The Impact of Intellectual Capital and Knowledge Management on Competitive Advantage

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The Impact of Intellectual Capital and Knowledge
Management on Competitive Advantage
Rahmika Putri Elda1*, Dina Patrisia2, Abror3, Muthia Roza Linda4
1 ,2,3,4 Universitas Negeri Padang, Padang and Indonesia
*Corresponding author. Email: rahmika.putrielda@yahoo.com
ABSTRACT
The purpose of this study was to examine the impact Intellectual capital and information management with respect to
competitive advantage. This study has been conducted in Padang City, West Sumatra, Indonesia. Research
respondents are bank employees who have worked for more than 5 years and have structural positions in the
company. The data has been collected by using a survey with questionnaires. We got 109 responses out of 135
questionnaires, so the research response rate was 80.7%. Structural Equation Modeling is the data analysis method
used in this study (SEM) approach using SmartPLS, This study showed that there was no significant effect on the
competitive advantage of intellectual capital. The management of information has a profound effect on competitive
advantage. Intellectual capital has a tremendous effect on the management of information. However, the results of the
study showed that the simultaneous integration of IC and KM had a 14,1% effect on competitive advantage. Finally,
some limitations and future research are discussed.
Keywords: Intellectual capital, Knowledge management, and Competitive advantage.
1. INTRODUCTION
Development of Information technology has an
impact on the increasing of competition between
companies. The rapid development of technology,
especially The principal problem in the field of
information and communication is which is faced by all
industries, both the manufacturing industry and the
service industry. Performance is a major concern to
ensure the competitiveness and sustainability of the
organization so that it can survive in the long term by
utilizing existing resources [1].
Financial industry is an industry that is full of risks,
ranging from fund raising to channeling funds to
productive assets, as well as various other service
activities that are fraught with risks, such as online
banking which customers can carry out without the
interference of bank employees, in addition, banks are
engaged in activities. its operations use a very large
amount of cash and other current assets, so this demands
the importance of developing intellectual capital in the
banking sector so that banks gain the competitive
advantage and success in the knowledge-based economy
they are today. Competition in the banking industry
cannot be avoided, each company is required to be able
to face changes in the environment and be responsive so
that it can compete with other banking companies.
Therefore, companies must be able to understand what
and how to manage the various resources that they have
to win the competition and create a competitive
advantage [2].
The competitive advantage is the potential to
provide a better output than other companies in
the same sector or market through the
characteristics and resources of a company [3].
According to [4], the indicators used to measure
competitive advantage are differentiation, cost
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Proceedings of the Sixth Padang International Conference On Economics Education,
Economics, Business and Management, Accounting and Entrepreneurship (PICEEBA 2020)
Copyright © 2021 The Authors. Published by Atlantis Press B.V.
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leadership, and outreach level. Intellectual Capital (IC)
is a key driver for company performance and value
creation IC plays an important role in establishing a
competitive advantage and preserving it. [5] [6] [7] [8]
[9]. IC plays a significant role in adding value to an
activity that a company carries out. The company will
gain benefits and increase its competitiveness by
developing its human resource competencies.
Intellectual capital is intellectual content which can be
used to build resources (knowledge, information,
intellectual property, experience). This is a combined
power of reasoning or an efficient knowledge collection.
[10]. IC helps to improve competitive advantage by
generating value from specific resources and skills. The
more efficient the company is in managing IC, the faster
it will create the competitive advantage [5] [6] [7] [8]
[11] [12]. Intellectual capital is categorized by the
International Federation of Accountants (IFAC) into
three groups, namely: intellectual capital, institutional
capital and relational capital, or consumer capital.
Another factor that affects competitive advantage It
is the management of information (KM). Information
management is one of the management techniques that
can be used to help accomplish organizational goals
and to illustrate competitive advantage. in creating a
sustainable competitive advantage for an organization,
which aims for the organization's SCA (Sustainable
Competitive Advantage) and superior managerial
performance concerning competitors [13] [14].
Knowledge management is a set of processes that
turn information and data into usable knowledge. for
various organizational interests [15] [16]. The form and
ability of an organization in managing knowledge will
affects the quality of the resulting knowledge and
ultimately the quality of actions or decisions from using
this knowledge. KM has a huge influence on the
competitive advantage [17] [18] [19] [20] [21] [22]. If a
business correctly conducts information management,
the organization will have a competitive advantage in
the form of tacit knowledge and uncommon knowledge.
According to [13], indicators of knowledge
management are new knowledge, development and
process for new ideas, exchange of knowledge between
departments, development and processes in creating
works. IC and KM need to be integrated because both
are proven to be able to increase added value for the
company [23] and it assumes will increase the
organizational effectiveness [24]. The importance of
research on IC and KM carried out in the banking sector
because banking is a company that has all the
characteristics of a knowledge-based company in its
operational activities. Apart from that, banking
companies also do a lot of innovation, use a lot of
knowledge, have a lot of interaction between humans
and technology, and depend on IC as a source of
renewal.
The contribution of this research is to provide input
for companies on how to utilize the Intellectual Capital
owned and manage the Knowledge Management
contained in the company in order to create competitive
advantages for banking companies. Hence, the company
can manage all its resources to create value-added.
Intellectual capital is one of the important resources for
a company that can assist the company in creating
knowledge and its management and having sustainable
competitiveness. Based on the above thought, this study
aims to examine the effect of IC and KM on the
competitive advantage of banking companies in Padang
City.The tools in Knowledge Management, which are
company assets that can be used to achieve company
goals, form intellectual capital materials. KM is to
optimize the efficacy of organizational and information-
related knowledge in a systematic, transparent and
knowledge-building, updating and implementation
process.
2. METHOD
This study uses an explanatory research approach
Since it attempts to analyze the interaction between
variables and explain the influence between IC and KM
variables on the competitive advantage of banking
companies in Padang City. A survey using a
questionnaire is the data collection technique in this
analysis. The population of this research is banking
employees who have worked for more than 5 years and
have structural positions in the company. Thus, the
number of samples in this study is unknown. From 135
questionnaires distributed, 109 questionnaires were
returned, so the research response rate was
80.7%.Structural Equation Modeling is the data
analysis method used in this study (SEM) using
SmartPLS. SEM can also be to examine the relationship
pattern between latent constructs and indicators, latent
constructs with each other, and direct mistakes in
measurement To answer the research hypothesis, the
analytical tool used is SmartPLS. SmartPLS is the best
choice when estimating data from an unknown
population.
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481

3. RESEARCH RESULT
Before answering the research hypothesis, first
testing the measurement model to verify the validity and
reliability of each indicator used.
3.1. Convergent Validity Test
To evaluate the validity and reliability of the
measurement instruments, To verify scale reliability,
Composite Reliability (CR) and Cronbach's alpha.
Table 1. Scale reliability and convergent validity
AVE
Composite Reliability
Cronbach's Alpha
Competitive Advantage
0.767
0.908
0849
Intellectual Capital
0.702
0876
0.789
Knowledge Management
0.642
0.877
0.815
Table 1 it shows that all the alpha values of CR and
Cronbach have exceeded the minimum requirement of
0.70. Therefore, it can beIt concluded that there is a high
degree of reliability in the calculation of the instrument.
As far as convergent validity is concerned, Average
Variance Extracted (AVE) above the recommended
threshold of 0.50 indicates a sufficient degree of validity.
Convergence [31]
3.2. Discriminant Validity Test
To evaluate discriminant validity, we examined the
Fornell-Larcker criterion with a higher square root AVE
than the corresponding correlation criterion coefficient
[30] [32].
Table 2. Fornell-Larcker Criterion
Competitive Advantage
Intellectual Capital
Knowledge Management
Competitive Advantage
0876
Intellectual Capital
0.287
0.838
Knowledge Management
0.346
0.460
0.801
From table 2, it can be shown above that the diagonal
value is the value of AVE's square root and that the
connection between constructs is the value below. So it
can be shown that AVE's square root value is greater
than AVE's square root value.
correlation value. It can be The measurement instrument
was concluded to have a high degree of discriminant
validity. In order to further confirm discriminant
validity, the following is attached to the cross-loading
value of each indicator.
Table 3. Cross-Loading
Competitive Advantage
Intellectual Capital
Knowledge Management
CA1
0.938
0.289
0.348
CA2
0828
0.205
0.214
CA3
0.858
0.248
0.323
IC1
0.263
0826
0.300
IC2
0.176
0.772
0.331
IC3
0.274
0.910
0.491
KM1
0.242
0.198
0.684
KM2
0.279
0.387
0833
KM3
0.323
0.428
0.857
KM4
0.261
0.410
0.822
From table 3 above, It can be inferred that since it has
the estimated model is correct met the criteria for
discriminant validity where the cross- loading value of
each indicator is greater than 0.7.
3.3. Hypothesis Testing
The results of the structural model test can be seen
in the Table 4.
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482

Table 4. Hypothesis Testing
Original
Sample
(O)
Sample
Mean
(M)
Standard
Deviation
(STDEV)
T Statistics (|
O / STDEV |)
P Values
H1
Intellectual Capital -> Competitive Advantage
0.162
0.166
0.109
1,490
0.136
H2
Knowledge Management -> Competitive
Advantage
0.272
0.280
0.096
2,845
0.004
H3
Intellectual Capital -> Knowledge
Management
0.460
0.476
0.069
6,696
0.000
Based on Table 4, this study found that intellectual
capital has no significant effect on the competitive
advantage of banking companies (P value = 0.136). The
second hypothesis of the study was accepted because
the p-value of 0.004 was smaller than the sig value.
0.05, so it means That knowledge management has a
large level of knowledge management effect on the
competitive advantage of banking companies. The third
hypothesis of the study was also accepted with a p-
value of 0.000 smaller than the sig value. 0.05, which
means that intellectual capital has a significant effect on
knowledge management. Therefore, the research model
can be seen below.
Figure 1. Structural Model
4. DISCUSSION
4.1. The Intellectual Capital 'influence on
Competitive Advantage
The intense competition in the current era of
information technology forces anyone who wants to get
a competitive advantage to change the way they think in
business. Companies that can excel in the market are
companies that have truly unique advantages and are
difficult to imitate by their competitors, and this can be
seen from the existence of innovation and quality of
resources in anticipating rapid changes. The company
must be able to continuously create innovations and
take appropriate actions to move the company towards
the desired goals, this capability is only possible if the
company uses its resources of knowledge or intellectual
capital effectively. However, based on the results of the
research in Table 4 which is the result of the
relationship between constructs, it is known that
intellectual capital has no significant effect on the
competitive advantage. Thus the first hypothesis in this
study is rejected.
The rejection of this first hypothesis might have a
plausible reason. In the banking companies, the
intellectual capital is still in the form of knowledge
contained in each employee, there is still a lot of tacit
knowledge. So that a job relies on employees in that
section, if the employee is unable to attend, then the
work will be affected in its completion. The
characteristics of a knowledge-based economy are more
about applying knowledge management, where the
success of a company will depend on a transformation
creation and capitalization of the knowledge itself [33].
Even though the company has high intellectual capital,
it has not been integrated and managed
comprehensively within the company yet so that it can
have a direct impact on the creation of the company's
competitive advantage. Because companies that apply
knowledge-based business will be able to create a way
by managing knowledge as a means to create creations,
innovations and foster ideas in gaining competitive
advantage.
4.2. Information management's effect
on competitive advantage
KM is very necessary for an organization because it
will help to create new knowledge and can transmit it to
all individuals and it can be quickly utilized in the
organization [34. KM as the management of company
knowledge and Intellectual assets can increase the range
of characteristics of organizational success and added
value by allowing a business to be smart [35].
Knowledge is seen as the most important resource in a
company [36]. Effective useKnowledge will not only
create a competitive advantage, but also improve the
performance of organizations [37]. To get the maximum
benefit from the knowledge they have and to find out
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483

what knowledge they must have, Companies must use
knowledge management to control their knowledge
[38].
Based on the hypothesis testing, it found
Knowledge management has a positive and substantial
impact on the competitive edge. Thus the second
hypothesis in this study is accepted. So, it can be
concluded that in order to gain a competitive advantage
for banks, it is necessary for banks to apply and manage
knowledge management properly. Knowledge
management as a driving factor for the creation of
competitive advantage in the results of this study is in
accordance with research conducted by [21]. The results
of this study are also in line with [39], who found that
knowledge management has a positive effect on
competitive advantage.
4.3. The Influence of Intellectual Capital on
Knowledge Management
Knowledge has been identified as a source of
competitive advantage in companies compared to
capital and labor as key economic resources in the form
of intangible assets in developed countries [26].
Therefore, Knowledge Management in the company
must be carried out effectively and efficiently in order
to give influence to the company in identifying
precisely which intellectual capital needs to be
improved and applied to gain a sustainable competitive
advantage [40]. Previous KM research discussed IC on
firm performance [41] [ 42]. Relatively little research
has been done on the relationship between knowledge
management and IC. Competition in the banking
industry relies heavily on the ability of the management
team to systematically manage knowledge and
experience. However, it also depends on whether the
company is able to create IC-compliant skills to
effectively manage risk and create profit. IC and
knowledge management are closely related [43] [44].
Based on hypothesis testing, it found that
intellectual capital has a positive and significant effect
on banking knowledge management. Thus the third
hypothesis in this study is accepted, it can be concluded
that intellectual capital will be able to influence the
knowledge management of banking companies in the
city of Padang. This finding supports the previous
studies such as [45], who posit a significant relationship
between intellectual capital and knowledge
management. Their research results indicate that There
is an essential link between human capital and
knowledge management. The results of this study are
also in line with research conducted by [25] [46] [26].
5. CONCLUSION
Based on the results of the research and discussion
presented in the previous chapter, several conclusions
can be drawn in this study, including:
a. Intellectual capital has no significant effect on
competitive advantage with the parameter
coefficient of 0.136 at alpha 0.05 and alpha 0.1.
This shows that intellectual capital in banking does
not have a direct effect in creating competitive
advantage, however, whether the company can
utilize and manage the intellectual capital it has in
creating an innovation or renewal for the company,
which then has an impact on its competitive
advantage.
b. Knowledge management has a significant effect on
competitive advantage with a parameter coefficient
of 0.004 at alpha 0.05. These results illustrate that
if the banking company can properly manage the
knowledge possessed by employees or the
company, the knowledge management will have a
positive impact in increasing the company's
competitive advantage.
c. Intellectual capital has a significant effect on
knowledge management with a parameter
coefficient of 0.000 at alpha 0.05. These results
illustrate that the intellectual capital owned by
banking companies can improve knowledge
management in the company.
This study also has the implications for the company,
including:
a. Banking companies need to manage their
intellectual capital well so that this IC can become
the basis for companies to increase CA. Even
though the company has a good dimension of IC, it
cannot have a direct impact on the CA, if the IC
can create innovation and help companies in
managing business processes, then the IC will have
an impact on competitive advantage indirectly.
b. The company must be able to manage the
knowledge that the company has, whether that
knowledge is still contained in the individual
employee itself, or the knowledge stored in the
company.
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