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A theoretical framework for managing intellectual capital in higher education

A theoretical framework for managing intellectual capital in higher education PurposeThe purpose of this paper is to identify, through the preparation of a theoretical framework, the drivers able to highlight the relationships between universities and stakeholders in the area of higher education. It also intends to stress the importance of intellectual capital (IC) regarding its contribution to create the quality of higher education.Design/methodology/approachThe method, through the repetition of different “rounds” of interviews with questionnaires, tends therefore to create situations of comparison, verification and discussion of the different hypotheses prefigured, and then come to a convergence of both scenarios and dates of realization.FindingsThe paper provides a system of indicators for assessing the quality of relationships between stakeholders in the key processes of the universities.Research limitations/implicationsThe paper provides a pilot model that needs further adjustments in itinere, based on rigorous empirical tests conducted to confer on it the characteristics of universal applicability within the university context.Practical implicationsThe major contribution of the model is evident from the resulting interpretative process, which makes it possible to deduce, from the performance indicators, the strategies put in place by the university to achieve their goals, that is, to prepare any interventions for the optimization of the management of IC which can create the quality of higher education institution.Originality/valueNone of the models presented in the literature details the quality of the relationship between stakeholders in the key processes of the universities and therefore neither investigates the impact produced by them on the performance of the university nor on the way stakeholders perceive the usefulness of the knowledge transmitted or the level of customer satisfaction achieved, as indeed the most recent research on the subject envisages. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Educational Management Emerald Publishing

A theoretical framework for managing intellectual capital in higher education

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0951-354X
DOI
10.1108/IJEM-02-2018-0080
Publisher site
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Abstract

PurposeThe purpose of this paper is to identify, through the preparation of a theoretical framework, the drivers able to highlight the relationships between universities and stakeholders in the area of higher education. It also intends to stress the importance of intellectual capital (IC) regarding its contribution to create the quality of higher education.Design/methodology/approachThe method, through the repetition of different “rounds” of interviews with questionnaires, tends therefore to create situations of comparison, verification and discussion of the different hypotheses prefigured, and then come to a convergence of both scenarios and dates of realization.FindingsThe paper provides a system of indicators for assessing the quality of relationships between stakeholders in the key processes of the universities.Research limitations/implicationsThe paper provides a pilot model that needs further adjustments in itinere, based on rigorous empirical tests conducted to confer on it the characteristics of universal applicability within the university context.Practical implicationsThe major contribution of the model is evident from the resulting interpretative process, which makes it possible to deduce, from the performance indicators, the strategies put in place by the university to achieve their goals, that is, to prepare any interventions for the optimization of the management of IC which can create the quality of higher education institution.Originality/valueNone of the models presented in the literature details the quality of the relationship between stakeholders in the key processes of the universities and therefore neither investigates the impact produced by them on the performance of the university nor on the way stakeholders perceive the usefulness of the knowledge transmitted or the level of customer satisfaction achieved, as indeed the most recent research on the subject envisages.

Journal

International Journal of Educational Management – Emerald Publishing

Published: Jul 8, 2019

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