The strategic importance of intellectual capital in the non‐profit sector

Purpose ' Very little systematic research has reviewed the applicability of strategic management concepts including SWOT (strengths, weaknesses, opportunities and threats) analysis, industrial organisation (I/O), resource-based view (RBV), knowledge-based view (KBV), balanced scorecard (BSC) and intellectual capital (IC) in the non-profit context. The main objective of this paper is to examine the above concepts in the light of the unique non-profit environment in the knowledge economy and determine which one is most applicable to non-profit organisations (NPOs).Design/methodology/approach ' This paper reviews the strategic management literature with a focus of the above concepts within the non-profit context.Findings ' The IC concept is more effective as compared to other strategic management concepts within the non-profit context. IC is an important resource that NPOs need to develop in order to gain sustained strategic advantages.Research implications ' This paper helps to build a nascent body of literature suggesting that IC can be utilised as a competent strategic management conceptual framework in NPOs. The increased awareness of the IC concept in NPOs, as a result of this paper, likely generates further research from both non-profit practitioners and scholars.Originality/value ' The paper is considered as a starting point and serves as a milestone in applying IC as a strategic management conceptual framework in the non-profit sector. Also, the paper informs non-profit leaders that IC is the most appropriate strategic management concept in the non-profit sector.