The Impact of Intellectual Capital on Achieving Institutional Excellence in Tourism and Hospitality Organizations: The Moderating Role of Talent Retention | ||||
| International Journal of Tourism, Archaeology and Hospitality | ||||
| Volume 5, Issue 2, July 2025, Page 183-206 PDF (1.03 MB) | ||||
| Document Type: Research Articles | ||||
| DOI: 10.21608/ijtah.2025.365334.1143 | ||||
 View on SCiNiTO | ||||
| Authors | ||||
Ahmed Ghaith  1; Dawlat Ezz El-Din Shoukry 2; Elshaimaa Nashaat Mortada 3
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| 1Hotel studies department, Faculty of Tourism and Hotels, Fayoum university | ||||
| 2Tourism studies department , Faculty of Tourism and Hotels, Fayoum University | ||||
| 3Tourism studies department, Faculty of Tourism and Hotels, Fayoum University | ||||
| Abstract | ||||
| The study of intellectual capital is considered one of the modern trends in economic and service sectors, as it is regarded as a production factor alongside the growing significance of human capital in achieving institutional excellence. This is particularly relevant in areas that emphasize creativity and innovation, contributing to the enhancement of asset value. Consequently, the concept of intangible assets has emerged, referring to the outcomes of intellectual capital and its role in driving success and excellence in organizations. Accordingly, the present research aims to explore the impact of intellectual capital dimensions (human, organizational, and social capital) on achieving institutional excellence in tourism and hospitality organizations from the perspective of frontline employees. Additionally, the study examines the moderating effect of talent retention on the relationship between intellectual capital dimensions and institutional excellence in these organizations. An online questionnaire was used to collect data from 314 employees in tourism companies and 256 employees in hotels located in Greater Cairo. Using structural equation modeling (SEM), the results revealed that intellectual capital dimensions had a significant positive impact on institutional excellence for both tourism and hospitality employees. Furthermore, talent retention was found to strengthen the relationship between intellectual capital dimensions and institutional excellence in both groups. Moreover, the findings indicated significant differences in the relationship between human capital and institutional excellence, favoring hotel employees. Conversely, significant differences were observed in the relationship between institutional excellence and the interaction terms "Talent Retention * Organizational Capital" and "Talent Retention * Social Capital," favoring employees in tourism companies. The study recommends that tourism and hospitality organizations should invest more in developing intellectual capital, with a particular focus on enhancing human capital through continuous training and development programs. Additionally, implementing effective talent retention strategies is crucial to sustaining institutional excellence. Furthermore, improving the organizational and social work environment can foster positive employee interactions and enhance their creativity and innovation capabilities. | ||||
| Keywords | ||||
| Intellectual Capital; Institutional Excellence; Tourism and Hospitality Industry; Talent Retention | ||||
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