Corporate heritage practices supporting IC: theory-informed perspectives
| IC component and potentially supporting corporate heritage practices | Potential mechanisms and supporting theories | Entropic IC model perspective |
|---|---|---|
| IC component: Human capital Corporate heritage practices: Corporate heritage transmission and storytelling practices (e.g. mentoring/apprenticeships, elicitation from veteran workers, heritage storytelling) | Potential Mechanisms: These corporate heritage practices may strengthen employees’ knowledge, attraction, and commitment through complementary mechanisms of identity-based attachment and learning-based transmission Supporting theories: Social identity theory; Organisational learning theory | These corporate heritage practices may act as integrators, combining historically accumulated know-how, emotional attachment, and values-based meanings into operational human capital |
| IC component: Structural capital Corporate heritage practices: Corporate heritage practices to identify, store and reuse historical assets and knowledge (e.g. mapping/assessment, archiving, digitisation, codification, retrieval governance) | Potential Mechanisms: These corporate heritage practices may strengthen support for the organisational infrastructure that stores and channels knowledge through mechanisms of historical knowledge codification, archiving, and interpretive stabilisation Supporting theories: Knowledge-based view; Organisational memory; Sensemaking theory | These practices may act as integrators by combining cognitive historical knowledge and meaning with infrastructures/rules (standards, taxonomies, access policies) thereby operationalising dispersed potential resources (knowledge) into repositories, routines, and retrieval systems (operational SC) |
| IC component: Relational capital Corporate heritage practices: Corporate heritage re-actualisation, role-identity extension and communication practices (e.g. heritage branding, community partnerships, territorial initiatives, stakeholder narratives) | Potential Mechanisms: These corporate heritage practices may strengthen relationships with stakeholders by signalling credibility (trust), legitimacy, and symbolic resonance Supporting theories: Signalling theory; Institutional theory; Cultural capital theory | These practices may act as integrators, combining historically rooted identity meanings with contemporary social concerns and territorial-cultural linkages into relational resources such as trust, affinity, and legitimacy (operational RC) |
| IC component: Cross-component (IC growth/renewal) Corporate heritage practices: Corporate heritage practices aimed at monitoring, updating, and reinterpreting heritage resources over time (e.g. adaptive re-actualisation of heritage meanings) | Potential Mechanisms: These practices may support the growth/renewal of IC over time by sustaining organisational learning and recombination processes that refresh historically rooted knowledge and meanings, thereby enlarging and renewing the firm’s potential IC (Balmer, 2013) Supporting theories: Dynamic capabilities theory; Intellectual capital-based view | These corporate heritage practices may sustain the unfolding of the dynamic capabilities that enact the innovation and learning process that allows the potential IC to renew and expand over time |
| IC component and potentially supporting corporate heritage practices | Potential mechanisms and supporting theories | Entropic IC model perspective |
|---|---|---|
| These corporate heritage practices may act as integrators, combining historically accumulated know-how, emotional attachment, and values-based meanings into operational human capital | ||
| These practices may act as | ||
| These practices may act as integrators, combining historically rooted identity meanings with contemporary social concerns and territorial-cultural linkages into relational resources such as trust, affinity, and legitimacy (operational RC) | ||
| These corporate heritage practices may sustain the unfolding of the dynamic capabilities that enact the innovation and learning process that allows the potential IC to renew and expand over time |
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