Journal of Knowledge Management, Volume 19, Issue 1, February 2015.
Purpose This research aims to study the key success factors (KSFs) that determine the direction and context of a new university, Suan Dusit Rajabhat University (SDU), to formulate strategic human capital management (SHCM) for the university, and also to recommend a proposal for the HR structure and systems that supports SHCM for a new university. Design/methodology/approach This study employed mixed methods. There were four steps, including 1) documentary research to develop a draft of SHCM prototype, 2) in-depth interview and knowledge sharing technic with 17 key informants to develop the underlying final SHCM prototype, 3) collecting the quantitative data from a questionnaire to develop a prototype of SHCM, and 4) validation and confirmation of the suitability and feasibility of SHCM for a new university by using a focus group and knowledge sharing technic with 14 HR experts and re-confirm for practical implementation with the SDU’s executive team. Findings The four KSFs were university positioning, talent capability, harmonization, and transformation. The SHCM formulation was categorized into two sections: 1) components including strategy on thinking and planning, implementation, and measurement 2) procedures including HR policy committee, strategic and operational HR management. The HR proposal for implementation was emerging. Originality/value The tacit knowledge in SHCM, including human capital centric driving for KSFs and innovative HR in university transformation comprising of the strategic and operational levels, was revealed.
Purpose This research aims to study the key success factors (KSFs) that determine the direction and context of a new university, Suan Dusit Rajabhat University (SDU), to formulate strategic human capital management (SHCM) for the university, and also to recommend a proposal for the HR structure and systems that supports SHCM for a new university. Design/methodology/approach This study employed mixed methods. There were four steps, including 1) documentary research to develop a draft of SHCM prototype, 2) in-depth interview and knowledge sharing technic with 17 key informants to develop the underlying final SHCM prototype, 3) collecting the quantitative data from a questionnaire to develop a prototype of SHCM, and 4) validation and confirmation of the suitability and feasibility of SHCM for a new university by using a focus group and knowledge sharing technic with 14 HR experts and re-confirm for practical implementation with the SDU’s executive team. Findings The four KSFs were university positioning, talent capability, harmonization, and transformation. The SHCM formulation was categorized into two sections: 1) components including strategy on thinking and planning, implementation, and measurement 2) procedures including HR policy committee, strategic and operational HR management. The HR proposal for implementation was emerging. Originality/value The tacit knowledge in SHCM, including human capital centric driving for KSFs and innovative HR in university transformation comprising of the strategic and operational levels, was revealed.