This paper argues that applying intellectual capital (IC) in non-profit organisations (NPOs) as a strategic tool is inevitable as IC allows NPOs to keep their values, identity and distinctiveness in the non-profit sector. Consequently, value would be added to strategic decision-making processes in NPOs.

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This paper discuss the link between an organisation's intellectual capital and external environment

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My central argument in this paper is that intellectual capital can be utilized as a conceptual framework in the learning process in social service nonprofit organizations.

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This paper examines how governance structure and three of its elements (shared knowledge, decision making and benefit sharing) support learning processes for innovation in member-serving nonprofit organizations (MSNPOs).

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The paper reports preliminary findings through qualitative, in-depth interviews collected from 35 senior executives in relation to their perceptions of relational capital in 22 Australian nonprofit organizations.

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This paper argues that synergistic relationships between human capital, strategic human resource management and human resource management exist and play a significant role in fostering organizational learning and knowledge capacities.

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This project critically reviews the literature and examines the role of social enterprises in facilitating non-English-speaking immigrants as entrepreneurs; leading to social cohesion in the Australian community.

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By integrating institutional theory, the threat-rigidity hypothesis and prospect theory, we propose avenues for the future development of social enterprises.

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