Abstract
Drawing on the Resource Based View, this study investigates how intellectual capital comprising human, structural and relational capital shapes innovation, creativity and organisational performance in Australian privately owned yet publicly regulated banks following the 2019 Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry. Survey data from 315 employees across four banks informed two studies. Study 1 shows that innovation and creativity partially explain the relationship between overall intellectual capital and organisational performance. Study 2 examines intellectual capital components separately, finding that human and structural capital positively affect performance, whereas relational capital has a negative effect. Innovation and creativity mediate the impacts of human and structural capital but not relational capital. These findings extend RBV theory and provide practical insights for managing intellectual capital and fostering innovation in the post Royal Commission context.