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With the advent of the information age and knowledge based economy, environmental changes have occurred in a way that universities are facing demands for transparency, accountability and flexibility. Answering these new demands requires new types of resources and new methods of management. In this regard, one of the new suitable tools is university intellectual capital management (ICM), which provides a framework for identification, monitoring, action and evaluation of the university intellectual capital (IC). Although considerable amount of research has studied the IC in general, there are few works which have attained an integrated cognition of university ICM. This study attempted to achieve this. Goal in this regard, after reviewing the various models of intellectual capital management, a model for university intellectual capital management is proposed and then employed in one of the top universities in Iran (Sharif University of Technology). The method used is descriptive through a survey. The society of study includes 300 faculties and 19 managers of Sharif University of Technology. The sample of study includes 103 faculties and 10 managers. Measuring instrument consisting of two questionnaires whose reliability and validity have been reviewed and approved. Data is analyzed by tests of one sample ‘t’ test and two sample ‘t’ test. The results show that faculties and administrators believe, that each of the ICM cycle processes (identification, monitoring, action and evaluation) and so the overall condition of ICM in Sharif university of technology is lower than average.

\"The management of intangible resources like competence, relationships, brands, processes and systems is of vital importance to creating and maintaining competitive advantage in Business. With technology evolving at the current rate, it can be nearly impossible to keep up and maintain a competitive edge. Intellectual Capital as a Management Tool: Essentials for Leaders and Managers covers a review of the development of the intellectual capital field and discusses the key domains of study where the intellectual capital view of the firm has made major contributions. The book introduces an updated version of the intellectual capital navigator as an operational tool to help managers maximise value generation from an organisations portfolio of diverse resources. This tool is the only tool that enables organisations to use the resource based view of the firm in an operational way. The book also discusses future developments of the intellectual capital navigator increasing its precision around the financial aspects of the organisation. The book has broad application across all types of organisations and in all operating environments, and is vital reading for managers who want to understand and exploit the importance of managing intellectual capital\"-- Provided by publisher.

Purpose - The purpose of this paper is to provide a new framework for managing intellectual capital (IC) inside a university considering the collective intelligence perspective. Design/methodology/approach - The research method uses the fourth stage of IC research and adopts the collective intelligence approach. The underlying assumption behind the framework is to consider the university as a collective intelligence system in which the tangible and intellectual assets are coordinated towards the achievement of strategic goals. Findings - The conceptual framework for IC management harnesses the power of IC, collectively created by the engagement of multiple stakeholders inside the university network. The main components are the final goal of a university (what); the collective human capital to achieve the goal (who); the processes activated inside the university (how); and finally the motivations behind the achievement of the goal (why). Research limitations/implications - The research is exploratory and the framework offers opportunities for refinement. Future research is needed to verify the application of the framework to other organisations in the public sector intended as collective intelligence systems. A new perspective for managing IC in universities adopting the collective intelligence approach is developed. Contribution to the fourth stage (ecosystem) of IC research is highlighted, expanding the concept of IC value creation beyond the university into wider society. Practical implications - The framework can be used to manage IC strategically in all the systems interpreted as collective intelligence systems in which the role of IC creation from multiple actors is relevant. This makes possible the understanding of how IC helps create value for the society and the region in which the university operates. Originality/value - The originality of the paper is in bringing together issues usually dealt within the literature in separate domains, such as IC management and collective intelligence perspective. The concept of collective intelligence remains an unexplored field in relation to IC management in the public sector. The collective intelligence approach provides a novel contribution to managing IC and is intended to inspire future research.

\"This step-by-step guide describes how to systematically capture knowledge gained from operational experiences and use it to inform decision making and support professional learening. It shows how to assemble the captured lessons and takeaways in the form of knowledge assets--discrete and consistently formatted documents that present answers to one specific question or challenge. The guide assumes that the enabling work discussed in the World Bank handbook, Becoming a Knowledge-Sharing Organization, has already taken place. The intended audience for Capturing Solutions for Learning and Scaling Up includes professionals, mid-level managers, knowledge and learning experts, and IT specialists, particularly those in the public sector of developing countries\"--Back cover.

The contributions to this ebooks deal with different aspects, which are important in advancing knowledge concerning how knowledge resources and their management contribute to improve performance and value created in 21st century organizations.In particular, this ebook provides a substantial contribution to the subject in terms of methodology and investigations on field according to different perspectives of analysis, atomistic vs. holistic view of knowledge resources as well as of value creation, and in a variety of contexts.

This paper presents a systematic, evidence-based review of Green Intellectual Capital (GIC) management, a construct first introduced in 2008 and increasingly recognized as a management concept in recent years. This review covers the literature on GIC from 2008 to 2020 and addresses the role played by intellectual capital as a framework to promote sustainability in organizations. With the aim of clarifying our knowledge on the application of the GIC paradigm, this paper reviews the findings on the outcomes achieved by organizations that adopt the GIC paradigm, the antecedents and possible mediation-moderation factors that enhance this process, and the contexts in which such outcomes emerge. Findings show that GIC offers a significant framework for promoting sustainability in organizations. However, even though this study underlines the increasing trend of GIC, there remains very little reliable data on the subject, particularly addressing the role played by GIC as a framework to promote sustainability in organizations. This literature review is valuable for both researchers and practitioners. From a theoretical point of view, it allows one to synthesize the outcomes of GIC to better delineate how it affects organizations and the environment. From a practical point of view, opening a debate about the actual outcomes of GIC allows one to overcome the theory–practice divide, making the value of GIC more accessible to practitioners and managers and pushing them to opt for a green shift in their organizations.

Purpose - The public sector is one of the least addressed areas of intellectual capital (IC) research. Universities are an interesting area of investigation because they are considered critical players in the knowledge-based society. The purpose of this paper is to develop a more general, flexible and comprehensive \"IC Maturity Model\" for Universities (ICMM), a framework for defining and implementing IC measurement and management approaches, as part of the whole strategic management of universities. Thus, the ICMM proposes a staged framework to initiate a step-by-step change within a university based upon its current level of IC management maturity. The different steps of maturity might be an answer to cope with the huge diversity of European universities, some of which have strong managerial orientation, while others follow collegial forms of governance. Design/methodology/approach - The research approach is based on what has been called the \"third stage\" of IC research (Dumay and Garanina, 2013), focused on the practices of IC approaches rather than on its theoretical conceptualisation. The ICMM has been developed under the \"Quality Assurance in Higher Education through Habilitation and Auditing\" project framework, initiated by the Executive Agency for Higher Education and Research Funding of Romania (EUFISCDI). Three Mutual Learning Workshops (MLWs) were organised as a mean to bring together 15 international experts and practitioners to share their views and experience on IC reporting and setting up task forces. Findings - An ICMM, which is a flexible model of implementing IC approaches within public universities, is developed. The ICMM provides a theoretical continuum along which the process of maturity can be developed incrementally from one level to the next, moving from IC data collection, awareness of IC, adjustment of IC specific indicators, measurement of IC, reporting of IC, interpretation and decision making, strategy and planning. Research limitations/implications - Future research needs to conduct empirical studies in universities to generalise the effectiveness of the ICMM model and guidelines for implementation. Practical implications - The ICMM provides a staged framework to initiate a step-by-step change within a university based upon its current level of IC management maturity and its IC value creation dynamics. It allows universities to follow different paths, not necessarily a linear sequence. Originality/value - Although several methods for IC measurement and management exist, most of these cannot accommodate the trade-off between the comparability aims and the efforts to capture the institution's uniqueness when designing an IC model.