The Influence of Positive Emotions on Knowledge Sharing (original) (raw)
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Current literature stressed on the need to for a deeper understanding on the role of positive emotions needed for sharing knowledge during project collaboration or sharing knowledge in virtual communities. The aim of this article is to express a reviews of current polished literature to map out the landscape of knowledge sharing in relation to the facilitation of positive emotion. This critiques of current literature led to a conceptual framework recognizing the expectations of stakeholders in various sectors, i.e. project management, education, etc., to achieve project progress and problem solution/s through the intention to share knowledge through a reflection of positive emotions within knowledge management tools like virtual communities. There are theoretical and practical implications critiqued out of current literature, thus proposed in this article.
Many scholars attempted to describe one or more of the following three: Positive emotion (PE), social capital (SC) and knowledge sharing (KS). However, only a few researches have tried to discover a relationship that links the three domains. Numerous studies have asserted that PE in SC environments, particularly in virtual reality group' formation would stimulate a KS behavior. Whereas, another domain is tackled in this study; the holistic view of these three variables. Scholars have long believed that the existence of a KS culture facilitated by SC and PE. Thus, career progression. This empirical research; conducted on a number of selected public sector organizations in the Kingdom of Bahrain has proved the existence of a positive relationship between the Three tested domains. There was no clear evidence that this relationship existed in the virtual level community. As a result linear regression analysis was applied to assess the relationship between the three domains of this study. The findings led to a modified conceptual model viable for practical implications.
A Qualitative Investigation on Factors That Influence Knowledge Sharing in Organizations
Factors that influence knowledge sharing among knowledge workers in organizations can seriously affect performance and productivity because poor understanding of these factors can de-motivate knowledge sharing culture and attitude in the organizations The aim of this investigation is to study the factors that influence knowledge sharing in organization and the relationship between those factors. The study looks at six factors: Information Technology, Learning Strategy, Outcome Expectations, Trust, Reward and the role of affect in this research. The role of Affect is introduced into this research base on strong evidence highlighted by many related works that support the significance of affect that can influence knowledge sharing in organizations. This research interviewed 13 individuals from a total of five (5) participating organizations to collect their views on questions designed to solicit important details pertaining to factors discussed above. The outcomes of our findings highl...
International Journal of Project Management, 2016
Organizations are built around teams as a way to better manage complex work, such as technological projects. However, complex teamwork presents challenges that can often generate positive and negative emotions, as well as demand efforts to generate new knowledge. We examine whether and how the capacity of technological product development teams to constructively express negative emotions facilitates knowledge creation capabilities and thereby enhances project outcomes. Results indicate that with greater capacity for constructively expressing negative emotions, teams enhance their capability to access crucial knowledge and exchange and integrate that knowledge in ways that enhance both project performance outcomes and project budget adherence. In so doing, we hope to open up new avenues for research on how expressing negative emotions in project teams can help in building knowledge creation capabilities and drive multiple performance outcomes.
Knowledge Sharing And Positive Emotions In Virtual Communities: The case of the Healthcare sector
Previous literature reported the need for virtual community members to share knowledge to create new social capital in a virtual community environment. Also, literature continues to demonstrate the importance of social sharing of emotions, which could improve the positivity of the virtual experience. Furthermore, published theory reported a relationship between positive emotions, of virtual community members to aid better friendships, i.e. positive emotion and their knowledge sharing. However, there is a need to empirically assess the impact of virtual community members’ knowledge sharing on their positive emotions as well as this relationship in reverse direction. There are various practical and theoretical implications indicated in this paper for this bidirectional relationship. Therefore, the sharing of knowledge will bare fruitful outcomes in. a virtual community. In this paper, literature is critiqued to suggest a conceptual framework demonstrating the just-mentioned bidirectional relationship.
Relationship Between Knowledge Sharing and Emotional Intelligence
2016
The most important object of knowledge management is knowledge transfer. Knowledge transfer is a key factor of organizational success. To the good management of knowledge sharing we have to understand the motivation and attitudes of those people who are able to share their knowledge. Because sharing of implicit knowledge is voluntary, it arises from the motivation of its participants. In their motivation emotional intelligence plays the most important role. (Kalkan, 2005). In this study, I will deal with those elements of emotional intelligence which are in relation with the sharing of implicit knowledge. I examined successful Hungarian organizations in my empiric work. I did a primer, quantitative research with the help of a questionnaire to highlight the positive relation between implicit knowledge sharing and elements of emotional intelligence.
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This study deals with a competitive knowledge network (CKN) where participants desire to pass their personally important exams, and henceforth want to contribute and seek knowledge about exam-related issues they need to solve. Besides, CKN members are basically competing with each other since they all aim to pass the same exams. Therefore, from the contributor’s perspective, if the advisor fears that his/her advice can be detrimental to his or her own benefits, knowledge sharing (KS) intention within the CKN may be hindered by their expectation of competitive advantage. However, few studies were done about the effects of such fear and a sense of competition on KS continuance intention in the context of CKN. In this sense, our study aims to elucidate the effects of competition and fear on KS continuance intention in a mobile CKN. By using 296 valid questionnaires, we obtained very meaningful conclusions such that competition is a driving force rather than an obstacle to KS among CKN ...
2012
Many aspects in the area of designing platforms for intra-organizational innovation communities are not well understood. In this article, we examine the impact of technologically induced psychological factors on knowledge exchange in such communities. Using two experimental pretest-posttest experiments, we find that the implementation of (i) technologically induced self-efficacy (expressed by a 'hurray' message) and (ii) technologically induced positive affect (expressed by playing some 30 seconds of rock-'n'-roll music) in the design of the platform results in an influential increase of knowledge exchange. Importantly, the studies suggest that the integration of technologically induced self-efficacy leads to a higher extent of knowledge exchange than technologically induced positive affect. The implications of these results for future research and practice as well as for the design of a platform for such communities are discussed.
Exploring the affect factors of knowledge sharing behavior: The relations model theory perspective
Expert Systems with Applications, 2012
With a view to achieve the ultimate goal of a permanent development, operation, and growth, to any business and enterprise, the strategy of knowledge management must be reinforced, and the sooner the better. In despite of those new and high interests shown toward the organization-embedded knowledge, not much concrete finding has been obtained regarding how and why employees are reluctant to share what they know.
The impact of emotional intelligence on faculty members' knowledge sharing behaviors
Management Science Letters, 2013
Universities and institutions of higher education with a professional, special, educational and cultural environment, play an important role in effective knowledge management and preparing the background for knowledge sharing. Faculty members are known as the main elements of the university who own mental and intellectual property. Their knowledge sharing under certain conditions along with knowledge sharing behaviors improve individual and organizational operations. Moreover, the tendency to do these actions is the most important factor in knowledge sharing behavior and emotional intelligence (EQ), as one of the social intelligence factors, can guide individual thinking and activity. This study examines the impact of emotional intelligence on faculty members' knowledge sharing behaviors. Regarding the purpose and nature, this study was functional and its methodology was exploratory and due to evaluation of the relations and impacts among variables, it was a correlational method. Data collection included interviews with experts for the qualitative part and a questionnaire for the quantitative part. The qualitative findings indicate different emotional intelligence dimensions, which includes self-awareness, social skills, coping with pressure, adaptability and overall creation. In addition, the result of EQ dimensions on knowledge sharing behavior reveal that "social skills, coping with pressure, and overall creation" share a link with faculty members' research behavior among the four dimensions of knowledge sharing behavior and that "adaptability" has no significant relationship with knowledge sharing behavior.