Introducing the Intellectual Capital Interplay Model: Advancing Knowledge Frameworks in the Not-for-Profit Environment of Higher Education

Abstract

Knowledge management has the potential to develop strategic advantage and enhance the performance of an organization in terms of productivity and business process efficiency. For this reason, organizations are contributing significant resources to knowledge management; investing in information location and implementing knowledge management processes and systems. However, most of these processes and systems focus only on knowledge management and omit the critical element of value. This paper examines intellectual capital and knowledge management within the not-for-profit environment of higher education. The research is focused on intellectual capital and is framed by the perspective of the strategic importance of knowledge. It is argued that the understanding and application of knowledge management within institutions of higher education is underdeveloped which resulted in a model and framework being proposed.

Intellectual capital and knowledge generation: an empirical study from Colombian public universities

“…This capital can be defined as explicit knowledge related to the internal processes of dissemination, communication, and management of scientific and technical knowledge of a university (Rodr ıguez et al, 2004;Ram ırez, 2013). In short, this dimension addresses existing knowledge in everyday activities and must remain in the organization beyond its personnel (Helm-Stevens et al, 2011). Regarding the institutional factors that serve as support mechanisms in the conduct of research, Bland et al (2005) (Hedjazi and Behravan, 2011).…”

“…Finally, relational capital can be assimilated to the third mission, which includes all activities and relationships among universities and non-academic partners, namely companies, non-profit organizations, public authorities, local governments, and society in general (Leitner, 2004;Helm-Stevens et al, 2011). This dimension also includes the internal and external mobility of researchers, participation in international research and cooperation programs, position or image of the university in scientific collaboration networks, and its academic prestige, alliances and attractiveness as a site for study and work (Secundo et al, 2015;Cricelli et al, 2018).…”

Knowledge management in higher education institutions: A framework to improve collaboration

“…Several frameworks have emerged with the aim of enhance KM in HEI. These frameworks focuses a variety of perspectives, according to a brief literature review [3], [4], [6], [10], [20]. Some authors point to the implementation of information systems, others refer to social networks, knowledge practices, workflow systems or organizational methodologies, in order to manage the creation and transmission of structured and unstructured knowledge.…”

Critical Success Factors of Student Relationship Management

“…However, knowledge management is a challenging and relatively new concept for such institutions [32,33], various scholars and authors have appealed to utilizing a strategic approach/planning/framework during the last few years [34]. In this context, there are studies [31][32][33][35][36][37][38][39][40][41][42][43] which focus on practices, tools, initiatives, resources, and frameworks to implement and develop this critical factor in higher education institutions. In many cases, the concentration has been on the frameworks, which comprise a set of knowledge processes to support and improve knowledge activities and resources.…”