The Contributing Roles of Emotional Intelligence and Spiritual Intelligence in Entrepreneurial Innovation and Creativity

Tee, Susan; Chin, Suan; Raman, Kavitha; Yeow, Jian Ai; Eze, Uchenna Cyril

doi:10.21102/wjm.2014.09.52.06

Cited by 6 publications

(4 citation statements)

References 14 publications

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“…Thus, firms must ensure that their business strategies are innovative to gain and maintain a competitive advantage. Although different authors define innovation in many ways (Schumpeter, 1934;OECD, 2005;du Plessis, 2007), the central concept appears to be the process of developing or exploiting and implementing a new idea or knowledge/behavior that can be transformed into a product/process/method that has a significant market or commercial value (Chin et al, 2014;Neely and Hii, 1998). Besides, any innovation activity seems to add value to a firm in terms of customer satisfaction, market share and competitive edge (Murat Ar and Baki, 2011;Rossi et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

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Purpose The purpose of this study is to empirically investigate the mediating role of knowledge management (KM) in the linkage between organizational factors, namely, organizational culture (OGCUL) and leadership and management support (LMS) and innovation in medium- and large-scale manufacturing firms in Ethiopia. Design/methodology/approach A sample of 200 firms has been used to gather data using simple random sampling and to test the proposed hypotheses. Structural equation modeling and cross-sectional design were used to analyze the data using LISREL 8.80 SIMPLIS program software tool. Findings Organizational factors (i.e. OGCUL and LMS) are positively associated with KM and innovation. KM constructs, namely, knowledge sharing, knowledge conversion and knowledge storage, have a significant positive influence on innovation. Knowledge sharing mediates the relationship between organizational factors and innovation. Research limitations/implications This study has three potential limitations: first, this study is based on a cross-sectional research design. Future research should include longitudinal design to get in-depth insights into the causal inferences. Second, only a few Ethiopian medium- and large-scale manufacturing firms were included in the sample. As a suggestion for future research, other researchers can include small-scale enterprises using large sample sizes and should examine the effects of organizational factors, KM and innovation across different industries. Finally, this study has only focused on investigating the mediating role of knowledge sharing between organizational factors and innovation. Future research should test the mediating role of the KM process and its constituents (knowledge acquisition, knowledge conversion, knowledge sharing and knowledge storage) between organizational factors and specific aspects of innovation to gain a full understanding of the critical role of KM in organizational innovation. Practical implications The findings of this study would serve as a guide for policy-makers and managers of manufacturing firms in developing countries in the formulation of policies and long-term strategies. It may also provide a better understanding of the causal relationship between organizational factors, KM and innovation, which in turn has value to directors and managers in manufacturing firms in developing countries as a reference for building a good OGCUL, serving as practical guidance for effective leadership and providing organizational or management support. Specifically, the findings would have the following practical implications: first, firms need to have a combination of KM processes (such as acquisition, storage, sharing and conversion). In practice, developing countries such as Ethiopia have based their innovation strategy on knowledge and technology acquisition through encouraging foreign direct investment. It is not in doubt that Ethiopia has been benefiting from the strategy as a lot of foreign companies have opened their subsidiaries in the country. However, in the authors’ view, more emphasis on knowledge acquisition strategy would not take a firm a long time to sustain its innovative activity because it is likely available to firms operating in the same industry, as well as it may hurt a firm’s competitive advantage. In addition, by its nature, knowledge may not be retained for future use; it may expire soon. Second, the current highly impulsive and rapid change in the business environment changes the way firms have to operate and deliver products or services. Knowledge (both tacit and explicit) is a resource that can provide a competitive advantage if used well for the intended purpose. In real practice, firms often face challenges in determining where to get knowledge from and how to value or manage it. Besides, knowledge can be obtained from three sources: knowledge can exist in individuals’ minds (skills, experience, ideas and insight); knowledge can dwell in a group, which we can call collective knowledge (a team of scientists or researchers); and knowledge can be embodied in an organization's systems, tools, procedures, policies, etc. Knowledge cannot be a valuable resource unless it is obtained and used in designing or producing a product or service. To integrate knowledge with business strategies, there should be a platform or framework that helps to manage it properly. Firm managers, policy-makers and other concerned bodies would consider the three sources of knowledge to foster innovative activities and obtain a competitive advantage. In addition, the authors recommend more emphasis be placed on firm-specific factors (such as OGCUL, leadership, management support and KM) to enhance the innovative capacity of a firm. Finally, the most critical issue to be raised while designing an innovation strategy would be employees’ willingness and passion to collaborate with others to develop new ideas, share ideas or implement policies. As knowledge resides in individuals’ minds, the knowledge holder should have a passion to share it with those working with him or her. In practice, knowledge sharing depends extremely on the passion and voluntariness of the two parts: knowledge provider and receiver. Therefore, firm managers would design a platform on how to motivate individuals to share their skills, experience and ideas with others through providing incentive packages, punishment and commitment. In this regard, the authors believe that the results would help individuals who are in the position to manage or regulate the manufacturing sector in designing innovation policies, KM policies or technology management policies and business strategies. Originality/value This study provides new empirical insight into the relationships between organizational factors (such as OGCUL and LMS), KM and innovation in a large sample of firms. To date, the empirical research on these relationships has been mainly limited to descriptive case studies (Chen and Huang, 2009; Zack et al., 2009; Donate and Guadaumillas, 2011), and there is thus a lack of empirical evidence with large samples of firms. Furthermore, there is a scarcity of studies investigating the relationship between organizational factors, KM and innovation in developing countries, especially in Ethiopia. This paper intends to fill this gap and nurture future research studies in the area.

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Section: Introductionmentioning

confidence: 99%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

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“…Another study showed that spiritual intelligence enhanced the organizational performance (Malik & Tariq, 2016). Chin at al. (2014) established that successful entrepreneurs had higher levels of "Spiritual Intelligence" as higher strong connections with many spiritual capacities related to "Discernment", "Egolessness", "Freedom", "Higher self", "Intuition", "Joy", "Practice", "Purpose" and "Relatedness".…”

Section: Discussionmentioning

confidence: 99%

“…Spiritual capacities are manifested in life activities. Recently many researchers have investigated the effect of spiritual intelligence at work: the effect of spiritual intelligence on business processes (Ayranci & Ayranci, 2015), on performance at a workplace (Hosseini & Marei, 2017;Rani, Abidin, & Ab Hamid, 2013); on job stress and job performance (Ahmadian, Hakimzadeh, & Kordestani, 2013;Baezzat & Sharifzadeh, 2013;Othman, Abas, & Ishak, 2017); on work satisfaction (Kaur, Singh, & Bhatia, 2016;Rastgar, Davoudi, Oraji, & Abbasian, 2012); the impact of spiritual intelligence on other life activities: the influence of spiritual intelligence on organizational citizenship behavior (Anwar & Osman-Gani, 2015); on organizational commitment (Awais, Malik, & Qaisar, 2015); on organizational performance (Malik & Tariq, 2016); and on creativity and innovation of entrepreneurs (Chin, Raman, Yeow, & Eze, 2014).…”

Section: Spiritual Capacities and Productive Life Activitymentioning

confidence: 99%

Untitled

2021

psychology

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“…There are six dimensions in this concept, 1) developing new products and market opportunities, 2) building an innovative environment, 3) initiating investor relationships, 4) defining core purpose, 5) coping with unexpected challenges, and 6) developing critical human resources (4). Spiritual intelligence is seemingly one of the social and cultural factors that can play a peculiar role in building entrepreneurial selfefficacy (5)(6)(7)(8). The role of this emerging organizational phenomenon in entrepreneurship is being studied by researchers (9-10).…”

Section: Introductionmentioning

confidence: 99%

Role of Spiritual Intelligence in Entrepreneurial Self-efficacy With Mediatin of Strategic Thinking

Larigol¹,

Ghanifar

Aho

et al. 2020

Health Spiritual Med Ethics

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Background and Objectives: In recent years, the tendency towards entrepreneurship and its related topics, such as entrepreneurial self-efficacy, has significantly increased. Therefore, the present study aimed to investigate the role of spiritual intelligence in entrepreneurial self-efficacy with the mediating role of students' strategic thinking. Methods: The present research was a descriptive-correlational study through structural equation modeling (SEM). The statistical population of this study included all students working in Science and Technology Park and technology units affiliated to South Khorasan Science and Technology Park within May-July 2019. Out of this population, a total of 120 students were selected by purposive sampling method and answered King Spiritual Intelligence Questionnaires, Strategic Thinking (Goldman), and Entrepreneurial Self-efficacy Scale (De Noble et al.). The obtained data were analyzed in SPSS software (version 22) using structural modeling and partial least squares algorithm (PLS). Results: The results of the present study pointed to the direct and significant relationship of spiritual intelligence with entrepreneurial self-efficacy and strategic thinking. Moreover, there was a direct and significant relationship between strategic thinking and entrepreneurial self-efficacy (P <0.01). The results also showed that strategic thinking plays a mediating role in the relationship between spiritual intelligence and students' entrepreneurial self-efficacy (P<0.01). Conclusion: Considering the role of spiritual intelligence and strategic thinking on students' entrepreneurial self-efficacy, educational system authorities need to devote special attention to the role of influential factors that are likely to enhance students' entrepreneurial self-efficacy.

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The Contributing Roles of Emotional Intelligence and Spiritual Intelligence in Entrepreneurial Innovation and Creativity

Cited by 6 publications

References 14 publications

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Untitled

Role of Spiritual Intelligence in Entrepreneurial Self-efficacy With Mediatin of Strategic Thinking

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