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The purpose of this paper is to provide assistance to universities in the process of developing their ability to identify, measure, manage and value their intangible assets.

The paper takes the form of a review of the most important intellectual capital management initiatives at Spanish public universities.

The experience gained from the case studies provides a basis for understanding how Spanish universities are measuring and managing their intellectual capital.

Despite its importance, intellectual capital at universities is scarcely dealt with in a specific manner. Up to now, only a few universities have taken the challenge of trying to measure, manage and report on intangible assets.

This study offers a perspective on how Spanish universities deal with their intellectual capital. In this sense, the first step would be the definition and diffusion of the organisation's strategic objectives. Then, critical intangibles related to these objectives should be identified and the causal network of relationships among them should be established. Afterwards, a set of indicators is defined and developed for each intangible.

This paper shows the importance of intellectual capital approaches as instruments to face the new challenges in Spanish universities. It offers practical help to universities to develop means to identify, measure, manage and value their intangible assets.

The purpose of this paper is to study the evaluation and control processes in the governance systems of higher education institutions (HEIs).

This study compares the performance and control processes of strategic management in four HEIs in two European countries with binary systems – Portugal and The Netherlands. Using a case study approach, the authors find that HEIs with different missions and contexts have performance and control systems that are generally indistinguishable.

The controlling strategies in the public HEIs have taken on isomorphic characteristics based on processes that enhance competition, decentralize functions and solidify performance management.

In this paper, the authors “unpackage” strategic management to focus on the forms of control associated with performance evaluation. Performance evaluation is central to the management process and increasingly assuming an integral part of the institution’s identity and culture.

There is currently limited knowledge of the strategic organizational routines such as strategic planning and benchmarking of universities in the Western Balkans (WB). Thus the purpose of this paper is to map perceptions and concerns of institutional leadership about these routines within the public and private universities in the region.

An online survey targeting all public and private universities in the WB was sent to the rector's and president's office. The survey data were analyzed with descriptive statistical methods, calculating frequencies, and means.

Data revealed that the majority of both public and private universities have implemented strategic planning. Analysis of strategic planning between private and public universities indicated that averages scores were slightly higher in the private rather than the public universities. Strengths, weaknesses, opportunities, and threats analysis was among the statements that received higher scores (perceptions about implementation) from both types of universities. The relatively low scores from both types of institutions concerning perceived implementation and importance of benchmarking might imply that WB universities achieve their goals in a less competitive environment.

The significance of the paper lies in the fact that no existing studies have investigated strategic planning and benchmarking in the WB universities. To be able to build a potential baseline for further research, including the possibility for more comparative research both within and beyond the region, the selection of routines was taken from the US Malcolm Baldrige National Quality Award for Performance Excellence in Education. This study contributes to the body of research for literature about strategic organizational routines and strategy-as-practice.

Universities play a central role in scientific development and progress in societies, so, the need for supporting new businesses in universities becomes very important that science and technology park-based incubators can meet it. The purpose of this paper is to prioritize the factors influencing strategic management of university business incubators (UBIs).

Present research prioritizes the factors influencing strategic management of incubators using analytic network process (ANP). The authors gathered data from UBIs affiliated with science and technology park of Guilan, located in city of Rasht (Iran) using the ANP questionnaire during year 2017.

Factors influencing strategic management of incubators comprised of four main criteria and 14 sub-criteria. The criteria and sub-criteria were ranked based on their importance. Results show that “talented managers” has the highest importance for strategic management of UBIs.

This study offers a novel analysis and contribution to the knowledge of ranking UBIs with a multi-criteria decision-making technique. Results of this research show the relative importance of criteria and sub-criteria, which contributes to further improvement of incubator management. University managers and incubator directors can utilize the findings for better resource allocation and aligning the strategies of incubators with macro strategies of the country.

The growing interest regarding intangibles and intellectual capital (IC) has extended from firms to public institutions such as universities and research centres during the last decade. Since universities are considered critical institutional actors in national innovation systems, European higher education and research institutions are going through an important transformation process with the aim of making them more comparable, flexible, transparent and competitive. The objective of the paper is two‐fold. On the one hand, its aim is to address the importance of measuring and managing IC in universities to improve research management and contribute to comparative analysis in European universities, and on the other hand, to highlight some methodological and conceptual considerations in relation to the analytical framework developed within an ongoing experience – the Observatory of European Universities (OEU).

The paper analyses a specific case within the OEU: the Autonomous University of Madrid (UAM) in Spain. The problems and difficulties within the process of applying the OEU analytical framework are examined.

This analysis provides some insight into the utility of the framework. From a conceptual point of view, we find some similarities between IC approaches and the OEU, but a different terminology is identified.

This paper argues that important benefits can be achieved when adapting the Observatory's framework to the IC approach and terminology, regarding the increasing impact of IC approaches at firm and political level.

The purpose of this paper is to provide a new framework for managing intellectual capital (IC) inside a university considering the collective intelligence perspective.

The research method uses the fourth stage of IC research and adopts the collective intelligence approach. The underlying assumption behind the framework is to consider the university as a collective intelligence system in which the tangible and intellectual assets are coordinated towards the achievement of strategic goals.

The conceptual framework for IC management harnesses the power of IC, collectively created by the engagement of multiple stakeholders inside the university network. The main components are the final goal of a university (what); the collective human capital to achieve the goal (who); the processes activated inside the university (how); and finally the motivations behind the achievement of the goal (why).

The research is exploratory and the framework offers opportunities for refinement. Future research is needed to verify the application of the framework to other organisations in the public sector intended as collective intelligence systems. A new perspective for managing IC in universities adopting the collective intelligence approach is developed. Contribution to the fourth stage (ecosystem) of IC research is highlighted, expanding the concept of IC value creation beyond the university into wider society.

The framework can be used to manage IC strategically in all the systems interpreted as collective intelligence systems in which the role of IC creation from multiple actors is relevant. This makes possible the understanding of how IC helps create value for the society and the region in which the university operates.

The originality of the paper is in bringing together issues usually dealt within the literature in separate domains, such as IC management and collective intelligence perspective. The concept of collective intelligence remains an unexplored field in relation to IC management in the public sector. The collective intelligence approach provides a novel contribution to managing IC and is intended to inspire future research.

This paper aims to measure the demand for bachelors, masters and PhD degree students at an Iranian university.

System dynamics (SD) modeling is used for the strategic plan compilation.

After successful examination of the model, a simulation was carried out for the coming 18 years. The results show that in the future, the university will face reductions in the numbers of BA, MA and PhD students. Therefore, university leaders need to develop appropriate strategies to deal with this challenge.

SD modeling for strategic plan compilation has been used for the first time in an examination of higher education in Iran.

In the past decade, intellectual capital (IC) measurement and reporting have been feeding scientific debate; however, only few studies address these issues together. The present research aims to provide an integrated view of the topics covered by the existing literature and to highlight the emerging research trends and set the agenda for future research.

This study develops a structured literature review (SLR) of the extant research concerned with IC measurement and reporting, using a comprehensive sample of 1,021 articles extracted from the Scopus database.

The findings of the SLR show that the existing literature focuses on seven research areas: IC and public sector; IC university and education; IC evaluation method; internal and external IC disclosure; IC and CSR; management of IC in organizations; other. Overall, findings indicate that IC measurement and reporting are highly researched topics that continue to attract the interests of scholars. Finally, the SLR analysis has allowed outlining a future research agenda, with particular reference to the IC evaluation method and internal and external IC disclosure research areas.

The main limitation of this research lies in the manual screening of relevant studies, which entails some degree of subjectivity. Furthermore, another limitation research could be considered the use of a single database (Scopus).

The present study brings potential contributions for scholars and practitioners. From a scholarly perspective, the paper provides a systematization of scientific contributions that have dealt with IC measurement and reporting. In particular, it contributes to the scholarly debate bringing into focus various IC measurement and reporting issues in the landscape of private and public organizations. Referring to practical implications, our research supports the strategic use of IC measurement and reporting as a key lever for improving the management of firms. Using an analytical framework that combines insights from the agency, stakeholder and legitimacy theories, this study highlights that IC reporting activity should be used strategically as a means to engage with all firm's stakeholders, in particular with a view to reducing information asymmetry and improving firm reputation.