Knowledge Management And Research Innovation In Global Higher Education Institutions

Research and knowledge management are important to higher education institutions as a means of improving their operations. The rapid growth of data and technologies triggers data transformation into useful information, known as knowledge. Nowadays, people are aware of the worth of knowledge and the methods used to obtain, recognize, capture, save, and leverage it, so that knowledge can be shared without losing it. Effective knowledge management programs identify and leverage the know-how embedded in work with a focus on how it will be applied. The challenge in knowledge management is to make the right knowledge available to the right people at the right time. Knowledge Management and Research Innovation in Global Higher Education Institutions investigates the cultural, financial, and social factors affecting research and knowledge management in higher education institutions. It considers the strategic decisions made by university administrators and the adoption of decisions made by individual staff members. The book further describes the factors found to affect the implementation and practice of knowledge management in educational institutions. Covering topics such as social development, knowledge systems, and developing economies, this premier reference source is an excellent resource for faculty, administrators, and students of higher education; librarians; sociologists; economists; government officials; researchers; and academicians.

Knowledge management principles, strategies, models, tools, and techniques have been proven in government, business, and industry. More recently, knowledge management has emerged as an essential enabler for the successful pursuit of scholarly activities in higher education. Knowledge management has significant contributions to make in capturing, storing, processing, and disseminating knowledge between and across these stakeholder entities and their processes to better support these interrelated processes and activities. Given the impetus provided by the United Nations Global Knowledge Economy Policy, institutions worldwide are actively pursuing the use of knowledge management in all facets of social and economic development. The importance of knowledge management research and application in academia is a critical element of this multifaceted endeavor. Enhancing Academic Research and Higher Education With Knowledge Management Principles is a compendium of cutting-edge research on the use of knowledge management in higher education and provides original, theoretical, and application-oriented research within this domain. The book will also provide insights on the management of expertise, knowledge, information, and organizational development in different types of work communities and environments. By including research on global perspectives, the implementation of knowledge management at universities, current trends in the field, and the results, this book is a valuable reference work for professionals and researchers working in the field of information and knowledge management in various disciplines, and academics, analysts, developers, students, technologists, education consultants, higher education administrators, academicians, stakeholders, and practitioners seeking to learn, improve, and expand their theoretical and applied knowledge of knowledge management tools and techniques, models, processes, and systems in higher education.

"This book is a detailed resource on knowledge management and innovations that has been written and edited to provide flexibility and in-depth knowledge management innovations, strategies, and practices"--Provided by publisher.

The effective application of knowledge management principles has proven to be beneficial for modern organizations. When utilized in the academic community, these frameworks can enhance the value and quality of research initiatives. Enhancing Academic Research With Knowledge Management Principles is a pivotal reference source for the latest research on implementing theoretical frameworks of information management in the context of academia and universities. Featuring extensive coverage on relevant areas such as data mining, organizational and academic culture, this publication is an ideal resource for researchers, academics, practitioners, professionals, and students.

"Using various social science perspectives, this book provide critical analyses of knowledge management in higher education, with an emphasis on unintended consequences and future implications"--Provided by publisher.

“How does the management handle the important know-how capital? It is considerably more important to know what is invested in it in the form of education, research etc., than what is invested in office furniture. Nevertheless it is the latter that figures in the annual accounts.” —Karl-Erik Sveiby, The Invisible Balance Sheet[1] This was a critical juncture in the life of Intellectual Capital Management (ICM). Since the 1990s, the topic of intangibles has been the focus of attention for both academic researches and business practices. A significant amount of literature attempts to understand the nature of intangibles, to measure them, as well as to assess the value relevance of different intangible elements. Given the economic importance of intangibles, a number of intangible measurement frameworks or models have been developed, and different guidelines have been constructed. Nowadays, there is no doubt that if nations and organizations want to attain a competitive advantage, they have to deal with intellectual capital. They are in the balance sheets of national and organizational wealth and value, although not in the explicit terms and figures that accountants need for calculation. Almost 23years ago, Sveiby in his book, the invisible Balance Sheet, wrote: “Rarely is the question asked, why measure intangibles? The answer is not self-evident. Intangibles are difficult and expensive to measure and the results are so uncertain, so the reason had better be a good one.” [2] We know that the answers to this question probably already exist within our organizations, but we have yet to map the easiest and most accessible routes to them. However, a significant amount of empirical research can be found in the field of value relevance of intangibles, most of this has focused on the impacts of individual intellectual capital components on firm`s overall performance, and little is known regarding the internal composition and complementarities between intellectual capital management and other organisational capabilities. Nowadays, modern management practices are considered as a strategic means of competitive advantage. From the resource-based point of view, the value of resources does not only reside in the resources themselves but also in the way they are deployed. Therefore, capabilities can also be seen themselves as intangible resources. Therefore, apart from the lack of theoretical background and contextual information, general intellectual capital studies suffer from the availability of practical case studies about how to manage them. This issue is becoming even more prominent in case of universities; where it is coupled with the dichotomous of the definition of perceived/expected value of intellectual capital in higher education sectors. For many, the intellectual capital of universities assumed to be in its highest level of excellence, while new researches show that universities false to achieve expected innovativeness goals. This issue needs more attention from higher education policy makers since nowadays it is more expected that universities facilitate the spread and transfer of new knowledge and technology to the business world, while adopting more businesslike approaches and becoming more outward-looking. With this aim, some third generation universities have established or supported formation of science parks near their campuses as an structure for fostering knowledge and technology transfer and application of scarce research resources to increase the dynamism between the between the academic world and the business world. Generally it is expected that science parks contribute to the regional development by fostering the growth of knowledge-based firms, advocating relationships and networking among large companies and SMEs, and providing the linkage opportunities between firms and R&D institutions and universities. Many researchers and economists have linked output from science parks and business incubators to economic growth indicators, such as job and wealth creation in developed and developing countries. From this prospective, it seems that the definition of science park shares certain similarities with the concept of the business ecosystem where the focus is to build an extensive network of partners that can enable companies to innovate faster, at lower cost, while enhancing their tangible and intangible assets, and create new value through an increased number and variety of information, knowledge flows and services available to them. Considering the knowledge intensive nature of onsite SMEs, researchers have indicated that intellectual capital is likely to be the key sources of sustainable competitive advantage for SMEs. Therefore, science park capabilities in localising the knowledge spillover and providing networking opportunities become a critical source for development of intellectual capital stocks in onsite SMEs. Therefore, SMEs` benefits will be enhanced if intellectual capital management practices can be captured, learned, codified, applied, developed and transferred through co-evolution and co-opetition opportunities, and via the innovation platform of science park business ecosystem. Now, what if universities as an important role players in such business ecosystems fail to manage their intellectual capital stock, or do not continuously develop their intellectual capital management capabilities? On both universities and companies sides, many executives and managers don’t even know that intellectual capital management exists, or that it is the solution to many issues concerning improving organisational efficiency, effectiveness, and innovation. There are many intellectual capital management failures to point to; perhaps more failures than successes. Does intellectual capital management then have, or even need, a future? If so, what are the best practices in managing intellectual capital in both academic and business eras? This book is a response to the fact that on the whole, universities and SMEs have grappled with, but not yet mastered, intellectual capital management. The central motivation for assembling the contributions in this book on the intellectual capital management derives from the observation that very few universities and located knowledge intensive small and medium sized businesses on universities science parks appear to be inclined to explain what intellectual capital is or how it works socially, organizationally or economically. This book has pulled together number of leading researchers from a range of intellectual capital management studies disciplines in one convenient volume. The chapters in this book include the selected and most up-to-date ideas, concepts, practices and case studies on the subject of intellectual capital management, particularly in higher education, science and technology, submitted to the 5th International Conference on Intellectual Capital Management. The overall objective is to inform the higher education policy makers and entrepreneurial individuals about the importance of intellectual capital management and to provide practical but principled guidance for enhancing such capabilities. The mission is to condense emerging IC theory and to distill it into actionable form of immediate relevance and use by potential audiences. Jalil Khavand Kar September, 2013 [1] Sveiby, Karl-Erik. (1989), The Invisible Balance Sheet; Key indicators for accounting, control and valuation of know-how companies, Stockholm: The Konrad Group. P.12. [2] Sveiby, Karl-Erik, Accessible via: (http://www.sveiby.com/articles/IntangibleMethods.htm) ----------------------------------------------------------------------------- Contents Preface xi Acknowledgement xv About the Authors xvii Section One: Concepts, Definitions and Frameworks Chapter. 1: Intellectual Capital, Higher Education, Science Parks and Techno based Enterprises Jalil Khavand Kar 3 Chapter. 2: Knowledge Management: What It Really Means and How We Should Go About It? Shafqat Farooq 11 Chapter. 3: Knowledge Creation based on Communities: The Japanese Approach Pierre-Marie Fayard 31 Section Two: Higher Education Chapter. 4: The Local Economic Impact of Higher Education Institutions in Hungary Balázs Kotosz 45 Chapter. 5: Knowledge Management between Colleges and Industry: A Case Study in Turkey Asaf Varol and Cihan Varol 61 Chapter. 6: Human Capital Management through Entrepreneurial Education at Higher Education Institutions - Myth or Reality? Sana Ahmed 77 Chapter. 7: Intellectual Capital and Internationalization of Entrepreneurial Universities Hiroko Kawamorita, Aidin Salamzadeh and Saeed Jafari Moghadam 87 Chapter. 8: Using Appreciative Inquiry in Developing Intellectual Capital in Mihail Kogalniceanu University Ștefan Antonio SANDU 111 Section Three: Entreprise Chapter. 9: Knowledge Management Strategies in Technopreneurial Firms Kavoos Mohannak 139 Chapter. 10: Knowledge Management as a Learning Process to Upgrade Strategic Capabilities: Case study of micro-firms network in Southern Brazil Pierre-Marie Fayard, Alsones Balestrin 159 Chapter. 11: Human Resource Accounting – Relevance to SMEs Rolla Krishna Priya 169 Chapter. 12: Intellectual Capital Disclosure in Financial Reports of Nigerian Companies Ramat Titilayo Salman, Kabiru Isa Dandago and Binta Kabir Isa 185 Chapter. 13: Globalized Information Management Agha Syed Ayub Shah Bukhari, Syed Muhammad Tayyab Shah and Jawairya Bukhari 211 Chapter. 14: Organizational Brain Drain - Nipping in the bud, a Panacea for SME Success Mujtaba M. Momin 231 Chapter. 15: Challenges of Global Marketing Communication Intercultural Marketing Judit Mátyás 249 Chapter. 16: Economic Development and Intellectual Capital in Georgia Eka Gegeshidze 261 Section Four: Case Reports Perspectives on Development of Intellectual Property in Georgia George Chiladze 273 On Clusters: External and Internal Perspectives Ifor Ffowcs-Williams 291

Innovation in higher education is a process of institutional adaptation to changes in the environment that enables higher education institutions to improve their existing practice and to be innovative at different levels and in different forms. Moreover, innovativeness is also related to internal characteristics of higher education institutions. Innovation in higher education can be observed as a result of the changing contexts in which higher education institutions function. Adjacently, a comprehensive approach to considering innovativeness is needed in order to enable the examination of different elements of innovativeness in higher education, that is, to identify the key factors that (de)stimulate innovations and affect their interactions with other relevant stakeholders at the national level and beyond. The Handbook of Research on Enhancing Innovation in Higher Education Institutions is a critical scholarly book that examines innovativeness in higher education and its complications and diversity. Starting from the view that higher education is currently confronted by global forces that require new research ideas, the publication suggests that comprehensive understanding of innovativeness is imperative for higher education’s institutions in the 21st century. Analyzing the recognized trends within the publication and concluding which aspects should be taken to improve innovativeness in higher education, this reference book outlines quality and innovation in teaching, innovative university-business cooperation, institutional framework and governance of higher education institutions, knowledge management, and leadership and organizational culture. It is ideal for curriculum designers, administrators, researchers, policymakers, academicians, professionals, and students.

Springer is proud to announce that 'Universities in the Knowledge Society' has received the ASHE-CIHE award for Significant Research on International Higher Education. Congratulations to Timo Aarrevaara, Martin Finkelstein, Glen A. Jones, Jisun Jung and all contributors! This book explores the complex, multi-faceted relationships between national research and innovation systems and higher education. The transition towards knowledge societies/economies is repositioning the role of the university and transforming the academic profession. The volume provides a foundational introduction to the concepts of knowledge society and knowledge economy, and these concepts ground the detailed case studies of eighteen systems, located across five continents. Each case study was written by a leading expert in that jurisdiction, and provides a critical analysis of the research and development infrastructure, the role of universities, and the implications for the academic profession. The book describes how nations in various geographic regions and at various stages of economic maturity are restructuring their university systems to adapt to the new imperatives, and provides a cross-case analysis identifying common themes and distinctive features. In telling the story of higher education’s on-going global metamorphosis, the contributing authors place current developments in the context of the university’s historic evolution, survey the changing metrics that national governments are adopting to measure university performance, and describe a new international project, the Academic Profession in the Knowledge-based Society [APiKS] that involved a common survey of academics in more than twenty countries to take the pulse of developments “on the ground” while documenting the challenges confronting knowledge workers in the new economy.