Strategic fit: Key to growing enterprise value through organizational capital |
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| Institution: | 1. Arthur J. Bauernfeind College of Business, Murray State University, 304 North 16th Street, Murray, KY 42071, U.S.A.;2. Partner, Organizational Capital Partners, 3001 North Rocky Point Drive East #200, Tampa, FL 33607, U.S.A.;1. Goizueta Business School, Emory University, 1300 Clifton Road, Atlanta, GA 30322, U.S.A;2. McCoy College of Business Administration, Texas State University, San Marcos, TX 78666, U.S.A;1. EMLYON Business School, 69130 Écully, France;2. John Molson School of Business, Concordia University, 1455 De Maisonneuve Boulevard West, Montréal, Québec H1H 1L8, Canada |
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| Abstract: | Organizational capital is an intangible asset that is a continuous creator of value through generating above-normal revenue growth, innovation, operational excellence, and stakeholder relationships. The elusive nature of organizational capital stems from competing perspectives on how it can be defined and managed. This article presents a comprehensive model for understanding the critical process, components, and necessary linkages that result in increased enterprise value through the creation of organizational capital. Attention is given to the factors that influence organizational capital (fit among leadership, strategy, and organization design), its influence on human capital, and, ultimately, the impact on operational excellence, stakeholder capital, and the essential levels of innovation that drive capital efficient growth. Guidance is provided for the CEO, CFO, and CHRO wishing to harness the power of organizational capital and increase both current and future value of the firm. |
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| Keywords: | Organizational capital Human capital management Value creation Strategic leadership Work levels Levels of innovation Stratified systems theory Future value Resource-based theory Intangible assets Organizational alignment |
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