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CREATIVE HUMAN CAPITAL IN THE INNOVATIVE STRATEGY OF RESEARCH UNIVERSITIES OF THE WORLD


The article is devoted to the research of the creative human capital of a research university, the efficiency of its use and the innovative strategy. The article substantiates the importance of research universities, as drivers of intensified innovation processes in different sectors of the economy. As job requirements such as creativity, adaptability to innovations, knowledge, professional skills, competences and mobility are becoming significantly higher, public expectations of research universities, which are an important element in the development of creative human capital in the country, go up as well. Specific features of key functions of creativity human capital management of research universities, such as: application of a competence-based approach; global recruitment of highly skilled professionals; high innovation capacity of the staff (adaptive ability to master new technologies) have been specified.

It is determined, that creative human capital plays a key role in the innovative strategy of research universities. Innovation strategies of research universities should include indicators of efficiency of use of creative human capital in relation to all its components: professional, cultural and health. The following indicators of efficiency of the professional capital (the share of highly skilled faculty members in the total number of scientific and pedagogical workers of the research university), have been substantiated: publications in peer-reviewed journals; practical experience; internships, research-based teaching; systematic teaching; objectivity of student evaluation; practice-oriented teaching; confirmation of teaching mastery skills by students in their questionnaires, involvement in innovation networks, including application of innovative technologies in the educational process; grants, availability of patents and intellectual property rights; effective administrative and managerial experience, participation in international projects, expert activity. In terms of cultural capital, the article distinguishes the following evaluation criteria: absence of unethical social and cultural activity; absence of corruption scandals, zero tolerance to corruption and nepotism, lack of students’ appeals about unethical behavior, compliance with ethical code of the university; volunteering; participation in social projects, cultural and educational events; friendly relationships with colleagues and students. As far as health capital is concerned such indicators, as the ratio between the days of disability and total working time of university employees; provide comfortable and safe working conditions; participation in activities aimed at enhancing physical culture, have been specified.

The necessity of applying the differentiated approach in calculating the salary on the basis of the innovation strategy criteria, establishing a flexible working schedule, working out special requirements in terms of efficiency and quality management and applying intangible motivational approaches has been determined.


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Keywords:  human capital, creative human capital, research university, innovation strategy, efficiency indicators

MACROECONOMICS

Tsyrkun Olena
Director of the Institute of English Language Programs, Senior Lecturer of the Department of Foreign Languages and Intercultural Communications at theKyiv National Economic University named after Vadym Hetman

Galperina Liubov
Ph.D., Professor, Professor of the Department of International Management, Kyiv National Economic University named after Vadym Hetman

Filipenko Maryna
Magistrate of the Department of International Management, Kyiv National Economic University named after Vadym Hetman

 

 

 

 

 

 

 

 

 

 

 

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