The inadequate management of intellectual capital in Savings and Credit Cooperatives shows the need to develop a procedure to identify, measure and manage all the intangible assets available to the institution.For this, it is important to define the elements that make up intellectual capital, such as: the human, structural and relational capital that influence the economic, productive, cognitive and social development of an organization. The general objective of the study is to implement an intellectual capital management procedure that allows identifying the components of intangible assets, analyzing strategic management and formulating action plans.
The applied methodology corresponds to a descriptive investigation, with a mixed approach for the analysis and interpretation of the criteria derived from the surveys and interviews that are carried out. Likewise, various methods are used, among which stand out: analysis - synthesis and induction - deduction, since it reviews the different intellectual capital management procedures implemented by other authors, the financial sector, which are applicable to the cooperative sector. In summary, the aim is to improve services, such as productivity and management performance of the processes of the management procedure for decision-making.The proposal allows the implementation of an intellectual capital management procedure that allows an analysis of each of its phases and that its application benefits the institutions of the cooperative sector based on the planning of the proposed procedure.
KEYWORDS
Intellectual capital; Cooperatives of saving and credit; measurement; management procedure.
ABSTRACT
The inappropriate management of intellectual in savings and credit unions evidences the need to develop a model to identify, measure and manage all the intangible assets available to the institution. For this it is important to define the elements that make up the intellectual capital, such as: the human, structural and relational capital that influence the economic, productive, cognitive and social development of an organization. The main objective of the study is to implement an intellectual capital management model that allows identifying the components of intangible assets, analyzing strategic management and formulating action plans. The methodology used corresponds to a descriptive investigation, with a mixed approach for the analysis and interpretation of the criteria that are derived from the surveys and interviews that are carried out.Likewise, several methods are used, among which stand out: analysis - synthesis and induction - deduction, since it reviews the different intellectual capital management models implemented by other authors, based on studies already carried out in the financial sector, which are applicable to the cooperative sector. In short, it is intended to improve services, such as productivity and management performance of the management model processes for decision making.such as productivity and management performance of the management model processes for decision making.such as productivity and management performance of the management model processes for decision making.
The proposal allows the implementation of an intellectual capital management model that allows an analysis of each of its phases and that its application benefits the institutions of the cooperative sector based on the planning of the proposed model.
KEYWORDS
Credit unions; intellectual capital; management model; measurement.
INTRODUCTION
The present work has as a line of research the productivity from the Social and Solidarity and the subline of research the intellectual capital, its relationship is the improvement of the productivity of the Savings and Credit Cooperatives considering the study of the Intellectual Capital.
Currently, it is important to develop a procedure for managing and measuring intellectual capital in credit unions based on the identification of intangible or intangible assets, which can be productive and strategic, improving the economic interests of management and productivity..
Intellectual capital is the intangible assets that are part of the organization's intellectual knowledge; this knowledge, if interpreted correctly, begins to give information that gives value to the company.
In order to have a better vision of the analysis of intellectual capital, it is important to know the dimensions that make it up, such as: the human factor, organizational structures and relationships with other organizations, which give value to intangible resources based on the knowledge accumulated by institutions..
The management of the organization is based on the human factor that integrates the company, which currently focuses on knowledge, skill, training, experience, education, skills, the ability to learn, create and contribute a better work performance to make better work teams, generating capital owned by the institution.
Intellectual capital has its foundations in the management of the organization, the human factor, the structures and the relationships they have with other companies; These dimensions are used as a management tool for intangible capital or intangible value.
Intellectual capital in the financial sector is considered important for the generation of value in intangible assets, the intangible capital approach can be measured by the achievement of the financial objectives carried out in the management and execution of efficient processes that maximize net worth, both tangible and intangible, complying with institutional goals.
Thus, the scientific problem is approached as follows: How to improve and manage intellectual capital in credit unions?
In order to solve the business deficiencies of intellectual capital, the implementation of intellectual capital management and measurement procedures is assumed, such as for example the balanced scorecard of Norton and Kaplan, The Skandia model, model of intellectual capital structure "Intellect"; to cite some of the most important management models today.
The aforementioned intellectual capital management procedures have been developed in Europe and the United States since the 1980s, becoming pioneers in development within the field of intellectual capital (Bueno, Salmador & Merino, 2008).
The need to create a procedure for savings and credit cooperatives that allows an effective and efficient valuation of intellectual capital requires the determination of variables, which are measured by their management and are indicators that, afterwards, produce correct results capable of reflect a value to these dimensions, highlighting the quantification of intellectual capital, even if it is an issue not resolved so far in credit unions; Since it can also be considered as an important issue within the organization, currently many institutions worldwide have given it great added value that incorporates the products and services offered by different organizations.
In this sense, the research objectives focus on:
General Objectives
Validate an intellectual capital management procedure for credit unions.
Specific
- Theoretically support the authors' criteria related to the intellectual capital management procedure. Identify all intangible resources, which generate value within intellectual capital in credit unions. Design an intellectual capital management procedure for Savings Cooperatives. and Credit. Evaluate the intellectual capital management procedure for Credit Unions, at the discretion of specialists.
DEVELOPING
In the birth of capitalism; The workforce focuses on repetitive and physical work. In the middle of the 19th century, solutions began to be found that considered positions based on economic, productive and social needs; In countries such as the United States and Great Britain, manufacturing appears as a way of generating wealth (López, 1992).
On the other hand, at the beginning of the 20th century, there is an evolution of the industry, new technologies take their first steps to facilitate people's work, workers begin to understand that their added value is their knowledge, they become increasingly competitive companies since they create new needs for people and at the same time workers carry out activities based on their skills, ingenuities and creativity, to satisfy their needs for improvement, beginning an economic revolution that gives rise to the information age (Stewart, 1998).
In the mid-20th century, the evolution of technology has a focus on communication, not only talking about landlines, mobile phones and faxes, but also about the development of new communications, in communication networks and the origin of emails and social networks, multimedia messages, robotics, in short, a development is generated in communications, where the intangible assets and the conceptualizations of intellectual capital are discussed (Annayka, 2008).
For the 21st century, the technological era takes a turn towards the digital age where business and communications are more globalized; According to Aguilar (2016) the most important resource of an organization is the workers who must be focused on knowledge, where their main task is to provide solutions to problems and improve their productivity.
During the last quarter of the 20th century, mention is made of the intangible resources that result from intellectual capital, which gives added value that is not material or physical, but focuses on the human factor, knowledge and information. They obtain from systems such as the culture, processes and technology that the organization has, to generate value for the management of intellectual capital, which increases its value in the flows of information and knowledge (Sánchez, 2005).
Among the challenges of organizations in the XXI century, is to give importance to the ability to manage and impart new knowledge in decision-making to more productive and competitive companies with a capacity to innovate people, through capacities, values, experiences of the organization through know how, the experience that exists within its routines, systems, processes, culture and management style, technology, such as information systems that facilitate the creation of improved knowledge, the environment or market, where there are permanent changes and challenges, the production chain where it constitutes the different value systems to offer new products and improved services (Díaz, 2007).
The intangibles
Intangibles are identified as being of a non-monetary nature, immaterial in nature and do not present a physical appearance, but they are present, they are presented as guarantees in the organization providing economic benefits (Avendaño & Flores, 2016); On the other hand, organizational culture, brand image, patents and accumulated experiences are characteristics of intangible assets (Apodaca, Maldonado & Máynez, 2016); consequently, the authors agree that organizations do not consider intangible assets as generators of value, but rather as expenses within accounting records when intangibles are generators of value, which generate capital, patents and manufactures present guarantees and innovation that give value to the organization..
Intangible assets start from knowledge in order to achieve the objectives of the organization, this implies the development of knowledge management, information, intelligence, documentation, human talent, innovation; all these elements together result in intellectual capital.
Intellectual Capital (CI)
Intellectual capital defines people, intellectual property, infrastructure, and the market; as factors that start from knowledge, experiences, technologies, organization, customers, brands, processes, patents, internal and external information are part of the organization (Fernández, 1998).
Typology of Intellectual Capital
The IC within the studies of the types or procedures that are used to classify the diverse sciences or scientific disciplines of knowledge; the competitive environment of the third millennium where competitiveness is based on taking advantage of intangible assets reflected in the success of a management procedure that breaks with the traditional paradigms that regulate the link between the organization and the human team where its success is based on the factor human, reaches development in the organization and in the knowledge economy Muñoz (2002), the author states that organizations become knowledge networks where people today work more with information, managing a better understanding in the institution.
Human Capital (CH)
The CH is formed by the knowledge, experiences, abilities, values, talents, teachings and competences that all the people who work in an institution have, who acquire a relationship with the commitment to contribute to professional development and staff to the organization (Neira & Guisán, 2002). Structural Capital (CE)
The CE refers to internal structures, which is related to knowledge directed to the organization that identifies external factors to improve the flow of knowledge, the identification of organizational structures, methods and procedures used in the work, systems, data, research, development, strategy, organizational culture and other management and direction systems that are owned by the institution (Bueno, Rodríguez & Salmador, 1999).
The Relational Capital signs
Relational Capital (CR), are the relationships that exist between the company, which maintains its links with the external environment such as: customers, suppliers, competitors, shareholders, the brand image and the strategic alliances that the company has. organization.
The value of the knowledge that it contributes to the organization, the relationships that it has in its external and internal environment, this intangible asset has to do with the relationships of individuals and organizations; To be able to establish and maintain relationships as a strategy, this can be related to their internal and external environment to obtain a benefit to achieve the objectives in the organization.
Intellectual Capital Management
Today, many organizations analyze, manage and value IC, which is used as a tool that provides greater social well-being and offers a competitive advantage, with the help of the different IC procedures, which are proposals for the use of the three dimensions that make up the IC (Edvinsson & Malone, 1999); According to these authors, the measurement procedures expand and detail intangible assets such as CH, CE and CR to analyze markets and intellectual property, with a focus on individuals and infrastructure.
These procedures or tools are applicable both, in the internal and external environment of the organization based on the analysis and development of the dimensions, indicators and methodologies that evolve into an efficient production, technique, organizational, commercial culture, brand development, ownership intellectual, to be able to acquire, communicate, manage and create an IC aligned to a strategic plan in the organization; according to the authors (Thomas, 1998); (Bernardez, 2008); They refer to IC as an applicable tool that aligns the development of strategic plans, which its internal and external environments are focused on as part of the process where it highlights the activities of the organization.
- CH: Knowledge, work experience, professional skills and level of education. CE: Systems, organization processes, organizational philosophy, intellectual property. CR: Clients, suppliers, external factors of the organization, investment of
That is why it is necessary to highlight the origin of cooperatives, in order to be able to plan those doctrinal principles that would change the destiny in a significant way for humanity, so that their own conformation of the cooperative actor can be determined in more than a century. of history, has been transformed through the establishment, consolidation and expansion of capitalism.
Cooperativism today has been considered as one of the largest pillars regarding economic development, which is why, after having faced great obstacles, the Ecuadorian State decided to create a regulation that regulates cooperative activity in the year 2011, the Organic Law of Popular and Solidarity Economy (LOEPS) and its regulations, after this an entity of supervision and control was created in 2012 (Superintendency of Popular and Solidarity Economy, 2011).
MATERIALS AND METHODS
For the research work, the quantitative approach is used, because by means of the theoretical-scientific foundation, it is possible to reach a good knowledge on the study topic that deals with the intellectual capital management procedure for credit unions, in this way being able to reach the best conclusions, on the other hand, is quantitative because through the representation of the statistical tables a better interpretation is reached on the results that were obtained during the surveys and in this way being able to solve the problem.
In the investigation, the applied modality is used because you can go to the place of the facts to extract more information on the subject of study, likewise the method that is determined is deductive-inductive, because part of a preliminary information until giving solution to the problem
The type of research is descriptive-explanatory, because it describes the situations and events manifested that allow specifying the most important points of the investigation of the intellectual capital management procedure for Credit Unions; with the purpose of reaching a greater analysis of the causes.
During the investigation, the population with which you are going to work is 18 Savings and Credit Cooperatives of segment 1, 2 and 3 in the canton Ambato, according to the survey addressed to: managers, managers, agency heads, financial administrative heads and heads of the human talent area.
The method that is applied for the investigation is the inductive-deductive one, since the deduction establishes a link of union between theory and observation and allows to deduce the theory object of observation; Induction leads to accumulating isolated knowledge and information, in turn it is also considered logical historical because it allows obtaining data on the management of intellectual capital for cooperatives, in this way being able to solve this problem.
RESULTS AND DISCUSSION
Through the theoretical support regarding the management of intellectual capital, it is possible to give a better approach that allows describing the different management procedures so that the Savings and Credit Cooperatives (COAC) are updated, since they require an easy and simple procedure for understanding to improve their services, productivity and management performance of their processes, thus achieving the expected results for each institution. According to the interviewees, they state that the key positions in their organization, due to their degree and importance, are: with 14 % executives, 14% general management, 14% heads or managers of human talent, 14% agency heads and 13% heads or financial administrative managers; being these the positions that greater percentage of incidences had;Hence the positions that the interviewees determined as key positions with the least incidents are: 12% corresponding to Operations, 10% to business manager and 9% to computer systems technologies; With these responses, the five positions with the highest number of incidents were determined to indicate their importance in the savings and credit cooperatives, for which the following graph indicating the results according to the survey has been determined.For which the following graph that indicates the results according to the survey has been determined.For which the following graph that indicates the results according to the survey has been determined.
Key positions in the institution
General management
Key Institution Posts
Figure 1. Results of question 1 of the survey Source: Weapons, 2018
The following graph shows that the people surveyed indicate that the areas that work the processes most effectively 29% Human Resources, 16% the credit area, 15% the process area, 14% the operational processes on 14 % do not know the areas that contribute to their performance, 9% indicate that all areas allow processes to flow in the institution and 3% mention the area of innovation and development, these are the areas according to their level of importance that they allow the processes to work and make the processes flow, for which, the results are reflected as follows.
Areas in process
Areas in Process
Figure 2. Results of question 2 of the survey Source: Weapons, 2018
In the following graph, 56% of the managers surveyed consider that there is no optimal assessment in the data and information systems they receive to be able to carry out the work in the institution, 37% affirm that their data assessment processes are optimal and information and 7% indicate that the processes of each area in the data evaluation systems are not modified in any position.
information. Why data and information systems are generally outdated and do not allow work to be carried out in the institution.
Optimal assessment
Optimal Process Assessment
Figure 3. Results of question 7 of the survey Source: Weapons, 2018
After having applied the interviews on which are the key positions and carried out the surveys, both managers, general managers, agency heads, financial administrative heads and heads of the human talent area of the Savings and Credit Cooperatives, the main shortcomings, the same as detailed below:
- There is a lack of knowledge of the COACs on the management of Intellectual Capital, which causes that administrative processes are not applied, such as planning, organization, management and control correctly, generating economic value for their intangible assets, this shows that they do not use Intellectual Capital Management procedure that allows the organization to have a prepared human capital, knowledge generator, a structural capital where the organizational systems generate value to their processes, and a relational capital that strengthens its relationships with customers, suppliers, branding, marketing investment, and external factors with other organizations. COACs do not use tools to determine the appropriate quality level for hiring, promotions, and promotions;since the workers of the COAC do not know about the policies for the personnel, since they do not define the treatment, the rights, the obligations and the relations of the workers with the organization, since the rules and procedures benefit both the workers and the institution, puts their jobs in control and makes them avoid making harmful mistakes for cooperatives, this is linked to the protection of their human and structural capital based on processes of intellectual capital management. Another insufficiency of COACs is that there is no optimal assessment in the data and information systems that the institutions receive to be able to carry out the work, since there are no valid structures in the processes of each area,This does not provide benefits on activities influencing a suitable work environment, both the input and the output of information do not contribute to a good management of intellectual capital for credit unions.
Once the main shortcomings in the COACs have been detected, it is determined that it is necessary to design the Intellectual Capital Management procedure with the aim of improving and giving value to human, structural and relational capital, to optimize and enrich the administrative processes of the organization, this to contribute to financial results and that hidden values are not ignored, so that they are formally valued by the entire organization; This represents one of the most important challenges for cooperative managers of their workers.
SOLUTION PROPOSAL Proposal Name
Validation procedure of the CI Management procedure for COACs.
Informative data
COACs that are located in the Tungurahua province of the Ambato canton of segments 1, 2 and 3. Justification
The proposal on the CI Management procedure for COACs is created to improve the quality of intangible assets based on their dimensions such as human capital, structural capital and relational capital to improve the execution of processes in cooperatives.
The Intellectual Capital Management procedure for COACs is based on the analysis of the intellectual capital management procedures mentioned in Chapter I, which will be of great benefit because the use of intangible assets can be used to generate added and economic value to the institution, to comply with the analysis of the proposed dimensions, whether these are applied in the financial, social or organizational sector.
Objectives General Objective
Develop an intellectual capital management procedure for credit unions.
Specific objectives
- Identify the components of the intellectual capital management procedure for credit unions. Propose action plans for each dimension of the intellectual capital management procedure for credit unions.
Principles and premises of the intellectual capital management procedure for credit unions Principles for its implementation
Among the principles that are determined for the implementation of the Intellectual Capital management procedure for credit unions, we have:
- Determination of the competitive advantages of organizational management at all levels of strategic and operational sense. Flexibility and applicability to the demands of organizations. Generator of initiatives and transparency for generating easy and reliable access for dissemination.
Premises for its implementation
Among the premises that are determined for the implementation of the Intellectual Capital management procedure for savings and credit cooperatives, are the following:
- Define the positions considered key or strategic in savings and credit cooperatives. Commitment, support and involvement of management levels and operational levels. Participatory teamwork. Easy and fluid communication flows between members of the work team.
The phases of the CI Management procedure for COACs; It is established for the entire organization, based on its key positions, each phase is structured with a logical order, which is divided into steps that are applied to make different changes that contribute to the improvement of the institution.
The different phases of the CI management procedure methodology for COACs are explained in the following order:
- Phase 1. Positions involved in the management of Intellectual Capital; This phase has been characterized by depending directly and proportionally on the development of its capacities to manage knowledge of the areas involved in the organization. Phase 2. Strategic management; Following the characteristics that frame the methodology of the intellectual capital management procedure, each step of the strategic direction to achieve the goals set by the organization is explained in detail. Phase 3. Dimensions of intellectual capital; At this point, the dimensions are defined through the incidence of the criteria of several most relevant authors in the intellectual capital management procedures, most used in the financial sector and from there a cluster is developed to define its indicators. Phase 4.Measurement, control and monitoring of management; This phase is the only phase that provides the necessary information for the management, implementation and measurement of results. Phase 5. Information provided; Based on the information provided, a report is made to check the quality of the information, if the forecasts deviate from the objective or if they are within the established levels, a decision will be made on the corrective actions to be taken and the implementation. It improves the management of the processes; This phase aims to achieve the management objectives to be more productive and profitable, based on the improvement of internal processes and the productivity of the processes that can be provided, its application. Phase 7. Feedback;It is understood as a communication process that is developed from an evaluation of the IC management procedure, in order to expose different points of view on its performance, guaranteeing the continuous improvement of the organization.
The CI Management procedure for the COACs constitutes a tool that enhances intangible assets (the financial) to the productive and competitive (CI) according to modern advances in administrative processes, the phases and steps of the procedure are defined of intellectual capital management for COACs.
Phase 1. Intellectual Capital Management
Through an interview, information is collected to determine the key positions of each institution, where the COAC managers agreed on five positions that they determined by their level of relevance, such as: managers, general management, agency heads, financial administrative heads and human talent heads.
Step 1. Determination of key positions based on the organization chart
In order to apply the Intellectual Capital Management procedure for Savings and Credit Cooperatives, it begins with the identification of the areas involved that are explained in (phase 1); based on the description of the positions and those responsible for them; for this the areas are selected: directive, general management, agency, administrative - financial and human talent headquarters, which are represented by: Directors, General Manager, Agency Heads, Financial Administrative Chief and Head of Human Talent to be able to Know the scope of their responsibilities and list the roles they perform in the organization.
Phase 2. Strategic Direction
Strategic management is a key process, which must be assumed with full commitment by the areas involved, so that it can be used effectively and for the benefit of the organization, knowledge supports the achievement of an adequate strategic direction with changes relevant, which on many occasions will involve the mission and vision, to develop a diagnosis that allows the setting of goals, objectives and activities that develop great benefits for COACs.
Step 3. Diagnosis of strategic targeting
The internal and external diagnosis of the COAC can be carried out through the SWOT matrix, guiding strategies to improve the institution in the future, to a sustainable development in human, organizational, structural and economic indicators based on Strengths (F), Opportunities (O), Weaknesses (D) and Threats (A), the survey of managers and the analysis of the three dimensions of Intellectual Capital will serve to carry out the diagnosis of the institution.
Step 4. Strategic Planning
Planning is of vital importance, since it indicates the direction that the entire organization must take to achieve the goals set based on the mission, vision and objectives of the COACs.
Mission
The Cooperatives of Savings and Credit have the mission of reflecting the sense of the actions of the organization, bearing in mind that the formulation of the information is important for the future process of the strategic plan, since the mission is the key element of the institution so that There is good management, especially good relationships between internal and external stakeholders.
View
The vision that Cooperatives have is oriented towards senior management, expressing how it is desired that the institution be seen in the future, at the same time it must cover specific characteristics and have great sharing with collaborators, sustaining values in a positive way, as well as the orientation of all the members of the organization for a better objective.
Objectives of the intellectual capital management procedure for credit unions
The objectives of the intellectual capital management procedure for credit unions are strategic. They are mentioned from a financial perspective in relation to intellectual capital, from the internal processes of learning and knowledge of the three dimensions of Intellectual Capital; human capital based on the knowledge, experiences and skills of its workers, structural capital that considers the management of the organization based on its structures, relational capital where its main actors are the customers and suppliers from whom the learning and knowledge.
Planning of administrative processes
The administrative processes are cyclical and are related to the development of planning, organization, direction and control, the planning proposed in the procedure proposes innovation, administrative management and improves the information of the processes of the IC procedure.
Planning for COACs is based on its corporate purpose, established in the organic statute of each institution, where its origin is based on its mission; to formulate the vision where the real scenario where COAC visualizes the future must be described.
Step 5. Entering the information
The information enters as an organized set of processed data, to the workers through communications that allow the change of the state of knowledge of the information received; Once the information is received and processed, the idea is expressed that it is managed or processed in such a way that it can be stored in the organization's files to be processed and retrieved when the COAC considers it necessary.
Step 6. Information output
The corporate information that has been processed by the workers and stored by the heads of each area for decision-making processes the information processed as input data abroad; the output is done in the form of reports that present aggregated data, facilitating analysis and decision-making.
To successfully complete phase two of the IC procedure, it should be considered first to have the functions of all the areas of the institution of phase one well defined, if a process or function does not appear in the functions manual, the function must be increased to This area, from there you can direct the data from the SWOT diagnosis information to structure the planning and organization of new strategies for the three dimensions used by CI, the mission, vision and objectives must be stated in the organic statute of the COAC; Being understandable, achievable, socialized and committed by all members of the company in case of not complying with this, they will be restructured for compliance.
Phase 3. Dimensions of Intellectual Capital
This procedure is proposed according to the cluster, with the criteria of several authors of the most relevant indicators in the most used intellectual capital management procedures in the financial sector, which is found in Annex No. 1, in order to consider CH, CE, CR, as the most important dimensions to be considered.
Step 7. Indicators of Human Capital
Human capital in cooperatives is of greater relevance, since knowledge, work experiences, professional skills and the level of schooling are taken into account to improve the process generated by workers to fully comply with each objective set within the institution, for which people are evaluated and valued, based on the indicators.
Work experience production generator
The measurement of work experience as an indicator based on the development of thinking skills aimed at: the effectiveness of knowledge, the knowledge economy and the production of knowledge, as an asset of the organization as important as capital or property, for managers is the leadership of an organization that creates knowledge, learns and teaches how to learn; in such a way that organizations get to appropriate the management carried out by work experience to generate financial value for their intangible assets.
Professional skills production builder
The development of professional skills as an indicator of measurement of CH is oriented in thinking, the effectiveness of organizations, being the practice and satisfaction of employees where the quality and effectiveness of the development of services increases, in turn the leaders and Managers make decisions with deep intelligence practically in real time, the economic value of the organization increases when acquiring information, transforming it into knowledge, incorporating it as learning and sharing it to put it into practice in all areas of the institution.
Production generator of educational level
It is a process of the person, the group and the environment; improves the qualities of the professional profile and raises the level of culture of the society, considers the human capital, the accumulation of economic investments in education, training on the job and health, this affects the increase in productivity; for this reason, all human attributes must be taken into account, not only at the educational level.
Step 8. Structural Capital Indicators
Structural capital in COACs allows determining the intellectual capital of intangible assets, such as; organizational systems, processes, organizational philosophy, and intellectual property; these subdimensions allow to reach a knowledge; practical, accessible and available to the development of human resources and thus be able to generate added value to the organization, for this it is important to be clear that the CE is a possession of the institution and not of people, considering that if a worker decides to leave the company, the cognitive contributions are assets that belong to it.
Step 9. Relational Capital
The relational capital in the COACs will apply a procedure that helps to manage the intangible or knowledge values that are of great relevance to intellectual capital, the same that will be through customers, suppliers, external factors and the investment of Marketing of the institution, for which participations will be held through specific meetings, so that there is collaboration with companies, other institutions and society.
Phase 4. Measurement, control and monitoring of IC management.
Step 10. Management measurement.
The IC management measurement recognizes the intangible assets of the CH, CE and CR; based on their knowledge which are: identified, selected, classified and converted into a business asset that can be accessed and used by a greater number of workers, whose decisions depend on the managers of the COAC when transforming knowledge and intangible assets into wealth generating resources, to adapt to the organizational environment.
Phase 5. Information delivered Step 11. Delivery of results reports
They are documents, files, reports, evaluations and validations that are analyzed and structured based on graphs, tables, statistical tables, diagrams, graphic representations of the processes and other tools, they are means of help and support given to managers for taking of decisions, being applied in favor of improving the management of the processes when they are delivered.
PHASE 6. Improve the management of the processes of the IC management procedure Step 12. Improve the processes
The procedure responds to a process of identification, selection, structuring and measurement of assets that have not been evaluated in a structured way up to now by the Credit Unions. It is intended to offer relevant information managers for decision-making and provide information to third parties about the value of the organization.
Phase 7. Feedback
Step 13. Feedback process
Feedback is the constant process, where each area involved quickly detects the weaknesses in a timely manner, when the information, received in the appropriate form and frequency, corresponding to the level of decision or management of the people involved in the process, based on information and communication technologies to contribute to the elimination, modification, replacement of activities and improvements of the IC management procedure, in order to present diverse points of view on the improvement process.
CONCLUSIONS
- The theoretical framework was developed from a diagnosis of the most relevant historical aspects and from the analysis of the different procedures for valuation, measurement and implementation of the management of intellectual capital in organizations in the financial sector, these present aspects that allow determining the obtaining of value added to the financial statements, it increases the value of the company's intangible assets and is also an important tool for decision-making; but none refers to an intellectual capital management procedure for savings and credit cooperatives, since this contributes to productivity, profitability and knowledge development. The applied surveys allowed diagnosing the real situation of the Cooperatives,resulted in a total ignorance of managers on the importance of an intellectual capital management procedure, which influences more advanced economies as well as competitive, the generation and effective use of knowledge, sustains a sustained competitive advantage, generate or will generate value future to the COACs. In the intellectual capital management procedure for the savings and credit cooperative, phases were applied, with their different steps, that allowed to fulfill each strategy to raise the economic, cultural level of the group and its environment based on the Intangible assets.The intellectual capital management procedure for credit unions was validated by two specialists with extensive professional experience in the area,the same ones that gave their respective evaluation for the achievement of the objectives.
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