| Abstract [eng] |
In today’s knowledge-based economy, intellectual capital has emerged as the primary source of competitive advantage for organizations, surpassing traditional physical assets. While individual expertise (human capital) is critical, it is insufficient on its own to guarantee high performance; success requires its integration into organizational systems (structural capital) and its effective leverage through internal and external networks (relational capital). The relevance of this topic is driven by the growing need to understand the synergy between these dimensions rather than analyzing them in isolation. In a dynamic environment characterized by hybrid work and high uncertainty, a team’s success depends on how these elements interact and reinforce one another. This study is significant both theoretically, by providing a deeper understanding of the mechanisms behind intangible asset interaction, and practically, by helping managers identify the barriers that prevent intellectual potential from being transformed into tangible performance outcomes. Problem statement. What is the role of the synergy of intellectual capital dimensions in achieving team performance results? Object of the study. Team intellectual capital from the perspective of dimension synergy. Aim of the study. Justify the significance of the synergistic value of team intellectual capital dimensions for team performance outcomes. Study objectives: • To reveal the issues related to the importance of team intellectual capital synergy in team performance outcomes. • To disclose the theoretical and practical assumptions for investigating the synergy of team intellectual capital dimensions. • To develop an empirical research methodology for examining the role of the synergy of team intellectual capital dimensions. • To empirically investigate the synergy of team intellectual capital dimensions and its significance for team performance outcomes, and to provide recommendations. Research methods. A qualitative research strategy was selected for the study, applying semi-structured interviews and focus group discussion methods. This combination enables a comprehensive analysis of both employees’ individual perceptions of intellectual capital and the direct interaction among team members, where the synergy of intellectual capital emerges. Main research results and their application. The main research results revealed that team performance outcomes are determined not by individual dimensions of intellectual capital, but by their interaction and synergy. The research findings can be applied in organizations to improve teamwork, knowledge sharing, communication, and performance outcomes through a proper understanding of the role of intellectual capital dimension synergy and by making management decisions based on it. |
