Unconventional Organizational Capital Forms: Social, Intellectual, and Positive Psychological Capitals

Abstract

The dynamic relationship between positive psychological capital (PsyCap) and intellectual (IC) and social capital (SC) has gained increasing attention in the field of organizational behavior and management. Physical or financial capital previously were seen as an essential capital for organizations’ success, but today with rapid change are seen insufficient to protect their sustainability, especially in competitive environment, thus, organizations have forced to adapt different alternative of resources such as intellectual, PsyCap and social capital that with the time are considered as essential capital to the sustainability of organizations. In this context, intellectual capital was regarded as an important additional source of competitive advantage in the workplace. This study aimed to examine the impact of the four dimensions of psychological capital—self-efficacy, hope, optimism, and resilience—on intellectual capital, which represents the intangible assets within organizations. Additionally, the study explored how these dimensions of psychological capital influence social capital, and how social capital, in turn, affects intellectual capital. Data was collected through a questionnaire distributed to employees at various positions across multiple service sector companies. Structural Equation Modeling (SEM) was employed to analyze the relationships between these variables. By exploring the connections and impacts between psychological, social, and intellectual capital, the study seeks to provide valuable insights for both academic researchers and business organizations, offering practical implications for enhancing organizational resources.