Executives’ Knowledge Management and Emotional Intelligence Role: Dynamizing Factor towards Open Innovation

Abstract

The main aim of this empirical research was to classify the profiles of executives of Spanish companies. We classified the executives’ profiles based on two key factors of innovation: knowledge management and emotional intelligence. The sample comprised study 241 executives of Spanish companies, a principal component analysis, a two-stage cluster analysis, and an ANOVA analysis conducted by taking innovation as a dependent variable. The theory of resources and capacities was the theoretical framework. We conclude that the differentiation of executives’ profiles is essential to avoid the loss of innovative potential and a consequent loss of competitive advantage in the Spanish business sector. This research contributes to identify a taxonomy of executives’ profiles—agile, laggard, soloist and cooperator. These groups present some different levels of knowledge management and emotional intelligence and differences in their ability to innovate.

Human Systematic Innovation Helix: Knowledge Management, Emotional Intelligence and Entrepreneurial Competency

“…Although the role of EI on innovation is not significant, it underlines that UE, EA, and ER are the factors with a higher weight on innovation, followed by EAO. These findings are in line with Kaasa et al [61]; Molina-Morales and Martínez-Fernández [62]; Zampetakis et al [63]; Laursen et al [64] and Tajpour et al [65]; Blázquez and Bermúdez [86]; Brooks et al [88]; Zulfadil et al [89]. Use of emotions means that enterprises have executives who are self-motivated people, are always trying to do their best to achieve their goals.…”

“…Recent research has contributed to innovation management literature by identifying a taxonomy of executives' profiles which presents the different levels of knowledge management and EI and differences in their ability to innovate [86]. Perez-Luno et al [87] indicate in their study how EI and knowledge exert a direct influence on innovation.…”

Transforming the Emotional Intelligence of the Feeders in Agribusinesses into the Development of Task Performance and Counterproductive Work Behaviors during the COVID-19 Pandemic

“…However, TL can still handle these negative behaviors of feeders (WB and CWB) through the intermediary role of EI regardless of whether WB and CWB are more serious. In addition, EI is almost seen as a key antecedent in past studies [ 94 , 95 , 96 ], but few studies examine how to increase the EI by management method (e.g., leadership). That is to say, the MGCM of the present research makes it possible to cultivate EI, which in turn can deal with a variety of positive and negative behaviors of feeders in agribusinesses.…”

Harmonizing emotions in the workplace: exploring the interaction between emotional intelligence, positive psychological capital, and flourishing

“…The ability to understand and manage emotions, both one's own and those of others, is essential for building effective relationships in multicultural teams (Brett et al, 2020 ). Therefore, the importance attributed to emotional intelligence (EI) has come to be considered the key to effective performance, as it contributes to promoting a positive work environment that is reflected in organizational performance (Blázquez Puerta et al, 2021 ).…”