Intellectual Capital Model for Mexican Public Universities
Statement of the topic. Intellectual Capital (IC) is a strategic resource. It summarizes the intangible values at universities because it has a function of self-analysis. As such, it is necessary to recognize the different links between various IC types in order to have a useful model to contribute...
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Format: | Tagungsbericht |
Sprache: | eng |
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Zusammenfassung: | Statement of the topic. Intellectual Capital (IC) is a strategic resource. It summarizes the intangible values at universities because it has a function of self-analysis. As such, it is necessary to recognize the different links between various IC types in order to have a useful model to contribute to active knowledge management and create competitive advantages in public universities in Mexico. Objective: To propose an IC model for Mexican universities aiming to support IC measurement and management approaches as part of strategic management. Hypothesis: There are interrelationships between Human Capital (HC), Static Structural Capital (SSC), Dynamic Structural Capital (DSC) and Relational Capital (RC) in a Mexican university. Design/methodology/approach: Data was gathered by means of survey integrated by 18 items comprising a Guthman type scale with alternative answer options ranging from 1 to 10 on a line that represents the opposites of continuum descriptors (adequate-inadequate). The sample was non-probabilistic sample (n=187), and it contained managers and academic professors from a Mexican university. The reliability of the measurement scales (Cronbach alpha) was greater than 0.85. LISREL 9.2 was employed to conduct confirmatory factor analysis (CFA) in all IC constructs and partial least squares (PLS) was employed to assess the measurement model and test the research hypothesis. The model goodness of fit indices were acceptable (RMEA=.0515, NNFI=.973, PNFI=.700, GFI=.932). Conclusions: This model might help to improve the management of IC at Mexican universities because it provides high quality information. To be effective, IC management has to cope with some managerial attitudes (e.g. from a college authorities) and political barriers. |
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ISSN: | 2049-0933 2049-0941 |