Abstract
Knowledge is primarily considered as powerful value producer. The dynamic relationship of university and society starts with the economic exploitation of research results, with the intention, on the one hand, to safeguard the equilibrium of financial resources to support academic activity on the other hand with the intention to sustain society and more specifically stakeholders’ interests. University and precisely its departmental structure are increasingly involved in the implementation and improvement of strategies focusing on technological transfer and on the activity of managing internal intangible resources. This study, after considering the logic that inspires or should inspire models for the evaluation of knowledge creation and accountability through the intangible assets of academic departments and research centres, illustrates empirically the situation concerning the diffusion of immaterial resource management tools in a relevant research area in Italy.
Highlights
Knowledge and Innovation ProcessWe definitively define knowledge as a resource, as an element of the system’s wealth, as variable structuring formally the complexity of evolution routes and of innovation mechanisms [4]-[6]
The value and the contribution are generated by research entities, usually, links society, economic and institutional structures which transform results into concrete activities
The relationship between research innovation and society is traditionally mediated by the connection between research institutions, universities and the social economic environment; a relationship responding to a networking logic; a relational moment of strategic value, when knowledge creation and transfer mechanisms can take place based on the natural functional connection between the academic world and society
Summary
We definitively define knowledge as a resource, as an element of the system’s wealth, as variable structuring formally the complexity of evolution routes and of innovation mechanisms [4]-[6]. The problem of strategic identification and that of knowledge management rely on human resources management as “residence” of intellectual capital, in other terms to the most unrepeatable resources for research and value generation [7] It is a problem of consciousness before and of management afterwards, a problem that cannot be solved without an evolutional process concerning these managerial skills, without a process which deals with research and the consolidation of new value. Such a management vision has characterized the most recent theories on intellectual capital even if it would not be correct to create an axiom linking a careful human resources management and business success This occurs as a consequence of the combination of two factors: on one hand the consciousness of the existence of energies and unexpressed capabilities internally, on the other, the alternation between a culture based on the execution of duties and a value based one. Once the strategic-operational lines to be followed to produce value have been defined, proceeding through the alignment of short and long term objectives, it is necessary to start the system operative processes for research generation and the activation of the mechanism of Knowledge sharing and knowledge creation, that is to say to start up those mechanisms which provide the performance quality following both the profile of the innovation effectiveness and the profile of spontaneity
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