manassian, A., & Isaac, R. G. (2010). National Intellectual Capital Stocks and Organizational Cultures: A Comparison of Lebanon and Iran. In K. O'Sullivan (Ed.), Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications (pp. 95-118). IGI Global. https://doi.org/10.4018/978-1-60566-679-2.ch006

Chicago

Nazari, Jamal A., et al. "National Intellectual Capital Stocks and Organizational Cultures: A Comparison of Lebanon and Iran." In Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications, edited by Kevin O'Sullivan, 95-118. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-679-2.ch006

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Abstract

Using a set of macro-level socio-economic indicators, we first explore whether two Middle Eastern countries (Lebanon and Iran) provide the foundation for organizations to develop their intellectual capital (IC). Then, we investigate the role of micro-level organizational characteristics that might support or hinder the development of IC management processes within organizations. The insight gained through our comparison will shed light on some important organizational attributes that foster the management of IC for wealth creation. The analysis has important implications for multinational corporations (MNCs) that have operations in the Middle East, are contemplating business involvement in the Middle East, or that have employees with Middle Eastern origin.

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