This document discusses the implementation of comprehensive intellectual capital management (CICM) at a hypothetical private university in Indonesia called Universitas Siswa Bangsa Internasional (USBI). CICM involves three stages: knowledge management, innovation management, and intellectual property management. The document outlines how USBI can implement each of these stages, including forming communities of practice to share knowledge, embedding research and development across the university to enable innovation, and developing intellectual property strategies to support knowledge transfer. Overall, implementing CICM will help USBI optimize the benefits from its intellectual capital and achieve its vision of becoming a sustainable, internationally-recognized university.
2. Introduction
S Universities are confronted with new challenges:
S Transformation of the science and innovation system
S New funding mechanisms and greater autonomy
S Demand for accountability and transparency
S Intellectual capital has become a major driver for
competitive advantage, not only for business but for
universities and other service industries.
3. Comprehensive Intellectual Capital
Management (CICM)
S CICM refers to a comprehensive framework developed
for the management of all forms of intellectual capital of
an organization.
S CICM is grouped under three stages as follows:
S Knowledge management stage
S Innovation management stage
S Intellectual property management stage
4. Hypothetical Organization
S Universitas Siswa Bangsa Internasional (USBI) is a newly
established private university in Indonesia
S USBI’s vision is to become a sustainable, internationally-
recognized university, which will help to build a better
future for Indonesia
S USBI is striving to cultivate a culture that embraces
innovation, social responsibility, and personal initiative
5. Knowledge Management
S Knowledge management (KM) is the process of
transforming information and intellectual assets into
enduring value.
S The goal of KM stage under CICM model is to manage
the knowledge resources of the organization for value
creation.
6. Implementing KM in USBI
S As a relatively young organization, USBI needs a cultural
audit and transformation to implement a KM culture.
S USBI culture has to be aligned with the concepts of KM
which requires that information is shared.
S In a culture that regards knowledge as power, USBI will
require significant evolution and encouragement to make
KM work.
7. Implementing KM in USBI
S One of best way to share knowledge is by forming
Communities of Practice (CoP).
S USBI has initiated a CoP called Educators Sharing
Network (ESN) to share knowledge efficiently.
S The ESN include all USBI stakeholder –
management, academic and administrative
staff, students and parents, which will lead USBI to fulfill
its vision.
8. Innovation Management
S Innovation management (IM) is the stage at which value
created KM stage is extracted by transforming knowledge
into a product or a work process.
S The goal of the IM stage under CICM model is to convert
ideas into new or improved products, services, solutions,
or processes.
9. Implementing IM in USBI
S Universities are major players in the knowledge
producing and innovation systems.
S A standard, widely discussed and targeted measure of
innovation is R&D activities.
S USBI need to embodied R&D as its DNA, attached to
every entity within the university, to enable innovation
flourish in a university-wide setting.
10. Intellectual Property
Management
S Intellectual property management (IPM) is the stage at
which the value created at KM stage, then extracted IM
stage, is maximized to the optimal level.
S The goal of IPM stage under the CICM model is to
maximize the value created and extracted at the previous
stages by using the legally defined and protected IC for
two main purposes: securing strong competitive positions
and generating revenues.
11. Implementing IPM in USBI
S IP underpins all of the activity of a university – research
results, know-how, technology ideas, publications, and a
huge range of copyrights materials.
S The four main areas of IP among others are:
copyright, patents, trade marks, and design rights.
S IP is at the heart of a huge array of USBI activities, and
should therefore be considered a major tool those
activities and achieve its vision.
12. Implementing IPM in USBI
S USBI need to recognize how IP fits within its specific
business model by performing an IP audit.
S Currently, much of IP that USBI generated is to support
its own teaching and research activities.
S Moving forward, USBI have to develop strategies in
supporting the process of translating knowledge with
immediate application into wider society and economy
13. Conclusion
S Implementation CICM enables a university to set overall
ICM strategies that optimize the benefits that can be
gained from use of their IC and to enhance knowledge
transfer.
S Although stages of CICM is the same across all
institutions, it is the substance of unique academic setting
of a university that differs the process.
14. References
S Al-Ali, N. (2003). Comprehensive intellectual capital
management: Step by step. Hoboken, NJ: Wiley.
S Intellectual Property Office (2011). Intellectual asset
management for universities.
S Jundale, S., & Navale, G. S. (2009). Knowledge
management in education. IEEE.
