Purpose: This paper presents a case study of a university that uses a collective intelligence approach for managing its Intellectual Capital (IC). Specifically, we investigate how one of Europe’s oldest business schools, Ca’ Foscari University of Venice (Italy), manages IC through stakeholder engagement to achieve academia’s third mission so contributing to social and economic development.
Research Methodology: Data is collected through semi-structured interviews and Ca’ Foscari’s University’s strategic plan. Secundo et al.’s (2016) collective intelligence framework is used to analyse the data. The Alvesson and Deetz’s (2000, pp. 19-20) critical management tasks – insight, critique and transformative redefinition – are adopted to frame and discuss the results.
Findings: On the assumption that a university is a collective intelligence system, the findings demonstrate that IC management needs to change to incorporate an ecosystem perspective, reflecting the fourth stage of IC research. The IC management at the university incorporates its core goal (what), the collective involvement of internal and external stakeholders to achieve the goal (who), the motivations behind the achievement of the goal (why) and finally, the processes activated inside the university (how) and indicators to assess value creation.
Practical implications: Two key consequences of this case study are that more stakeholders have become involved in IC management and that IC management requires critical rethinking, given the universities’ evolving role.
Research implications: A new perspective for managing IC in universities that adopts a collective intelligence approach is further developed. Contributions to the fourth stage of IC research – IC in an ecosystem – are highlighted that expand the concept of IC value creation beyond universities into wider society.
Originality: This paper brings together issues that are usually dealt with in separate domains of the literature: IC management and collective intelligence in the university setting.
Research limitation: Future research is needed to verify the merit of a collective intelligence approach to other contexts, such as organisations in the public and private sector.
