Investigating the Maturity of Intellectual Capital within the Deputy of Management and Resources Development: A Cross-Sectional Study in Shahid Sadoughi University of Medical Science in Yazd

Seyed Masood  Mousavi; Maryam  Karimi; Farnoosh  Ghomi; Masood  Safari

doi:10.18502/mshsj.v10i2.19848

Seyed Masood Mousavi Assistant Professor, Health Management and Policy Research Center, Department of Management Sciences and Health Economics, School of Health, Shahid Sadougi University of Medical Sciences, Yazd, Iran
Maryam Karimi BSc in Health Services Management, Health Management and Policy Research Center, Department of Management Sciences and Health Economics, School of Health, Shahid Sadoughi University of Medical, Yazd, Iran
Farnoosh Ghomi MSc student in Biostatistics, Yazd Cardiovascular Research Center, Noncommunicable Diseases Research Institute, Shahid Sadoughi University of Medical Sciences, Yazd, Iran
Masood Safari Ph.D. student of Health Policy, Department of Health Management, Policy and Economics, School of Management and Medical Information, Kerman University of Medical Science, Kerman, Iran

DOI: https://doi.org/10.18502/mshsj.v10i2.19848

Keywords: Maturity, Intellectual capital, Management and resource development

Abstract

Background: The most fundamental characteristic of 21st-century intelligent organizations is their emphasis on knowledge and information. Intellectual capital, as a set of intangible assets, is considered a vital resource for organizational performance and the ability to innovate, create, and sustain competitive advantages. This study aimed to evaluate the maturity level of intellectual capital within the Deputy of Management Development and Resources at Shahid Sadoughi University of Medical Sciences, Yazd, in 2024.

Methods: This descriptive-analytical study was conducted in 2024. The statistical population consisted of senior, middle, and base-level managers, as well as employees of the Deputy, categorized by departments, including Human Resources Management, Physical Resources and Construction Projects, Financial and Accounting Resources, Support Services, Organizational Development and Administrative Transformation, Budget Planning and Performance Monitoring. The total population was 133 individuals. Data were collected using the Intellectual Capital Assessment Questionnaire and analyzed with Mann-Whitney, ANOVA, and Kruskal-Wallis tests via SPSS ₂₆ software.

Results: Approximately 65% of the participants considered the status of intellectual capital at an average level. Additionally, the findings indicated a significant and direct relationship between marital status and intellectual capital as well as between management domain and the “managed level of intellectual capital maturity.

Conclusion: Considering that the overall mean score of intellectual capital maturity was evaluated as average, further attention and awareness are required to enhance the maturity of intellectual capital to higher levels. Promoting a culture of learning and innovation within the organization can contribute to this enhancement. Additionally, continuous monitoring of intellectual capital through defining performance indicators and periodic reporting can facilitate better management and informed decision-making.