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1. Introduction
The firm’s resources, specifically intangible resources, play a crucial role in attaining a better position in the marketplace (Barney, 1991). The argument is supported by Asiaei and Bontis (2019) that intangible resources get a strategic momentum as a basic component of business strategy and practices in a knowledge-based period. Intellectual capital is considered an intangible resource for an organization and must be included in determining organizational performance and sustained competitive advantage. Firms that have the potential of making stable innovations in terms of a new product or new process can attain sustained competitive advantage (Tidd and Bessant, 2020). It is hard to precisely measures intellectual capital because this is an intangible resource, and intellectual capital added value remains acknowledged (Yaseen et al., 2016). Even there is an ample consensus that intellectual capital determines an organization’s competitive position in several industries, few researchers argue that this influence might be industry-specific (Bontis et al., 2000; Rehman et al., 2021a). The researchers stated that intellectual capital has persisted in growing using various analysis methods from different perspectives (Sharabati et al., 2010). Moreover, few studies elucidate that intellectual capital has been deemed a most valuable factor for companies in attaining an edge over competitors and getting the corporate success that diverts fascinated practitioner’s and academician’s attention (Wang, 2008). Despite this, researchers found that green intellectual capital does not influence environmental performance in Malaysian manufacturing firms (Rehman et al., 2021b). This inconclusive outcome concerns more studies on intellectual capital and competitive advantage. Intellectual capital is measured through human, structural and renewal capital.
Nowadays, a bigger challenge for organizations is building their intellectual capital to recognize how management facilitates knowledge sharing among workers and how to ensure that knowledge helps in their organization’s success (Muhammed and Zaim, 2020). Knowledge has significance in the eyes of practitioners and academicians (Giampaoli et al., 2017). The literature confirmed that knowledge is considered a vital resource in a knowledge-based economy for attaining competitive advantage (Grant, 1996a). Knowledge is deemed a significant strategic asset for the continued existence in the marketplace (Barão et al., 2017). These days, quick changes occurred in the world market, technology and customer needs (Payal et al., 2019). It is hard for...