Investigating the effect of knowledge management systems on university performance: The interplay of intellectual and human capital

Public and private education can unlock different doors and help to flood the country with a rising power, sunlight and sustainable development. Hence, this paper argued that there is a need to sustain both public and private higher education. Financial difficulties restrict private higher education from balancing their budget and maintain a balance between a quality education and maximization of shareholders wealth. This paper outlines and analyzes a critical business model for higher education institutions, Dhofar University and Majan College, both of which are publicly traded in Muscat Securities Market. Both the educational institutions are critically examined from profitability, liquidity, long term solvency and asset management perspective using appropriate financial ratios. Five year forecasts of financial statements up to 2021 are estimated to evaluate the financial stability of the two educational institutions. The paper uses Monte Carlo simulation technique to examine the issue of financial sustainability. Overall the finding shows positive financial results for Majan College compared to Dhofar University. The key take away from the analysis is that educational institutions should be funded primarily by equity and not by debt to survive, sustain and provide high quality education.

Organizations utilize talent management as one integrated method to attract and retain staff, resulting in long-term competitive advantage. However, it has emerged that higher education institutions (HEIs) in South Africa (SA) are experiencing talent management challenges. The study aimed to establish talent management practices that are poorly managed in a selected SA HEI and further recommend ways to improve talent management practices leading to sustainable competitive advantage. The study was carried out using mixed methods within the interpretive and positivist research paradigms. This study interviewed 7 non-academic staff using purposive sampling; questionnaires were randomly distributed to 153 academic staff working at one selected HEI. Results of the study indicate shortcomings in workforce planning, succession planning, and performance management. It became clear that these three talent management functions were poorly managed by the HEI. This study further recommended ways to improve talent management practices that should significantly lead to the sustainable competitive advantage of the institution.

This study aims to highlight the resilience and innovation of Taras Shevchenko National University of Kyiv (KNU) in the face of internal and external risks, particularly during times of war and political instability. KNU’s commitment to advancing knowledge is evident through its successful maintenance of educational, scientific, and economic activities and its proactive measures to counter propaganda and misinformation. The university has prioritized the psychological and emotional support of its students and staff and has minimized student losses by implementing flexible forms of education and individual counseling. KNU has also strengthened its international partnerships and grant initiatives. Despite significant losses, the university has maintained its material and technical infrastructure by leveraging various funding sources and developing a strategic trajectory toward an entrepreneurial model. KNU’s strategic objectives include transforming the university into the core of innovation clusters, establishing a risk management system, and monitoring the labor market. KNU’s experience could provide valuable insights for other universities facing similar challenges, emphasizing the importance of effective risk management, crisis communication, and psychological support for the academic community.

Acknowledgment
The authors express their gratitude to the Armed Forces of Ukraine for their bravery and resilience in the fight for the country’s freedom and independence against new threats in the 21st century. They also thank the Taras Shevchenko National University of Kyiv staff for their unwavering commitment, selflessness, and psychological fortitude, enabling maintaining and expanding the university’s resources despite challenging circumstances. Overall, the authors are optimistic about the future and confident in the prospect of victory.