Emotional intelligence and knowledge management: A necessary link?

Rechberg, Isabel

doi:10.1002/kpm.1625

Cited by 10 publications

(11 citation statements)

References 96 publications

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“…Developing such emotional competencies requires a firm with underlying emotional intelligence (Goleman, 2011). Emotional intelligence enables the KWr's knowledge creation process via self-awareness and to share knowledge that positively impacts interpersonal relations and job satisfaction (Armstrong & Taylor, 2017, p.128;Rechberg, 2020). According to Goleman (2011), the KWrs who rank as 'star performers' have higher emotional intelligence.…”

Section: Social and Emotional Skillsmentioning

confidence: 99%

The Challenges of Modern Economy on the Competencies of Knowledge Workers

Muzam

2022

J Knowl Econ

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The modern environment has seen drastic changes; competency management, a core corporate strategy that enables talents to be in line with corporate objectives, is becoming a crucial aspect in solving organisational challenges and a vital source of competitive advantage. Human resource management (HRM) adds value by developing a better competency approach when it fully understands the required competencies for its knowledge workers. The purpose of this article is to understand the overall perspective (required competencies, challenges, and skills gaps) of knowledge workers’ competencies in the modern economy. An expert panel research method was used, as it allows for more complex research that addresses both observed and unobserved determinants of skill and competency requirements. Based on competency management, the result indicates that critical thinking, interpersonal and emotional skills, inspection and monitoring skills, and basic digital skills are the key competencies required. The resulting consequences of the lack of these competencies are also mentioned.

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Section: Social and Emotional Skillsmentioning

confidence: 99%

The Challenges of Modern Economy on the Competencies of Knowledge Workers

Muzam

2022

J Knowl Econ

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“…We also reviewed publications that use a specific emotional theory or emotive concepts as influential factors. Tuan (2016) argues that emotional intelligence can strongly trigger collective KM processes while Rechberg (2020) proves there is a positive effect of emotional intelligence on individuals' participation in KM practices. Moreover, emotions are part of organizational culture (Glaser & Halliday, 1999) and have to be taken into account especially when organizational changes occur (Richards, 2010) since appropriate transitional objects in these phases provide emotional support (Wastell, 1999), also making a case for appropriate emotional language (Michell & McKenzie, 2017).…”

Section: Emotions As Enablersmentioning

confidence: 99%

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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“…Given the requisite for relentless change and skill advancement, organizational practitioners suggested the concept of knowledge management and formally introduced it in the organizational setting as an imperative tool (Prusak, 2001). As a matter of fact, Rechberg (2020) emphasized that if knowledge is not successfully shared within an organization, it results in the loss of knowledge, that is essentially ignored in the Nonaka and Takeuchi's (1995) model of socialization, externalization, combination and internalization of knowledge (SECI). According to SECI model, organizational knowledge cycle encompasses four processes, i.e.…”

Section: Introductionmentioning

confidence: 99%

“…Schiuma and Lerro (2011) asserted that emotional knowledge not only affects employees' commitment and engagement but also remarkably influence organizational value creation mechanisms in the knowledge-driven economy. Primarily, Rechberg (2020) emphasized that individuals with high levels of emotional intelligence draw on their emotions and use clues arrived at through their self-awareness to engage in critical and creative thinking and decision-making. Significantly, knowledge-management processes encompassing tacit, explicit and emotional knowledge help the organizations in structuring, organizing knowledge resources and optimizing its use, which further results in the creation and expansion of organizational capabilities (Schiuma et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Investigating the impact of knowledge sharing system on workplace deviance: a moderated mediated process model in Indian IT sector

Malik

2021

JKM

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Purpose This study aims to ascertain the impact of perceived knowledge sharing systems on destructive and constructive deviance through employee engagement. Also, this study explores the moderating role of perceived organizational support (POS). Design/methodology/approach Data were collected from 403 entry-level IT employees. Structural equation modeling and PROCESS macro by Preacher and Hayes were used to examine the proposed hypotheses. Findings Results specified a significant impact of perceived knowledge sharing systems on employee engagement, which in turn, exhibited a negative relationship with a destructive and positive relationship with constructive deviance, respectively. Results revealed that employee engagement significantly mediated the relationship between perceived knowledge sharing systems and destructive and constructive deviance. Concerning moderating role of POS, it was found that at a high level of POS, the effect of knowledge sharing systems on employee engagement was significant in a positive direction and reached its highest level. Finally, for moderated mediation, results only supported the indirect effects of knowledge sharing systems on destructive deviance through employee engagement at different levels of POS. Research limitations/implications This study infers that IT organizations must implement measures to enhance employee engagement and POS by investing in embedded knowledge sharing systems. This will not only cater to the customized needs of employees but will also reduce destructive deviance and stimulate constructive deviance. Originality/value Given a few studies integrating workplace deviance, this is the first study that proposes an integrated process model to overcome destructive and stimulate constructive deviance among IT employees by assessing the role of knowledge sharing systems as an antecedent, employee engagement as a mediator and POS as a moderating variable.

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Emotional intelligence and knowledge management: A necessary link?

Cited by 10 publications

References 96 publications

The Challenges of Modern Economy on the Competencies of Knowledge Workers

The Challenges of Modern Economy on the Competencies of Knowledge Workers

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

Investigating the impact of knowledge sharing system on workplace deviance: a moderated mediated process model in Indian IT sector

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