Proceedings of the 3rd European Conference on Intellectual Capital

Fattah Nazem
intellectual capital model presented by Saint-Onge (1996), culture is viewed as <strong>the</strong> filter to understand
<strong>the</strong> environment according to which certain strategies are adopted. There would be no or little
success in long-term plans if <strong>the</strong> organization’s culture were not in line with <strong>the</strong>se plans. Here,
organizational culture acts as part <strong>of</strong> structural asset through which tacit knowledge is formed. It also
determines <strong>the</strong> increase in <strong>the</strong> benefits from competition. In <strong>the</strong> model presented by Sveiby (1997)
believes that value comments are part <strong>of</strong> <strong>the</strong> competition and it is advisable to pay respectable
attention to <strong>the</strong> work environment, customers, and <strong>the</strong> super-ordinates which is a kind <strong>of</strong> common
cooperative culture. Following <strong>the</strong> studies which underlined <strong>the</strong> role <strong>of</strong> intellectual capitals in
universities in Western Ontario, Bontis (1998) presented <strong>the</strong> Model from <strong>the</strong> University <strong>of</strong> Western
Ontario in which organizational culture is a fundamental element in forming structural asset. He
believed that organizations should have <strong>the</strong> culture which is strong enough for <strong>the</strong> individuals to be
able to gain new experience, failure, and learn again something new; <strong>the</strong> culture that punish <strong>the</strong> staff
for <strong>the</strong>ir malfunctions will have <strong>the</strong> least success. Flamholtz (2002) considered culture as <strong>the</strong> major
factor in <strong>the</strong> development <strong>of</strong> an organization and <strong>the</strong> cornerstone <strong>of</strong> <strong>the</strong> long-run goals <strong>of</strong> a successful
company. Copeland (2001) also thought <strong>of</strong> organizational culture as a giant step forward in <strong>the</strong>
development <strong>of</strong> <strong>the</strong> intellectual capital. Edvinsson (1997) emphasizes <strong>the</strong> important role <strong>of</strong>
organizational culture in intellectual capital model and consider culture and values as <strong>the</strong> core <strong>of</strong>
intellectual capital. Organizational culture is more than just <strong>the</strong> asset <strong>of</strong> an organization. Therefore,
organizational culture is <strong>the</strong> surviving factor and <strong>the</strong> core <strong>of</strong> <strong>the</strong> organization and is, according to
Tierney (1988), an internal interactive communication network which can easily evaluate <strong>the</strong> validity <strong>of</strong>
<strong>the</strong> organization.
According to <strong>the</strong> results <strong>of</strong> this study, <strong>the</strong>re is ano<strong>the</strong>r variable which affects intellectual capital
management is managers’ creative problem-solving. In <strong>the</strong>ir study, Whetten and Cameron (2006)
found out that skills like individual decision-making and problem-solving are among <strong>the</strong> ones owned
by effective managers. Cameron and Tschirhart (1988) also concluded that problem-solving skill is
among <strong>the</strong> five most important skills <strong>of</strong> effective managers. Prentice (1984) also found out that <strong>the</strong>
vital skills <strong>of</strong> effective managers are leadership and problem-solving. In <strong>the</strong>ir research, Margerison
and Kakabadse (1984) pointed out <strong>the</strong> most important skills for high ranking managers include <strong>the</strong>
ability to analyze, leadership and management, and decision-making. A study conducted by Whetten
and Cameron (1984) revealed that decision-making and problem-solving are two leading skills in
successful managers. Hunsieker (1987) also ended up with <strong>the</strong> result that two skills with significant
impact on <strong>the</strong> managers’ success are leadership and management skills. Luthans et al. (1985) also
reported that decision-making skill to solve problems as <strong>the</strong> most influential skills among managers.
According to Baghdarnia (2006), <strong>the</strong> more <strong>the</strong> conceptual abilities and skills <strong>of</strong> <strong>the</strong> managers, <strong>the</strong>
more efficient <strong>the</strong>y will be. Also, managers with creative problem-solving skill are more successful.
Hassanvandi (2009) found out that managers with creative problem-solving skill lead <strong>the</strong>ir
organizations to success. O<strong>the</strong>r studies also underline <strong>the</strong> relationship between managers’ creativity
and creative problem-solving and leadership and <strong>the</strong>ir better function. (Ackerley, 2006; Johnson,
1986).
In Ross and Ross (1997), human capital is considered as one <strong>of</strong> <strong>the</strong> components <strong>of</strong> intellectual capital
which includes such features as senior managers’ leadership and innovation. In Brooking’s (1997)
model, human capital encompasses staff’s knowledge in an organization, problem-solving
capabilities, leadership and management skills, and innovation. Sveiby (1997) also underlines <strong>the</strong> role
<strong>of</strong> management skills in human capital. Stanfield (1990) pinpointed that efficiency <strong>of</strong> <strong>the</strong> managers in
gaining pr<strong>of</strong>it. In Ramboll Group’s Model (2007) values and management are among <strong>the</strong> distinctive
features <strong>of</strong> intellectual capital. In Edvinsson and Malone (1997) <strong>the</strong> human capital including
leadership and conceptual problem-solving are underlined. In Marr and Giovanni’s (2001) model
human capital includes knowledge asset that is represented in <strong>the</strong>ir problem-solving skill, initiation,
and <strong>the</strong>ir tendency for entrepreneurship.
The results <strong>of</strong> <strong>the</strong> studies conducted in <strong>the</strong> field reiterate that success in performing intellectual capital
models requires managers who are creative so that, in <strong>the</strong> complicated and competitive world, <strong>the</strong>y
can solve <strong>the</strong> organization’s problems creatively.The need for management and leadership is vital
and sensible in all fields <strong>of</strong> social activities. Without effective leadership and guidance, material and
human resources are doomed to decrease and destruction, while <strong>the</strong> managers <strong>of</strong> higher education
as people who are in charge <strong>of</strong> organizations and university branches are considered as <strong>the</strong> main and
determining factor in preparing and supplying <strong>the</strong> human resources required by o<strong>the</strong>r organizations
which provide services or products in <strong>the</strong> society.The appointment <strong>of</strong> managers with creative
292