The current study tries to highlight the role of the dimensions of Management of the Intangible Assets (knowledge Managementinnovations Management -patents Management -copyrights Management -information technology Management) in achieving the competitive advantage of the university, its dimensions: (cost -qualitycreativity -flexibility -speed of response), through the use of a descriptive approach, and using the questionnaire as a tool to collect data from the study sample, which has a total of

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... (317) faculty members. The results of the study showed an intermediate degree in Sohag University's adoption of a clear policy in the management of its tangles, and its proper use, especially with regard to the management of innovations, patents, copyrights, and there is a statistically significant relationship at the level of significance (α ≤ 0.05) between two variables Tangibility management and competitive advantage at Sohag University, where the coefficient of correlation (R) between the two variables was (0.901); And there is no statistically significant differences between the averages of the study sample estimates about the role of intangible Assets management in achieving the competitive advantage in Sohag University due to variables: type, job title, and the number of years of service for the sample members in general. The study recommended that the interests of Sohag University should shift towards focusing on the components of intangible Assets (knowledge assets), discovering their sources, and studying their impact, by setting a long-term plan for effective interaction with these components, as they contribute to creating a high future competitive value, and increasing interest in the competitive advantages of the university And adopting the concept of competitive advantage, and working on managing the university's tangibles with a new approach that includes building and investing the university's knowledge wealth, and allocating part of the university's budget to invest in its intangible assets, especially intellectual capital.