The chain effect from human resource-based clinical governance through emotional intelligence and CSR to knowledge sharing

Abstract

Clinical governance is a transcendent force to steer clinicians towards patients and other clinicians in health-care organizations. This empirical research seeks to examine the chain effect from clinical governance, which is promoted by human resource (HR) practices, through emotional intelligence (EI) and corporate social responsibility (CSR), to knowledge sharing. Through the investigation of the responses from 418 middle-level clinicians, the proposed model was tested through the structural equation modelling-based analysis. Research results confirmed the role of clinical governance in leveraging EI and ethical CSR among clinicians, which are activators of knowledge sharing. The contribution of HR practices to clinical governance was also revealed from data analysis. Managerial implications on clinical governance indicators that aim to shape EI and CSR in health-care organizations were grounded from research findings.

Green human resource management and employees pro‐environmental behaviours: Examining the underlying mechanism

“…Moreover, such training programs facilitate employees in building green competence, which influences their GC (Pinzone et al, 2016). Similarly, rewarding and compensating employees for green initiatives and behaviours enhances employees' GC (Tuan, 2016). Thus, GHRM practices may stimulate employees' GC (Pham et al, 2019).…”

Inspired by Emotions, Guided by Knowledge: Which Emotional Cues Dominate Knowledge Management Research?

“…KM researchers within the IS domain have used a vast array of research methods and approaches [11] to examine KM theories, processes and technologies [15]. KM research on emotions has been insightful, but either specific to one single emotion, such as trust [47,48] or pride [55], or focusing on related concepts such as emotional intelligence [10,16,53]. More studies investigated positive emotions as contributor to successful KM [1,33,49,51] than negative emotions as hindrance to successful KM use and outcomes [31,39], which is why we decided to conduct a comprehensive investigation and classification of both positive and negative emotions.…”

It’s Just Emotion Taking Me Over: Investigating the Role of Emotions in Knowledge Management Research

“…We also reviewed publications that use a specific emotional theory or emotive concepts as an influential factor: Tuan argues that emotional intelligence can strongly trigger collective KM processes by causing competitive intelligence and, in turn, influence the motivation to use KM resources and processes [75,76]. Decker et al even discovered that there are noteworthy relationships between emotional intelligence and knowledge transfer, not only regarding the willingness to transfer knowledge, but also the variety of methods used to transfer knowledge [13].…”