Exploring Emotional Intelligence Trait Enablers for Knowledge Sharing: An Empirical Study

Obermayer-Kovács, Nóra; Komlósi, Edit; Szenteleki, Cintia; Tóth, Erika Viktória Erika Viktória

doi:10.17951/ijsr.2015.4.1.7

Cited by 12 publications

(9 citation statements)

References 28 publications

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“…Later, Goh and Lim (2014) investigated the role of emotional intelligence factors (based on ability model) on knowledge sharing and found that employees who have higher levels of emotional intelligence would take part in knowledge donating as well as knowledge collecting activities. Likewise, Tuan (2016) and Obermayer-Kovács et al . (2015) also established a positive and significant relationship between emotional intelligence and knowledge sharing.…”

Section: Theoretical Foundation and Hypotheses Developmentmentioning

confidence: 83%

“…The findings also revealed that emotional intelligence promotes knowledge sharing. These results are consistent with earlier researches that also determined a positive association between emotional intelligence and knowledge sharing (Van Den Hooff et al ., 2012; Arakelian et al ., 2013; Goh and Lim, 2014; Obermayer-Kovács et al ., 2015). Therefore, it can be concluded that employees with higher level of emotional intelligence are more likely to engage in knowledge sharing within organization.…”

Section: Discussion and Theoretical Implicationsmentioning

confidence: 99%

“…Earlier studies have investigated the role of several individual and organizational factors like motivation, personality, organizational climate, level of information and communication technology usage and organizational culture that influence knowledge sharing (Lin, 2007; Ansari et al ., 2014; Olapegba et al ., 2013; Tohidinia and Mosakhani, 2010; Han and Anantatmula, 2007). Although these researches discussed many enablers of knowledge sharing, there are limited researches that tested the function of emotions and feelings in influencing a knowledge sharing culture at the workplace (Van Den Hooff et al ., 2012; Arabshahi et al ., 2013; Arakelian et al ., 2013; Goh and Lim, 2014; Tuan, 2016; Obermayer-Kovács et al ., 2015). For example, Van Den Hooff et al .…”

Section: Theoretical Foundation and Hypotheses Developmentmentioning

confidence: 99%

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Ability-based emotional intelligence and knowledge sharing

Ansari

Malik

2017

VJIKMS

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Purpose The purpose of this paper is to test the direct effects of emotional intelligence and trust in co-workers on knowledge sharing. Further, it aims to examine the moderating effect of trust in co-workers on the emotional intelligence-knowledge sharing relationship. Design/methodology/approach Data were collected from 121 employees working with 13 different service sector organizations in the northern region of India. The data were tested for validity and reliability. Hierarchical regression analysis was performed to test the proposed hypotheses. Findings The results indicated that both emotional intelligence and trust in co-workers had significant direct effects on knowledge sharing of organizational members. However, trust in co-workers did not moderate emotional intelligence-knowledge sharing relationship. Research limitations/implications The limitations include the sample and cross-sectional design. Hence, future studies can be conducted using a longitudinal design covering other regions of India to increase the generalizability of findings. Practical implications The findings suggest that management should develop appropriate strategies for meliorating emotional intelligence level of employees because people with higher emotional intelligence are more likely to engage themselves in knowledge sharing. Additionally, organizations should adopt a culture that promotes trust among its members, thereby fostering knowledge sharing in organizations. Originality/value There is limited literature on the role of emotions in knowledge sharing. The study adds to the extant literature on emotional intelligence and knowledge sharing in the context of India. Besides, the study attempted to investigate the interaction effect of trust in co-workers on emotional intelligence-knowledge sharing relationship that has not been studied so far.

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Section: Theoretical Foundation and Hypotheses Developmentmentioning

confidence: 83%

Section: Discussion and Theoretical Implicationsmentioning

confidence: 99%

Section: Theoretical Foundation and Hypotheses Developmentmentioning

confidence: 99%

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Ability-based emotional intelligence and knowledge sharing

Ansari

Malik

2017

VJIKMS

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“…Knowledge Sharing is one of the most important aspects in the knowledge management process [15]. This opinion is in line with the success of knowledge management initiatives depending on knowledge sharing [16].…”

Section: Introductionmentioning

confidence: 65%

“…In drawing conclusions, writing attempts to classify supporting factors and inhibit knowledge sharing based on categories developed by researchers which provides several categories of supporting factors and inhibitors to three categories, those are organizational, individual, and technological [30][31][32][33][34][35][36]. After analyzing this category and revisiting the findings, the authors conclude the categorization of the results as follows:…”

Section: Resultsmentioning

confidence: 99%

Knowledge-Sharing Enablers and Barriers in Research Centers: A Literature Review

Rohman

Eliyana

Purwana

2020

KSS

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The purpose of the study is to explore the enablers and barriers of knowledge-sharing and consider how knowledge-sharing is implemented by research centers. The literature review covers journals which are indexed (Scopus, ProQuest, and Thomson Reuters) and specialized in knowledge-sharing in research centers. The papers could be easily explored using the key search terms via search engines such as Google Scholar, Emerald Insight, and ProQuest. The review process included the studies from 1994 to 2018. Key search terms include “knowledge management”, “knowledge sharing”, “knowledge sharing enablers and barriers”, and “research centers” to reduce interpretation bias. Individual enabler factors supporting knowledge-sharing consist of social relations and networks, physical proximity to colleagues, a ‘no stupid questions’ culture, monetary rewards, trust, openness in communication, interactive communication, and intrinsic motivational factors. Meanwhile organisational factors include the provision of meeting facilities and informal spaces, appreciation of research by firms and society, diffusion and routine dissemination, simplification of the patenting process, organizational rewards, organizational culture, intention to knowledge sharing methods, extrinsic motivation factors, and others (teamwork, and solid research team). The study was approached from a theoretical perspective and the model proposed can be empirically validated by identifying statements for each dimension. Future research should explore more empirical studies from different countries especially case studiesin research centers. Keywords: knowledge management, knowledge sharing enablers and barriers, research centers

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