Knowledge Management and Intellectual Capital Strategies in Higher Learning Institution
Both knowledge management (KM) and intellectual capital (IC) have been recognised as significant resources, when properly managed should enhance competitiveness, sustainability and performance of the knowledge based organisation. KM is about the process of the ‘flow of knowledge’ from individual learning to organisational learning. IC is a representation of the stocks of intangible assets comprising of human, organisational and relational capital or resources. As such, KM is seen as the process of managing IC or knowledge based intangible assets. Since greater emphasis is placed on intangible assets, thus, resources such as knowledge and intellectual capital need to be properly monitored, managed and developed to enhance performance. Thus, this empirical research is therefore aimed to address the lacking of studies in examing both KM and IC strategies to improve knowledge performance and innovation in the Higher Learning Institution (HLI). The main objective of this paper is to explore and to determine the significant influence of KM and IC strategies on the organisational performance of HLI for its knowledge performance and innovation. A questionnaire survey was used as the main instrument to collect data from the academicians in the selected higher learning institution. The empirical findings from this research can provide advancement in the literature on the proposed conceptual model of both KM and IC strategies on the organisational performance of Higher Learning Institution. Through Factor Analysis and Multiple Regression Analysis, the statistical result of regression model does provide the positive and significant support for this conceptual model of KM and IC strategies in the Higher Learning Institution.
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