Human Capital: The educated stock of an organization. The capabilities of an organization's members necessary to provide solutions to a clientele, innovate, and renew. In addition to individual capabilities, human capital includes the dynamics of an intelligent (learning) organization in a changing competitive environment, its creativity, and innovativeness.
             Structural Capital: The skeleton and glue of an organization. Its value depends on how well it enables an organization to package, move, and use human capital in service to specific goals. This includes the organizational capabilities to meet market requirements. Structural capital includes the quality and reach of information technology systems, organizational images, databases, organizational concepts, and documentation.
             Customer Capital: The relationships with people with whom an organization does business. Although this usually means clients and customers, it can also mean suppliers. Prior research conceptualizes intellectual capital as the sum of all knowledge and knowing capabilities that can be utilized to give a company a competitive advantage (Nahapiet and Ghoshal, 1998; Stewart, 1997). We focus on two aspects of this popular conceptualization. One, intellectual capital is the sum of all knowledge, implying that knowledge that exists at different levels both within or outside the organization must be taken into account for intellectual capital. And two, intellectual capital requires utilizing knowledge for competitive advantage, implying that knowledge has to be leveraged to be considered as intellectual capital. Thus, for this study, we define intellectual capital as 'the sum of all knowledge an organization can leverage in the process of conducting business to gain competitive advantage.'
             Defining intellectual capital is the easy part. Like so many other concepts in the knowledge management literature, intellectual capital suffers from the dilemma of being theoret...