Purpose: Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing).Design/methodology/approach: The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews.Findings: Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance.Research limitations/implications: The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated.Practical implications: From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive.Originality/value: As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.

Purpose: In recent years, the penetration of digital technologies in the financial industry determined the arising of Fintech, which generated a dynamic and rapid change that business operators and supervisory authorities in the banking industry are struggling to follow it. This is especially due to issues affecting financial intermediaries and customers, and potential risks of stability of the financial system. The aim of this paper is to provide a review of Fintech in the banking industry thus to update the knowledge about technology innovation in the banking sector, identify the major trends in the domain and delineate future research directions.Design/methodology/approach: The study reviews 377 articles indexed on Scopus from 2014 to 2021 that focus on Fintech and the banking industry. The methodology adopted is structured in two steps: the keywords selection and the analysis of the documents extracted. The first step identified “Fintech” and “bank” as keywords to be searched within the title, abstract or keywords of documents indexed on Scopus; whereas the second step combined R and VOSviewer to provide a descriptive analysis of the dataset and the analysis of keywords and occurrences, respectively.Findings: Results achieved in the study allow providing a systemic view of the Fintech in the banking industry, including the emergent phenomenon of digital banking. In particular, it is provided with a general overview and descriptive information on the entire sample of documents analyzed, their authors, the keywords used and the most cited works. Besides, a deepening on the model of digital banking is provided, by delineating the six dimensions of the key effects generated by the digital bank model.Originality/value: Two main elements of originality characterize this study. The first one is related to the fact that few review studies have been published on Fintech in the banking industry, and the second one concerns the multiple dimensions of the impact of Fintech in the banking sector, which includes customer, company, bank, regulation authority and society.

Purpose: This paper aims to discuss the role of intangible assets in higher education and research institutions and to present a measurement framework, along with an illustrative application.Design/methodology/approach: A review of existing theories and practical experiences is undertaken to build the core conceptual model and a dashboard of indicators. The model is then applied to investigate the mission and performance angles of intellectual capital with reference to an Italian higher education and research institution.Findings: Creating intangible assets is at the core of the mission of education and research organizations. The identification and measurement of intellectual capital are thus an operational priority to evaluate the alignment between strategic orientation and performance within such institutions.Research limitations/implications: The research has to be considered as exploratory and presents a single case, resulting in the need for further applications. However, the dashboard of metrics proposed is comprehensive and can thus represent a useful ground for refinements, mostly related to the links between indicators and management/strategy issues.Practical implications: The dashboard can be used as a stakeholder communication tool and atableau de bordto support the strategic decisions related to the human, social and structural capital of education and research organizations.Originality/value: The paper presents a first discussion on the systematic identification, classification and reporting of intellectual capital indicators in higher education and research.