Search results

Develops a classification of executive information systems. (EIS). EIS implementations cluster into four distinct groups, called the 4 Cs: Conglomerate; control and monitoring; competitive and intelligence; communication and efficiency. Explores the characteristics of the classes within this taxonomy. Argues, among other things, that the objective use of EIS can be considered as a strategic management aid to top management teams.

This paper records the research on the investigation of the empirical relationship between employee involvement (EI) and quality management. It is based on data from a survey of 180 manufacturing companies. The main findings are: EI is positively correlated with total quality management (TQM) enablers; EI is positively correlated with improvements in business performance; EI positively influences the contribution of TQM to the improvement of business performance; EI is marginally related to ISO registration; and EI has no effect on the contribution of ISO 9000 registration. The conclusion is that EI should be incorporated into TQM and ISO 9000 registration. Implications for practice and future research are also discussed.

The purpose of this article is to review the five emotional intelligence (EI) competencies as originally outlined by Daniel Goleman but within the context of academic libraries. EI skills can be more important to have than intellectual ability in creating effective organizations. Academic librarians, particularly those in leadership positions, need to be mindful of EI competencies to avoid miscommunication when working with colleagues. Used skillfully, EI has the ability to build more cohesive and stronger collaborations inside and outside the library. EI is just as important for early career librarians as it is for those in senior management positions.

This article reviews the five EI competencies as originally outlined by Daniel Goleman but within the context of academic libraries. It focuses on empathy to demonstrate how its application in libraries can facilitate teamwork, engender better cooperation and strengthen an organization’s culture.

Most library literature focuses on EI skills as related to senior-level positions. There is a need for researchers to explore the understanding of EI skills throughout the entire library structure, including how to screen for EI during the hiring process and develop EI skills among existing staff.

Librarians will learn how hiring for EI competencies at all levels will benefit the work environment within academic libraries, as well as how to develop and improve their own EI skills using complementary techniques.

Readers will increase their awareness of how EI can benefit them and their colleagues regardless of whether they have structural (formal) or informal leadership roles in academic libraries, as well as how it leads to professional and personal growth.

Growth in the primary engineering literature has been accompanied by a boom in electronic secondary information‐retrieval products and services which can access information that is increasingly current, specific, and inclusive. While these services provide more options and solutions for researchers, the perception of an overwhelming array of hard‐to‐use electronic searching alternatives has been confusing. Users want an electronic searching system simple enough for library patrons to use, while at the same time sophisticated enough to meet the demands of the professional researcher. Adding to this challenge are the economic realities of the marketplace. Diverse corporate and academic research centers around the world have different levels of budgetary constraints. Recognizing these disparities, Engineering Information Inc. (Ei) has fashioned a range of research tools that can be used individually or in combination to offer maximum budgetary flexibility to its global constituency. Customers wanted from these various tools the opportunity to easily access the most cost‐efficient method dictated by the needs of a particular search.

In this study, we aim to investigate entrepreneurial intention (EI) among potential entrepreneurs who were students at Pakistan’s higher education institutes (HEIs) of technical and vocational education and training (TVET).

We used a quantitative and correlational method in this study, and we based its theoretical framework on the theory of planned behavior (TPB) and the entrepreneurial event model (EEM). We based this study’s findings on 367 samples collected from Pakistan’s HEI TVET students who were potential entrepreneurs.

By employing path analysis, the findings reveal that TPB constructs, such as personal attitudes (PA), subjective norms (SN) and perceived behavioral control (PBC), have a positive and significant effect on EI. The findings show, also, that EEM constructs, such as perceived desirability (PD), perceived feasibility (PF) and propensity to act (PT) are positive and significant predictors of EI. Moreover, self-efficacy (SE) and the quality of TVET (QTT) positively and significantly affect EI.

This study’s findings support the improvement of Pakistan’s HEIs in developing TVET to enhance individuals’ skills and, ultimately, to create employment and socioeconomic circumstances. They also assist Pakistan’s HEIs in developing EI among their TVET potential entrepreneurs to ensure that they are sufficiently equipped for the job markets.

This study’s findings empirically confirm that TPB, EEM, SE and the QTT provide an integrated path for Pakistan’s entrepreneurs.

The timeliness and quality of information provided to board members are crucial for them to effectively monitor and advise a firm. This study examines the influence of board composition and structure on (1) the board’s actions to mitigate the information asymmetry problem by implementing enterprise information systems (EIS) and (2) the board of directors’ awareness of information asymmetry, their perception of its causes and their efforts to address it.

Our research employs a mixed-methods approach. First, using data from 115 publicly listed Chinese companies, we empirically assess the likelihood of top-level EIS modules adoption at the firm level. Subsequently, through 23 semi-structured interviews, we aim to gain deeper insights into the behavioral motivations behind directors’ attempts to reduce information asymmetry.

The study reveals that boards with a higher number of independent directors or with a strategy committee – indicative of a greater concern regarding information asymmetry problems – are more inclined to adopt top-level EIS modules. Additionally, we identify three primary sources of information asymmetry that directors consider significant in prompting the adoption of top-level EIS modules to alleviate perceived information asymmetry.

This study contributes to both the corporate governance and information systems literature. The implementation and utilization of EIS at the board level have not been extensively explored previously. Moreover, while the issue of information asymmetry at the board level is recognized as a critical governance challenge, the ways in which directors perceive and address this issue remain largely unknown. Our research seeks to illuminate this relatively less-explored area.

Job performance literature has evolved to address the aspects of performance thinking where knowledge sharing (KS) and emotions on the job are considered important. This study evaluates the influence of emotional intelligence (EI), mediated through KS, on job outcomes measured as job performance (JP) and job satisfaction (JS).

Structural equation modeling methods are used to investigate the degree of influence of EI on job outcomes through KS. The data for analysis has been collected from 227 project managers at Information Technology-Information Technology Enabled Services (IT-ITeS) firms.

The findings suggest that the EI has a positive and significant effect on KS. This implies that employees with high EI scores are more involved in the KS behavior. Furthermore, the findings suggest that KS partially mediates the relationship between EI and JP, and it fully mediates the relationship between EI and JS.

For KS, the answer lies in the recruitment and retention of emotionally intelligent persons rather than investing only in information technology. The study enhances the literature on knowledge management, sharing and EI.

The proposed research model suggests a successful infusion of KS within IT-ITeS firms. Knowing the EI of employees and, accordingly, changing their behavior towards sharing knowledge is probably a distinctive, most efficacious and essential strategy for augmenting job outcomes.

The study establishes the role of KS in translating the impact of EI on JP and JS. Furthermore, it contributes a novel framework of KS behavior.

Emotional intelligence (EI) and authentic leadership are essential attributes for effective healthcare management. Understanding their interplay can inform leadership development and improve patient care outcomes. This study aims to determine the relationship between EI and authentic leadership among nurse managers.

Study conducted a cross-sectional study, collecting data from 198 nurse managers using surveys assessing EI and authentic leadership. Correlation and regression analyses were used to explore the relationship and impact of EI on authentic leadership. STROBE checklist used to report the study.

The findings revealed a positive and significant relationship between nurse managers’ EI and their authentic leadership characteristics. Higher EI scores were associated with increased authenticity in leadership. EI, particularly interpersonal EI, plays a crucial role in authentic leadership. Enhancing nurse managers’ EI can foster more authentic leadership, positively impacting healthcare settings.

This research underscores the importance of EI in leadership development and its potential for improving patient care and organizational outcomes.

This study aims to investigate the influence of the theory of planned behavior (TPB), innovation and sustainability, through environmental awareness, in the formation of entrepreneurial intention (EI).

Based on the alignment between theoretical axes, such as the theory of planned behavior, adaptation–innovation theory and the environmental axis of sustainability, quantitative research was developed with students from Brazilian and Spanish universities. We obtained a sample of 686 university students enrolled in courses related to management in both countries. Data analysis included exploratory factor analysis and logistic regression.

Our results revealed that the constructs of TPB (personal attitudes and perceived behavioral control) influenced EI, excluding subjective norms. Innovation had an influence on the EI of students from both countries. In Brazilians, valuing change predicts EI, highlighting the importance of flexibility. Conversely, Spaniards emphasize originality, valuing uniqueness and creativity as drivers of EI. Sustainability, via environmental awareness, did not influence EI.

With this study, we aim to encourage policies and practices aimed at higher education institutions globally, to broaden the understanding about the importance of environmental, innovative and social studies and practices aligned with the context of entrepreneurship. The final aim is to enhance social and environmental benefits generated by future entrepreneurs.

Previous research suggests that emotional intelligence (EI) may benefit managers when resolving conflicts. However, past studies relied on self-reports of EI and conflict management styles, and a theoretical model explaining the mechanisms of the link between EI and conflict management outcomes for managers is still missing. This study aims to test a theoretical model proposing that during conflicts, managers with higher performance-based ability EI are perceived as warmer and more competent, which in turn contributes to higher conflict management effectiveness.

A total of 108 Executive MBA students with managerial experience completed a performance-based EI test designed for the workplace and engaged in a conflict management exercise during which they were videotaped. In the exercise, managers spontaneously responded to video-based vignettes in which “employees” addressed them regarding a work-related conflict (e.g. a disagreement regarding tasks and working hours). Independent observers (n = 262) rated the managers’ videotaped responses on items tapping warmth, competence and conflict management effectiveness.

Managers with higher performance-based EI (in particular, emotion regulation in oneself and emotion management in others) received higher observer ratings on warmth, competence and conflict management effectiveness. Warmth and competence fully mediated the link between EI and effectiveness.

These results demonstrate that managers’ performance-based EI translates into actual work-related behaviors and outcomes. Implications for training EI and effective conflict management are discussed.