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Designing an intellectual capital
management system: evaluation process
through specific quality indicators.
K. Kalemis D.Ed., M.Sc., M.A.Ed
Instructor at the National Centre for Public Administration
and Local Government (E.K.D.D.A.) in Adult Education and
Lifelong Learning
Scientific Associate at the Department of Primary
Education (PTDE) in National and Kapodistrian University
of Athens
Outline of the presentation:
Introduction
Main characteristics of Universities
today
Assumptions
Internationalization of Higher
Education
33
Assumptions
Universities of the 21st
century must be
global, egalitarian, democratic, diverse,
productive, sustainable, and
The major aims of higher education
institutions (HEIs) are: (1)
achieving excellence in teaching,
research, and community service.
providing solutions for national,
regional, and global most important
problems.
contributing to the development of
the national capital.
The major aims of higher education
institutions (HEIs) are: (2)
nurturing intellectual properties and
patents.
contributing to the economic and
social development of humanity
including public health,
improvement of crops production,
and cross-cultural and religious
understanding.
66
Assumptions (Cont.)
 The 21st century job market requires a
technology literate and competent
workforce with the ability to create,
innovate, solve problems, and work in
teams.
 Investment in higher education is most
important and valuable as HEIs provide the
world's leaders, scientists, businessmen,
physicians, thinkers, and visionaries who
chart society's cultural, scientific, and
Assumptions (Cont.)
Not only do HEIs contribute to the
nation's human capital and technological
transformation but also to its social and
cultural identity.
HEIs cooperate with industry and
business, enhance innovation, creativity,
democracy, and wise governance in
economy, politics, entrepreneurship,
justice and equity
88
Definition of Internationalization:
 "Internationalization of Higher Education is the process of
integrating an international and intercultural dimension into the
teaching, research and service functions of the institution“.
"(knight and De Wit, 1997).
 "Internationalization at the national, sector, and institutional
levels is defined as the process of integrating an international,
inter- cultural or global dimension into the purpose, functions or
delivery of postsecondary Education“.
(knight, 2003)
(Huang & Lin 2007, p 69)
Purpose?
• " … the purpose of internationalization
of higher education is to enhance
students' ability to engage in job-
related problem solving and decision
making in ways that reflect knowledge
and respect for other cultures".
Refer to : (1)
The above definitions of
Internationalization of
HE relate to:
• curriculum design and
implementation:
1.content,
2.delivery,
3.evaluation &
4. modification.
• research, patents and
innovation
• graduate studies, joint
degree programmes
MA & PhD.
• student and faculty
mobility
• faculty hiring and firing
• partnerships with
business
Refer to : (2)
• international
foundation
programme
• cross border
education
• open course
ware materials
• blended teaching
and learning.
• national,
regional,
continental and
global areas of
education.
Indicators of Internationalization in HE
Indicators of Internationalization are informed by the main features
of international practice in respect of:
– Excellence in teaching and research
– Commitment to cultural understanding
– Mobility of students and staff
– Employability and generic skills.
as expressed in its curriculum, quality assurance, foreign language
provision, international programmes, membership in international
associations, international agreements and memoranda of
understanding, research, student mobility, graduate employability
faculty mobility, faculty recruitment and evaluation.
Curriculum innovation and modification
University Quality
Assurance Committee
Faculty Council
Faculty Quality
Assurance Committee
Department Council
Council of Deans
Guidance
Working
Group
Module
Working
Groups
Learning
Resources
Working Group
Research
Projects
Working
Group
Examination
Working Group
Scientific/
Academic
Working Group
Curriculum
Working Group
Department Quality
Assurance Committee
General layout of QA committees
and councils at the University level
Learning
Resources
Committee
Guidance
Committee
Modules
Committee
Res. Projects
Committee
Scientific
Committee
Library
Committee
Exams
Committee
Faculty Council
Faculty Quality
Assurance Committee
Layout of QA committees and
councils at the faculty level
Learning
Resources
Committee
Guidance
Committee
Modules
Committee
Res. Project
Committee
Scientific
Committee
Library
Committee
Exam
Committee
Department Council
Department Quality
Assurance Committee
Layout of QA committees and
councils at the department level
Performance ConsultingPerformance Consulting
Performance Consulting
– A process in which a trainer and the
organizational client work together
(“bundled solution”) to determine what
needs to be done to improve results
– Performance consulting approach:
• Focusing on identifying and addressing root causes of
performance problems.
• Recognizing that the interaction of individual and organizational
factors influences employee performance.
• Documenting the actions and accomplishments of high
performers and comparing them with actions of more typical
performers.
Elements of Training DesignElements of Training Design
The Balanced Scorecard
Framework
Balanced scorecard
• This is one of the best-known methodologies. It aligns the
evaluation of the people dimension to a company's strategic
aims through a balanced scorecard.
• The scorecard originally had four elements:
– Financial,
– Customer,
– Internal business process,
– Learning and growth.
• One of the main benefits of the scorecard approach is that it
provides a simple communication tool for internal and external
stakeholders.
Management of Intangible Assets in
Higher Education
 Think Academic – Act Business
 University Structures and Processes
 Identification and Controlling of Intangible Assets
 I.C. Report: A Measurement and Controlling Tool
 Case Study – I.C. Management in Spanish
Universities
 The Process of Research Commercialization
 Human Resource Management Improving IPR Output
University Processes
SupportProc.
VisionVision
Teaching
Research and Development
Continuing Education
Goals & Policies
CoreProcessesMgmt.Proc.
Administration
Controlling
Steering
Quality Mgmt.
HRM
Financing
Intangible
Capital
Tangible
Capital
Graduates
IPR
R&D in Particular
VisionVision
Desk
Research
Prototype
Development
IP Production / R&D
Idea
Testing
Adaptation
IP
Valuation
IP
Protection
Goals &
Policies
IPR & Innovation
CoreProcessesMgmt.ProcessesSupport
Processes
Adm
inistration
Controlling
Steering
Quality Mgm
t.
HRM
IP
Monitoring
Financing
Intangible
Capital
Tangible
Capital
IP
Exploitation
Conclusions
Global Financial Crisis has a major
affect on the role of Universities today.
Close relation between HEI and Market
Professionalism
New Subjects (almost 25 % new each
year)
Quality assurance in HEI.
Reference List
• Altenburger, O., Schaffhauser-Linzatti, M. (2006): Controlling universities’ intellectual
capital: are the recently implemented Austrian instruments adequate?, paper
presented at the EIASM Workshop on Visualising, Measuring, and Managing
Intangibles and Intellectual Capital, Maastricht, October 25-27.
• Kaplan, R., Norton, D. (2004). Measuring the strategic readiness of intangible assets,
Harvard Business Review, February, 52-63.
• Leitner, K-H. (2010): Werkzeugkiste. Wissensbilanz, Organisationsentwicklung,
1/2010, 90-93.
• Leitner K-H. (2004): Intellectual capital reporting for universities: conceptual
background and application for Austrian universities, Research Evaluation, 13, 2,
129-140.
• Sanchez, P.M. and Elena, S. (2006): Intellectual capital in universities: improving
transparency and internal management, Journal of Intellectual Capital, 7, 4, 529-48.
• Sanchez, P.M., Elena, S., Castrillo, R. (2009): Intellectual capital dynamics in
universities: a reporting model, Journal of Intellectual Capital, 10, 2, 307-24.
• Secundo, G., Margherita, A., Elia, E., Passiante, G. (2010): Intangible assets in
higher education and research: mission, performance or both?, Journal of Intellectual
Capital, 11, 2, 140- 157.
QUESTIONS ?
Thank you

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Designing an intellectual capital management system: evaluation process through specific quality indicators

  • 1. Designing an intellectual capital management system: evaluation process through specific quality indicators. K. Kalemis D.Ed., M.Sc., M.A.Ed Instructor at the National Centre for Public Administration and Local Government (E.K.D.D.A.) in Adult Education and Lifelong Learning Scientific Associate at the Department of Primary Education (PTDE) in National and Kapodistrian University of Athens
  • 2. Outline of the presentation: Introduction Main characteristics of Universities today Assumptions Internationalization of Higher Education
  • 3. 33 Assumptions Universities of the 21st century must be global, egalitarian, democratic, diverse, productive, sustainable, and
  • 4. The major aims of higher education institutions (HEIs) are: (1) achieving excellence in teaching, research, and community service. providing solutions for national, regional, and global most important problems. contributing to the development of the national capital.
  • 5. The major aims of higher education institutions (HEIs) are: (2) nurturing intellectual properties and patents. contributing to the economic and social development of humanity including public health, improvement of crops production, and cross-cultural and religious understanding.
  • 6. 66 Assumptions (Cont.)  The 21st century job market requires a technology literate and competent workforce with the ability to create, innovate, solve problems, and work in teams.  Investment in higher education is most important and valuable as HEIs provide the world's leaders, scientists, businessmen, physicians, thinkers, and visionaries who chart society's cultural, scientific, and
  • 7. Assumptions (Cont.) Not only do HEIs contribute to the nation's human capital and technological transformation but also to its social and cultural identity. HEIs cooperate with industry and business, enhance innovation, creativity, democracy, and wise governance in economy, politics, entrepreneurship, justice and equity
  • 8. 88 Definition of Internationalization:  "Internationalization of Higher Education is the process of integrating an international and intercultural dimension into the teaching, research and service functions of the institution“. "(knight and De Wit, 1997).  "Internationalization at the national, sector, and institutional levels is defined as the process of integrating an international, inter- cultural or global dimension into the purpose, functions or delivery of postsecondary Education“. (knight, 2003) (Huang & Lin 2007, p 69)
  • 9. Purpose? • " … the purpose of internationalization of higher education is to enhance students' ability to engage in job- related problem solving and decision making in ways that reflect knowledge and respect for other cultures".
  • 10. Refer to : (1) The above definitions of Internationalization of HE relate to: • curriculum design and implementation: 1.content, 2.delivery, 3.evaluation & 4. modification. • research, patents and innovation • graduate studies, joint degree programmes MA & PhD. • student and faculty mobility • faculty hiring and firing • partnerships with business
  • 11. Refer to : (2) • international foundation programme • cross border education • open course ware materials • blended teaching and learning. • national, regional, continental and global areas of education.
  • 12. Indicators of Internationalization in HE Indicators of Internationalization are informed by the main features of international practice in respect of: – Excellence in teaching and research – Commitment to cultural understanding – Mobility of students and staff – Employability and generic skills. as expressed in its curriculum, quality assurance, foreign language provision, international programmes, membership in international associations, international agreements and memoranda of understanding, research, student mobility, graduate employability faculty mobility, faculty recruitment and evaluation.
  • 14. University Quality Assurance Committee Faculty Council Faculty Quality Assurance Committee Department Council Council of Deans Guidance Working Group Module Working Groups Learning Resources Working Group Research Projects Working Group Examination Working Group Scientific/ Academic Working Group Curriculum Working Group Department Quality Assurance Committee General layout of QA committees and councils at the University level
  • 18. Performance Consulting – A process in which a trainer and the organizational client work together (“bundled solution”) to determine what needs to be done to improve results – Performance consulting approach: • Focusing on identifying and addressing root causes of performance problems. • Recognizing that the interaction of individual and organizational factors influences employee performance. • Documenting the actions and accomplishments of high performers and comparing them with actions of more typical performers.
  • 19. Elements of Training DesignElements of Training Design
  • 21. Balanced scorecard • This is one of the best-known methodologies. It aligns the evaluation of the people dimension to a company's strategic aims through a balanced scorecard. • The scorecard originally had four elements: – Financial, – Customer, – Internal business process, – Learning and growth. • One of the main benefits of the scorecard approach is that it provides a simple communication tool for internal and external stakeholders.
  • 22. Management of Intangible Assets in Higher Education  Think Academic – Act Business  University Structures and Processes  Identification and Controlling of Intangible Assets  I.C. Report: A Measurement and Controlling Tool  Case Study – I.C. Management in Spanish Universities  The Process of Research Commercialization  Human Resource Management Improving IPR Output
  • 23. University Processes SupportProc. VisionVision Teaching Research and Development Continuing Education Goals & Policies CoreProcessesMgmt.Proc. Administration Controlling Steering Quality Mgmt. HRM Financing Intangible Capital Tangible Capital Graduates IPR
  • 24. R&D in Particular VisionVision Desk Research Prototype Development IP Production / R&D Idea Testing Adaptation IP Valuation IP Protection Goals & Policies IPR & Innovation CoreProcessesMgmt.ProcessesSupport Processes Adm inistration Controlling Steering Quality Mgm t. HRM IP Monitoring Financing Intangible Capital Tangible Capital IP Exploitation
  • 25. Conclusions Global Financial Crisis has a major affect on the role of Universities today. Close relation between HEI and Market Professionalism New Subjects (almost 25 % new each year) Quality assurance in HEI.
  • 26. Reference List • Altenburger, O., Schaffhauser-Linzatti, M. (2006): Controlling universities’ intellectual capital: are the recently implemented Austrian instruments adequate?, paper presented at the EIASM Workshop on Visualising, Measuring, and Managing Intangibles and Intellectual Capital, Maastricht, October 25-27. • Kaplan, R., Norton, D. (2004). Measuring the strategic readiness of intangible assets, Harvard Business Review, February, 52-63. • Leitner, K-H. (2010): Werkzeugkiste. Wissensbilanz, Organisationsentwicklung, 1/2010, 90-93. • Leitner K-H. (2004): Intellectual capital reporting for universities: conceptual background and application for Austrian universities, Research Evaluation, 13, 2, 129-140. • Sanchez, P.M. and Elena, S. (2006): Intellectual capital in universities: improving transparency and internal management, Journal of Intellectual Capital, 7, 4, 529-48. • Sanchez, P.M., Elena, S., Castrillo, R. (2009): Intellectual capital dynamics in universities: a reporting model, Journal of Intellectual Capital, 10, 2, 307-24. • Secundo, G., Margherita, A., Elia, E., Passiante, G. (2010): Intangible assets in higher education and research: mission, performance or both?, Journal of Intellectual Capital, 11, 2, 140- 157.