Intellectual Capital as A Driver of Competitive Advantages of Business Entities Under a New Economic Model

Abstract

In the context of digitalization and the growing importance of knowledge, innovation, and intangible resources, enterprise competitiveness is becoming less dependent solely on access to physical assets. Instead, the ability of business entities to combine knowledge, competencies, organizational practices, customer relationships, and the outcomes of intellectual activity, and to transform them into sustainable market advantages, is gaining decisive importance. In this regard, intellectual capital emerges as an important driver of enterprise development within the framework of the new economic model. Purpose. The purpose of the article is to provide a theoretical substantiation of the role of intellectual capital in shaping the competitive advantages of business entities, to clarify its content as a multidimensional economic category, and to systematize the mechanisms through which its components are transformed into the strategic outcomes of an enterprise. Methods. The methodological basis of the study is formed by systemic, structural-functional, and comparative approaches. The research applies the methods of analysis and synthesis, generalization of scientific sources, logical modeling, and theoretical systematization. This made it possible to consider intellectual capital not as a set of intangible assets, but as a system of interaction between human, organizational, customer, and innovation and intellectual property components. Results. The study substantiates that intellectual capital acquires competitive significance when it is integrated into the business model, knowledge management system, innovation processes, and mechanisms of strategic development. It is determined that human capital forms the professional and creative potential of an organization; organizational capital embeds knowledge in procedures and digital systems; customer capital transforms internal competencies into market value through relationships with consumers and partners; and innovation and intellectual property capital creates conditions for the protection and commercialization of the results of intellectual activity. It is demonstrated that competitive advantages arise not from the mere possession of knowledge, but from its organization, digital enhancement, and practical application. Conclusions. Intellectual capital should be interpreted as a dynamic resource for shaping competitive advantages, combining innovation capacity, strategic flexibility, digital adaptability, and enterprise market resilience. The practical value of the results lies in their potential use in developing strategies for managing intellectual resources, updating business models, and designing personnel development programs. Further research should focus on developing methods for assessing the components of intellectual capital.