Effective Factors in Behavioral Economies and Organizational Management—based on the Knowledge Management Context

Peng, Xi; Khamaksorn, Achara; Nimmolrat, Acrapol

doi:10.1109/ectidamtncon48261.2020.9090723

Cited by 6 publications

(2 citation statements)

References 9 publications

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“…Furthermore, emotions serve as a primary motivational system for humans (Leeper, 1948;Mowrer, 1960), making them a key component of the human experience interacting with other humans or objects-such as information systems (IS) and other technologies (Norman, 2004). Emotions can be involved in any part of managing knowledge, from the KMS interface and usability (Wang et al, 2017) to the way employees interact and share or hide their knowledge (Abdillah, 2021;Ain et al, 2021;Peng et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Topics investigated range from knowledge and KM definitions, theories and technologies (Kane et al, 2006;Timbrell et al, 2005), to knowledge types, KM processes, as well as managerial issues regarding KM (Fteimi & Lehner, 2016). Knowledge cannot be detached and planted anywhere within the organization as it is composed of experience, values, and information (Davenport & Prusak, 1998) and is part of an emotional economy that cannot be viewed and predicted merely from a rational point of view (Peng et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

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At the mercy of our emotions? A multi‐dimensional analysis of emotions in knowledge management research

Hornung

Smolnik

2022

Knowl Process Manag

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Emotions are deeply rooted in the human mind and vital to many knowledge processes, such as knowledge creation and knowledge sharing. Nonetheless, the knowledge management (KM) discipline largely approaches KM from a rational rather than an emotional standpoint. Therefore, starting with a broad view on emotions in general as well as several discrete emotions, our paper presents a structured review of existing evidence on emotions and their role in KM research. We use a structured literature review approach to examine research on emotions as a general concept as well as several discrete emotions in KM research. We recognize and incorporate an integrative emotionsin-KM framework, dividing KM into enablers, processes, and intermediary outcomes as well as organizational performance, and connected emotions with each of these parts.After identifying 72 relevant research publications, we analyze and assign these publications to our initially developed integrative review framework. We present several research opportunities to inspire and encourage further research on emotions in KM. Our analysis reveals a strong focus on empirical approaches; we suggest future research employs further qualitative research to incorporate profound theories and models for further exploring emotions in KM. Furthermore, emotions as the intermediary outcome or during knowledge creation and knowledge use could be investigated in further research endeavors. By showing in which KM contexts and processes emotions are displayed, organizations can draw conclusions to trigger positive emotions for better KM as well as reducing barriers caused by emotions.

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