Discuss The Role Of Emotions In Knowledge Managementâ€Free Samples

Question: Discuss The Role Of Emotions In Knowledge Management? Answer: Introduction The paper focuses on understanding the concepts of knowledge management, emotional intelligence and thereby in conducting empirical research to understand the role of emotions in knowledge management and also in augmenting the performance potential of the firms. Secondary research would be conducted through the study of journals, reports, books and other online articles associated to the study of role play of emotions in knowledge management. Overview of Knowledge Management Knowledge Management is viewed as an integral part of the total managerial process of a business institution that encompasses different activities like analysis of systems, acquirement and storage of knowledge resources, creation and further development of newer knowledge dimensions and thereby application of the acquired and generated knowledge. The main focus of knowledge management is to maximise the potential of human capital in an organisation such that the same can be ideally transformed into structural capital. It thereby gets developed into a significant part of intellectual property which thereby allows firms to gain needed competitive advantage and also achieve performance goals in an efficient fashion. Further, intellectual capital of an organisation is also effectively divided into two main segments like that constituted by the human resources of the organisation. The skills, potentials, knowledge and experiences of the internal organisational members ideally contribute i n forming the human capital of an organisation(Lazovic, 2012). The second segment of intellectual capital is essentially constituted by structural or institutional capital that reflects on the resource base possessed by an organisation that aids in further knowledge and skill development of the internal human resources. Management of knowledge resources in an organisation contributes in developing a learning and growth environment that ideally supports the acquisition of knowledge and also its effective transformation and intended application in the business institution. The main objective of knowledge management is in identifying and thereby acquiring the right type of knowledge that would be required by individuals operating in a specific firm or institution for helping the organisation excel in the related industry along a specific period (Ferdman Sagiv, 2012). Knowledge Management is thus considered as an effective tool that contributes in enhancing the competitive advantage of a firm. It is also identified as a structural or institutional process that assists in creating, obtaining, allocating and even applying knowledge resources, both subjective and objective for rendering needed innovation. The significance of knowledge management can be further understood in that it serves as a potential centre for strategic planning activities regarding the enhancement of human resources value in an institution(Mahesh Paneerselvam, 2016). Overview of Emotional Intelligence The concept of Emotional Intelligence is associated to understanding and getting aware of the emotional traits of an individual and thereby using them in an intelligent fashion for enhancing institutional performance. The evaluation of emotional intelligence potentially contributes in discovering the manner in which people working in an organisation can be kept satisfied and happy based on the job responsibilities assigned to them and also the means of motivating them to generate greater results and performances. Emotional Intelligence also contributes in identifying, differentiating and segregating between different types of emotions and thereby labelling them under different categories and levels. The same contributes in allocating and assigning tasks to different individuals based on their emotional constructs(Stifter, 2013). A four dimensional model of Emotional Intelligence (EI) was rendered by Salovey and Meyer that contributes in dividing EI under four main heads. The first category focuses on perceiving, evaluating and also in expressing emotions of both oneself and that of others. The second category focuses on utilising the emotion for generation of desired results, achievements, problem solving activities and also in motivating people for exploration of external opportunities (Slavi? et al., 2014). The third category aims in understanding the different causes behind the emergence of different emotions and also the changing patterns of one mood to another. The above knowledge helps in understanding the manner through which different individuals can be motivated to perform desired sets of actions. It would also help in development of effective programs for encouraging and helping people to cooperate with each other. Finally, the fourth category identifies the fashion through which personal and other s emotions can be effectively managed in the workplace(Vince, n.d.). Further, emotional intelligence is effectively divided along five essential fields identified as follows. The first field focuses on identification and recognition of personal emotions and also ones determination in taking effective decisions. The second field reflects on management and treatment of emotions wherein skill sets are identified in managing emotions and also the manner in which emotions influence ones life and performances. The third field aims in mobilising of emotions for fulfilment of set targets (Bhatia Kaur, 2014). Fourthly, emotional intelligence also focuses on evaluating the emotional level and emotions of other individuals. Finally, the fifth field of emotional intelligence focuses on administering and influencing the emotions of other individuals. Five different magnitudes of emotional intelligence are identified as self-awareness, self motivation, socialising skills, development of social awareness and also generation of self-regulations. It is observed that individuals that are emotionally intelligent are potentially aware of their strengths and weaknesses and thus operate in a confident, flexible and innovative fashion(Zhang, 2014). Influence of Emotional Intelligence on Organisational Learning The influence of emotional intelligence on organisational learning is understood based on two specific areas like identifying the relation between emotion and systemic learning and also through identifying the role of emotion in enhancing the strategic focus of institutional learning. Identification and evaluation of emotion and systemic learning can be understood from the cases of organisations that has developed training departments for generation of both formal and informal training programs in training organisational members. Internal and external training providers focus on enhancing the cognitive ability of the internal members such that they can easily adapt themselves to external changes and thereby perform in an effective fashion. However, the above practice in turn is observed to overpower the subordinates that tend to challenge their superiors like middle and higher level managers. The training managers of the organisation are thus required to understand the above emotional issue where the superior managers become threatened by the actions and dictums of their subordinates. The above case thus requires the legitimisation of the existing learning process in the organisation. Legitimisation of the learning process can be conducted through the inclusion of evidence based learning practices in the organisation and also through encouraging the different stakeholders like managers and subordinates to develop an interactive learning sphere(Mubeen et al., 2016). The case of emotion augmenting the strategic focus of the organisation can be effectively studied in terms of growth of anxiety of the organisational members owing to the introduction of new work or operational policies, existence of stringent deadlines and also lack of interaction between management and subordinates. In such cases the managers or the subordinates are caught in a strategic trap where the anxiety felt or perceived by them can be effectively worked upon to gain relevant insights or can be totally ignored and also avoided thereby reflecting wilful ignorance (Vince, n.d.). The above discussion is reflected in the following illustration. (Vince, n.d.) The above cycle reflects the situation where the emergence of anxiety creates an environment of risk and uncertainty for which new insights or knowledge inputs are needed to be gained for countering the struggle. In the latter diagram, the feeling of anxiety tends to create a sense of denial or avoidance such that the same yields to needed resistance and a fight and also dissuades an individual or group to earn further insights. The same thereby creates a sense of willed ignorance whereby the individuals or groups lose the interest to learn and also to adapt to the changing process and system(Vince, n.d.). The above cases however reflect the emergence of an uncomfortable learning process wherein the necessity to learn or to augment knowledge is felt in potential circumstances leading to emotional conflicts within an organisation. Role of Emotion in Knowledge Management Research conducted through surveying of organisational members reflects that emotional intelligence renders considerable amount of influence on development of organisational learning. Different dimensions of emotional intelligence identified as self awareness, motivation and also awareness about the external society has potentially contributed to the growth of organisational learning in a firm. It is further inferred that organisational members reflecting higher emotional intelligence contributes in enhancing the capacity of organisational learning. Knowledge sharing activities on the part of organisational members are deeply influenced by the emotional traits of individuals operating separately or in a group. Greater the motivation of the organisational members regarding interacting with each other about new ideas, information and knowledge resources greater would be the level of knowledge sharing conducted within the institution(BR?TIANU, 2014). The greater the level of motivation and commitment of an individual in enhancing the performance of a group, department and the organisation as a whole, greater would be the interest of the worker in sharing knowledge resources amongst each other for generation of greater efficiency. The management here has a greater responsibility in making the employees understand that how the sharing of knowledge between themselves would contribute in enhancing performance and profitability in the long run (Ferdman Sagiv, 2012). Development of emotionally intelligent people in the organisation would rightly contribute in creating the needed level of openness for facilitating and supporting individuals in rendering greater performances. Further, the organisational management is also required to empathise with the needs, requirements and understandings of the employees such that the same would help them bear an open ear to the proposals, ideas and other suggestions rendered by them(Esfahani et al., 2013). Case study based analysis of Chinese firms reflect that two main feelings like ganqing and jioqing potentially influence the knowledge sharing and management activities. The following model ideally reflects the fashion in which the two feelings tend to affect the interpersonal trust and knowledge sharing activities like seeking, transfer and adoption of knowledge in Chinese institutions(Zhang, 2014). (Zhang, 2014) The Chinese words Ganqing and Jiaoqing emerged from the Chinese word Qing that denotes feelings. Thus, feelings or Qing in China is segmented into two main types like Ganqing and Jiaoqing. Ganqing essentially relates to the development of emotional relationship encompassing affection and connection that is gained owing to the long term sustenance of societal relationships between two or more individuals. Ganqing also reflects on emotional parameters like loyalty, sacrifice, unconditional love and giving and also needed solidarity and commitment towards each other(Dartey-Baah, 2013). On the other hand, Jiaoqing ideally is associated to the development of transactional relationship between two or more individuals owing to the meeting of both social and economic transactions along the walk of life. The term Jiao essentially signifies to an interaction or exchange conducted between two or more parties. Thus, where ganqing is generated based on the growth of affection between the parties, jiaoqing is generated based on economically driven exchange transactions like the rendering of monetary or non-monetary gifts(Zhang, 2014). Ganqing is identified as the emotional bond that is developed between two or more persons involved in an institution or organisation. People connected based on ganqing are identified to act in a loyal fashion towards each other such that the same denotes that the individuals would be involved in taking care of each others needs and desires under different circumstances. Herein, a Chinese worker acknowledges and honours the knowledge that is passed on from another worker with whom he or she tends to be emotionally attached. Ganqing is also observed to influence the mindset or willingness of an individual for adopting the knowledge passed on between organisational members(Slavi?, Berber, Lekovi?, 2014). The increased level of Ganqing or emotional attachment of one person to another tends to make an individual blind to the level of ignorance or reduced level of competence of the other person to the body of knowledge. The individual thereby tends to accept the knowledge rendered by the other person despite in also having feelings of doubt about the quality and competence of the sender. The above fact thereby reflects that Ganqing potentially affects the knowledge seeking attitude of individuals in that the individuals tend to focus on gaining knowledge from such individuals with which they tend to bear emotional attachment(Zhang, 2014). Further, the emotional feeling, Jiaoqing is generated based on the instrumental exchanges or transactions conducted between two or more individuals or parties in a society. An individual working in a Chinese organisation intends to deliver knowledge or information to another individual with whom the former individual had had different transactions during the past period. Tie developed between two or more workers based on Jiaoqing is observed to generate needed positive impact in aiding the transfer of knowledge between the individuals. Regarding the sharing of explicit and tacit knowledge, the application of Ganqing and Jiaoqing reflects the following analysis. Explicit knowledge being easier to comprehend and also being without the needful guidance of any expert from whom knowledge is sought or is required for allocating, transferring and adopting the knowledge transferred the Ganqing and Jiaoqing are both taken to escalate. Further, in sharing of explicit knowledge the role of emotions is less owing to the lack of need of cognitive trust on the expert or knowledge holder(Podsiadlowski, Grschke, Kogler, 2013). On the contrary, the application of Ganqing and Jiaoqing is more critical in cases of sharing of tacit knowledge. The sharing activities regarding tacit knowledge essentially require the development of effective ties and frequent interactions between the holder and seeker of knowledge resources. Thus, integrated with cognitive trust either, Ganqing or Jiaoqing are evaluated to render positive impacts regard ing the seeking, transfer and also adoption of tacit knowledge among organisational members involved in Chinese firms(Zhang, 2014). Emotions in Knowledge Management and Organisational Performance The role play of emotions in Knowledge Management is observed to have positive impacts on the performances of the business organisation. Organisational members analysed possessing greater levels of emotional intelligence are observed to depict increased capabilities for continually adopting newer and innovative knowledge and thereby reflect the potential in rendering new and creative ideas for boosting the current performances of the institution(Jehanzeb Bashir, 2013). It is further inferred that managers and subordinates with higher levels of Emotional Intelligence have needed capabilities for performing in a better fashion such that the same contributes in increasing the productivity of the firm. Thus, emotionally driven and influenced knowledge aspects in turn promote greater organisational efficiency(Mubeen et al., 2016). Conclusions The empirical analysis carried out in the paper ideally reflects that emotional aspects of individuals potentially affects the knowledge management activities like acquisition, storage, transmission and adoption of knowledge resources in an organisation. It also reflected that the degree of emotional intelligence possessed by an individual rightly helps in both acquiring and generating innovative and creative knowledge aspects and thereby in enhancing the business performance of a firm. References Bhatia, A. Kaur, L., 2014. Global Training Development trends Practices: An Overview. 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