Virtual EQ – the talent differentiator in 2020?

In an increasingly competitive, globalised world, knowledge-intensive industries/ services are seen as engines for success. Key to this marketplace is a growing army of ‘talent’ i.e. skilled and dedicated knowledge workers. These knowledge workers engage in non-routine problem solving through combining convergent, divergent and creative thinking across organizational and company boundaries - a process often facilitated though the internet and social media, consequently forming networks of expertise. For knowledge workers, sharing their learning with others through communities of practice embedded in new information media becomes an important element of their personal identity and the creation of their individual brand or e-social reputation. Part of the new knowledge/skills needed for this process becomes not only emotional intelligence (being attuned to the emotional needs of others) but being able to do this within and through new media, thus the emergence of virtual emotional intelligence (EQ). Our views of current research found that HRD practitioners in 2020 might need to consider Virtual EQ as part of their talent portfolio. However it seems that new technology has created strategies for capturing and managing knowledge that are readily duplicated and that a talent differentiator in 2020 might simply be the ability and willingness to learn

Leveraging Intellectual Capital Management in Virtual Teams: What the Covid-19 Pandemic Taught Us

This study undertakes a review of the scientific literature on the role and impact of Intellectual Capital (IC) with all its components (human, structural and relational capital) on Virtual Team (VT) work. As already proven in the discipline research, IC as a summum of organizational knowledge resources plays a fundamental role in the knowledge economy in sustaining competitive advantage, innovation and performance. Despite an abundance of papers investigating VTs from both a theoretical and empirical perspective, a surprising discovery has been made during this research. The extent of work dedicated to analysing the relationships between IC and VTs is minimal, notwithstanding the unprecedented expansion of the use of VTs since the beginning of the Covid-19 pandemic. Following a first review of the extant literature regarding IC and VTs, a second literature review has been conducted for the benefit of revealing crucial aspects and the newest best practices in what concerns work in VTs. In doing so, the authors attempt to draw attention to the need for in-depth researches in the IC field, to catch up with the business, economic and societal most recent developments. Furthermore, this study aims to provide the practitioners with up-to-date, concise knowledge on the practical aspects relevant for the work in VTs

Introduction: Advances in E-Business Engineering

(First Paragraph) E-business is one of the most exciting and challenging research areas. Today, not only large companies, but also medium or small-sized companies are learning that e-business is a required component of doing business. E-business has rapidly evolved in the last decade and this trend will continue. In this rapid process, a variety of e-business engineering methods and techniques have been developed. There are many research issues needed to be addressed. As a result, there is a growing demand for insights into challenges, issues, and solutions related to the design, implementation, and management of e-business systems

Enterprise Social Media Impact on Human Resource Practices

Purpose: The purpose of this paper is to investigate how individual attitudes towards using enterprise social media (ESM) impacts trust, explicit and tacit knowledge sharing as well as work performance in emerging economies. Design/methodology/approach: The authors use data from a survey of 293 employed individuals in Lagos, Nigeria that work at organizations that have ESM systems. Findings: The authors find enterprise social media usage are significantly associated with trust. However, ESM use does not impact explicit or tactic knowledge transfer. Practical implications: The paper provides empirical evidence that individuals who perceive high levels of performance expectancy will engage in ESM usage which in turn increases trust amongst colleagues. Human resource managers can argue that by adopting ESM, they can facilitate improved trust and collaboration through online engagement amongst employees. This is important for multinational organizations wanting to expand into emerging economies where the organization and local workforce need to foster trust in knowledge sharing. Originality/value: There has been little evidence regarding HRM use of ESM in emerging economies. By understanding individual attitudes towards ESM and how the use impacts knowledge sharing, the academic discussions concerning use of technology to enhance knowledge sharing can continue to evolve

Project knowledge into project practice: generational issues in the knowledge management process

This paper considers Learning and Knowledge Transfer within the project domain. Knowledge can be a tenuous and elusive concept, and is challenging to transfer within organizations and projects. This challenge is compounded when we consider generational differences in the project and the workplace. This paper looks at learning, and the transfer of that generated knowledge. A number of tools and frameworks have been considered, together with accumulated extant literature. These issues have been deliberated through the lens of different generational types, focusing on the issues and differences in knowledge engagement and absorption between Baby Boomers, Generation X, and Generation Y/Millennials. Generation Z/Centennials have also been included where appropriate. This is a significant issue in modern project and organizational structures. Some recommendations are offered to assist in effective knowledge transfer across generational types.Accepted manuscrip

Using Design Science Research to Develop a Conceptual Solution for Improving Knowledge Sharing in a Virtual Workspace

Enhancements in technology have resulted in significant changes to day-to-day operations of organizations in the present day. One especially noteworthy change is the alteration in the nature of teams from being co-located, with face-to-face interaction, to virtual, with the involvement of information and communication technologies (ICT) to facilitate communication. This change in team character has had a downstream impact on a key element of an organization’s competitive edge, namely knowledge. Overall, there is consensus that knowledge is a crucial facet of the competitive edge of an organization. Consequently, knowledge management, knowledge sharing, and organizational learning are essential components of an organization’s sustained existence and effectiveness in the competitive marketplace and considerable academic and industry attention has been paid to this matter. However, the present day scenario of global organizations and dispersed teams, within and across geographies, transforms the matter of knowledge sharing and organizational learning into one of great complexity. Thus, the present study was interested in understanding the modalities of knowledge sharing and consequently organizational learning in the context of a virtual workspace, that is, teams operating from physically distinct locations and communicating using ICT tools. Overall, the objective of this study was to propose a conceptual model using the Design Science Research (DSR) approach to enhance organizational learning and knowledge sharing in the context of the virtual workspaces of the present day work environment. Further, the conceptual model is extended to propose the use of a Learnin

Exploring the Experiences of Call Center Employees Regarding Business Scripting

Scripting, defined as the mechanization of business processes through automated tools or orchestrated responses, has played a significant role in shaping call center activities and the resultant customer relationship. However, findings of industry research have shown that the use of scripting to maximize operational efficiency has had a disempowering effect on call center employees by lowering their job-skill and knowledge requirements. Grounded in the concepts of knowledge management and knowledge transfer, this study explored the experiences of frontline call center employees on the effects of scripting on customer problem solving. A single-case study design with semistructured interviews was used with a population of 20 frontline employees in a North American call center to gather insights. Thematic analysis was applied to the interview data using nodes to identify emerging themes and insights. Three major themes emerged: First, although scripting had contributed to improved service quality and operational efficiency, scripted practices undermined the use of team knowledge and limited the amount of shared information. Second, the employees requested that call center scripted solutions be more intuitive and better aligned to knowledge requirements. Third, the employees suggested that an object-oriented approach to solution management be used, one that could better leverage communities of practices and collective team knowledge sharing within the organization. This object-oriented approach to solution management may promote virtual knowledge flow and the building of subject matter expertise that could elicit higher agent engagement and problem ownership. The proposed object-oriented approach to knowledge sharing is important to management, as it could help facilitate knowledge reuse and improved organizational performance

Cultural transparency in a virtual work environment

The purpose of this mixed-methods study was to examine cultural transparency and engagement in workplaces where a majority of employees work virtually. The study was conducted with Cisco Systems, a high-technology company based in Silicon Valley, California, using an online survey and phone interviews to assess the organization’s level of cultural transparency and the factors that create an open and engaging environment. Trust was found to be a key denominator in fostering transparency and employee engagement. Virtual tools, such as instant messaging, WebEx, and telepresence, foster cultural transparency and can be powerful supports for the creation and maintenance of trust, accountability, and communication among leaders and employees. While e presence, leadership presence, social presence, and knowledge presence can be powerful attractors for trust, accountability, and communication, employees also highly valued engagement factors not aligned with transparency, such as employee growth, work/life balance, and collaboration. Engaging employees requires careful design of the workplace environment so that it reflects open communication, leadership presence, e presence, social presence, and knowledge presence. The results of the study indicate the importance of purposefully training new virtual leaders and hiring leaders who demonstrate key competencies that are valued in a transparent virtual work environment. Leaders play a significant role in creating and sustaining a culture of transparency and engagement. Leaders are encouraged to evaluate the level of trust and transparency in their organizations and consider what interventions may be most appropriate for enhancing trust and transparency in their organizations