Explaining the Effect of Intangible Organizational Resources on Organizational Performance in Iranian Institutes of Higher Education

Many researches have been done to identify the impact of intangible resources stem from some specific organization analysis and case studies. To generalize these researches validity, we have to see large-sample studies demonstrating how organizational elements may or may not enhance the organization’s performance in independence, complementary, or interactive manner. Moreover, So far, little attention has been centered on this issue in public universities. The present study aims to bridge this gap by investigating the impact of "a set of independent intangible organizational resources and their interactions" on organizational performance in a sample of Iranian institutes of higher education. In this research, the structural equation modeling method is used to test the proposed hypothesis. Also, the population of the present study included Iranian grand public universities, and the sample selected is based on purposeful sampling method. The results of structural equation analysis indicate that organizational performance can be well elucidated by five intangible organizational elements (managerial capabilities, human capital, evaluation system, employee relations, and organizational culture) and the interactions among them.