Proceedings of the 8th International Conference on Intellectual ...

Gabriel Prananingrum Aryanindita and Andy Susilo Lukito Budi
The main differences for IC management in Universities (compare with companies) would be <strong>the</strong>
indicators to measure performance. We used indicators on intellectual capital in external reporting that
proposed by Bodnar (2008). We develop this indicator with adding several indicators. For example, in
human capital we add number <strong>of</strong> articles produced by staff and number <strong>of</strong> citation as indicators. We
proposed <strong>the</strong>se indicators to measure <strong>the</strong> lecturer’s competence.
Table 2: Indicators on intellectual capital
Indicators <strong>of</strong> intangibles
Human capital:
Total number <strong>of</strong> employees in full time equivalent (FTE)
Academic staff’s’ FTE
The academic staff’s’ age distribution
Number and ratio <strong>of</strong> academics staff with PhD
Number staff in research centers (total)
Number <strong>of</strong> PhD students
Number <strong>of</strong> staff’s’ publication
Number <strong>of</strong> citation
Number <strong>of</strong> staff presented in international conferences per year
Fluctuations <strong>of</strong> students body
Structural capital:
Educational area per number <strong>of</strong> students
Educational area per number <strong>of</strong> academic staff
Number <strong>of</strong> computers in <strong>the</strong> university network
Number <strong>of</strong> computers provided for students
Number, area and capacity <strong>of</strong> computer laboratories and laboratories for o<strong>the</strong>r purposes
Library area per number <strong>of</strong> students
Weekly library opening hours
Number <strong>of</strong> seats in <strong>the</strong> library
Number <strong>of</strong> database in library
Number and change in <strong>the</strong> number <strong>of</strong> library resources
Number <strong>of</strong> ordered journals (traditional and digital)
Cost <strong>of</strong> journals
Annual cost <strong>of</strong> research and development investments
Number and average <strong>of</strong> educational equipment
Number <strong>of</strong> research centers
Number <strong>of</strong> staff in PhD
Relational capital:
Number and sum <strong>of</strong> tuition fee
Number and income <strong>of</strong> innovation research (total and actual)
Chair-income
Number <strong>of</strong> memberships in scientific and pr<strong>of</strong>essional organizations
Number <strong>of</strong> academic staff who are members in editorial boards
Number <strong>of</strong> library exchange programmes
Number <strong>of</strong> partner universities from abroad
Number <strong>of</strong> alumni-members
Number <strong>of</strong> third-parties cooperation
Number <strong>of</strong> external funding
Number <strong>of</strong> winner tenders
Income <strong>of</strong> <strong>the</strong> tenders
Number <strong>of</strong> international students
The indicators should be used as proxy <strong>of</strong> IC in university. Human capital is not just measuring
number <strong>of</strong> lecturers but also <strong>the</strong>ir competencies. It has been widely accepted that lecturers are <strong>the</strong>
center <strong>of</strong> university’s activities. The rank <strong>of</strong> university depend on how competence <strong>the</strong>ir lecturer.
Structural capital measures university capacity to make better teaching learning activities. Also, we
put facilities that enable universities to perform <strong>the</strong>ir duty into account. Finally, we propose relational
capital as measurement <strong>of</strong> university capacity to make good relation with o<strong>the</strong>r parties. The relation is
not only between universities but also between business industries.
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