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This study aims at investigating emotional intelligence based on competencies for sales and IT people.

A study was conducted on 111 employees of 12 firms from four different sectors in which firms benefited extensively from IT and sales activities.

Emotional Competency Inventory (ECI, 2.0) was used for assessing the participants' emotional competencies. Independent sample t‐test results showed that IT and sales employees were significantly different from each other in all main dimensions of ECI except for self‐management. Also two separate discriminant analyses were conducted in four dimensions of EI and all emotional competencies in order to determine the ones that discriminate two groups of employees. According to the results of the discriminant analysis in four dimensions of ECI, except self‐management, the other three dimensions had significant loads to discriminate all groups. However, on competency basis there was no dominant emotional competency that separated one group of employees from the other. The results showed that it was more meaningful to use clusters of competencies for constructing competency models of these two positions than to use single competencies.

Further researches should investigate different positions rather than sales and IT people. Also researches focusing on specific sectors can reveal more specific competency models.

Facts of the study showed that companies should consider differences depending on the tasks for their staff while designing training programs in terms of developing EI‐based competency. These programs for sales or IT people should focus on competency clusters rather than specific single competencies.

Increasing importance of emotional intelligence and its direct relationship to superior performance lead organizations to enhance their current employees' emotional intelligence and to hire new ones with higher emotional intelligence. This paper contributes to HR and training specialists by providing them with knowledge about how to use emotional competencies effectively in their applications.

This study investigates the integration of information technology (IT) competencies with organizational inclusion initiatives and its impact on firm performance. It examines the role of organizational inclusion in promoting knowledge management capability (KMC) and the moderating effect of approach and avoidance motivation on the relationship between KMC and operational performance.

The study is grounded in the resource orchestration theory (ROT), which conceptualizes the integration of IT competencies and organizational inclusion. It employs hierarchical regression analysis on data collected from 204 firms and 374 managerial respondents to test the proposed hypotheses.

The results indicate that IT competencies enhance the relationship between organizational inclusion and KMC. Additionally, the relationship between KMC and operational performance is weaker when employees exhibit higher levels of avoidance motivation.

This study offers theoretical and managerial insights for integrating IT competencies into organizational inclusion initiatives, providing guidance for organizations seeking to enhance their performance, with a specific focus on the relevance of China as the research context.

This study enriches the scholarly discourse by examining the underexplored integration of IT competencies with organizational inclusion, notably in the context of China. It illuminates the moderating role of motivation in the KMC-operational performance relationship, benefiting both academia and practitioners. Furthermore, this work extends the literature by demonstrating how combining organizational inclusion and IT competencies can enhance workplace KMC, connecting it to internal knowledge resources. Theoretical implications extend beyond organizational inclusion and IT to show the broader application potential of ROT in management and information systems.

The purpose of this paper is to explore the influence of collaboration and information technology (IT) on the reverse logistics competency of firms. Through collaboration firms can improve their ability to handle returns, but this research introduces IT as providing a moderating influence over the impact of collaboration in the advancement of a reverse logistics competency.

A survey was administered to employees involved with supply chain relationships. Empirical evidence from 267 respondents is analyzed with structural equation modeling.

Support is found for the positive moderating influence of an IT competency on the relationship between collaboration and a reverse logistics competency. Additional benefits for logistics performance are also realized.

This research provides theoretical implications for the development of a reverse logistics competency through an application of resource-based theory/resource-based view of the firm. The study is limited to the selected research questions and sample of predominantly US firms.

This research assists managers as they attempt to develop a reverse logistics competency to address the growing problem of returns through collaboration with supply chain members and the development of an IT competency.

The framework developed in this research provides insights regarding the handling of product returns. Specifically, the moderating influence of an IT competency is addressed as it enhances the impact of collaboration on the development of a reverse logistics competency.

The purpose of this paper is to analyze the impact of information technology (IT) competency on knowledge management processes and the relations among IT competency, knowledge management processes and performance outcomes.

The study uses survey data from 162 managers and structural equation modeling to assess the links between IT competency, knowledge management processes and firm performance.

First, this study finds that IT competency plays a critical role in knowledge management processes. Second, knowledge management processes are directly related to market performance, which, in turn, is directly related to financial performance. Third, no direct relation exists between IT competency and firm performance. Knowledge management processes mediate the relation between IT competency and market performance.

The research is cross‐sectional, so cause‐effect relations cannot be definitively inferred from the results.

The findings indicate that managers should not only focus on allocating sufficient resources for IT investments. To achieve better performance, these technologies need to be used to support the development of the knowledge management processes.

This study contributes to knowledge management research, identifying a key antecedent of knowledge management processes – IT competency – and analyzing the link between knowledge management processes and performance. Moreover, this study is relevant to IT literature because it shows that IT competency, on its own, is insufficient to generate and maintain a competitive advantage. Firms need complementary strategic capabilities such as knowledge management to strengthen the effect of IT competency on firm performance.

The purpose of this paper is to present organizational competencies for gaining information technology (IT) benefits within organizations. Following the analysis of 16 in‐depth case studies, a set of six high level, fundamental competencies and 17 facilitating competencies are identified. A framework for orchestrating the organizational competencies is also presented. The results of this research would be useful to academics in developing measures for assessing the level of organizational competence and for practitioners in identifying and nurturing competencies for organizational benefits realization.

The methodology involved two phases. Phase 1 entailed conducting 16 extensive case studies. Case study methodology employed follows guidelines provided by Yin and Benbasat et al. Case studies are a suitable means to collect the data since the notion of competencies in delivering IT benefits has not been well understood in the literature. By analyzing and understanding the particular situation and factors in each organization in an in‐depth manner, the paper develops a sound interpretation of the abilities that organizations need to have in place to deliver IT benefits.

In order to gain business benefits from IT investments, organizations must develop competencies to exploit IT. These competencies involve individual skills and organizational processes that enable those skills to be effectively applied. This paper identifies 23 competencies categorized into fundamental and facilitating competencies that firms need to have in place if IT services are to be delivered adequately and business benefits achieved. Also developed is a network of competences based on the data collected in the 16 cases studied.

Like any research, this paper has its limitations. Given the qualitative and interpretive nature of the research, a lot of assertions are interpretations of the authors. While in the literature, this has been argued as a valid way to undertake research, clearly there are biases that creep into the research.

The model of competencies presented forms a good basis for enterprises to fine‐tune their abilities for harnessing IT.

While management researchers have been researching the notion of organizational competence for a while, it has not been well considered in the information systems arena; it is felt that this research makes a positive contribution to that effect.

Scholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed, empirical research on how different types of IT contribute to various aspects of organizational agility remains scarce. Therefore, this study aims to propose an integrated framework of internal capability and external environment to address this research gap.

This study investigates the potential mediating effects of absorptive capacity and the moderating effects of information intensity in the IT‒agility relationship. With a dataset comprising 165 organizations in China, this work provides empirical evidence that the effects of absorptive capacity and information intensity are multifaceted and nuanced, thereby revealing the latent mechanisms of IT competency and organizational agility.

Absorptive capacity partially mediates the effects of IT knowledge and IT operations on market capitalizing agility and fully mediates their effects on operational adjustment agility. However, no direct or indirect effects of IT objects are found on both types of organizational agility. Information intensity also positively moderates the effects of IT operations and IT objects on absorptive capacity. However, no significant moderation is found with regard to IT operations.

This study provides novel insights by demonstrating clearly the different mediating roles of absorptive capacity in the relationship among various types of IT competency and diverse aspects of organizational agility. This work also underscores the moderating role of information intensity in shaping absorptive capacity through IT competency.

The present study conceptualizes and examines the interplay of transformational leadership, ambidexterity and wireless information technology (IT) competency for enhancing innovative capability.

Drawing primarily on the knowledge-based and dynamic capabilities view theory, the present study explored supply chains of a large global apparel company and their effect on innovative capability through a mixed methods approach.

The results show that transformational leaders strongly influence the development of ambidexterity and enhance radical innovative capability through wireless IT competency.

The results of this study suggest that supply chain integration through transformational leadership and wireless IT competency can promote simultaneous exploration and exploitation to enhance innovation.

The growth of cloud and/or virtual supply chains facilitated by digital wireless communications and Internet technology is advancing logistics and supply chain innovations. With increasing global competition, digitalized supply chains and ever-growing environmental uncertainty, leadership traits, especially transformational leadership and ambidextrous leaders, can be major contributing factors for successful development of wireless IT competency to support innovative capability.

Wireless IT competency facilitates knowledge integration particularly for combining prior internal knowledge of exploitative innovation with new external knowledge to develop explorative innovation.

The purpose of this study is to identify the information technology (IT) competencies needed for information professionals in Malaysia.

A survey instrument was designed to elicit responses on a variety of IT competencies. For this purpose 13 key competencies were identified, namely: IT basics; word processing; electronic mail; internet and intranet; graphics; presentation and publishing; spreadsheet; project management; design; development and administration of databases; system maintenance; design and development of web applications; system analysis and programming for validation by the information professionals.

All 13 competencies except for system maintenance competencies were found to be important.

The questionnaire basis of the investigation means that the data are a reflection of subjective responses from the sample in question.

The study has shown that there are certain competencies that are important, and yet the respondents were not exposed to these competencies. Educators should ensure that these competencies are part of the curriculum content of the courses offered by the LIS schools.

The paper gives important insights into the skills that are really needed by information professionals in the contemporary job market.

This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.

This study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.

The authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.

This study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.

The authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.

This study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.

The purpose of this paper is to analyze the impact of information technology competency (ITC) on internal and external learning competency and the relations among ITC, internal and external learning competency and the commercial success of innovation (CSI)

The paper uses survey data from 186 companies. Through structural equation modeling the paper assesses the links between ITC, internal and external learning competency and the CSI.

First, this study finds that ITC plays a critical role in internal and external learning competencies. Second, internal and external learning competencies are directly related to the CSI. Third, internal and external learning competencies mediate the relation between ITC and the CSI.

The research is cross-sectional, so cause-effect relation cannot be definitively inferred from the results.

This study contributes to organizational learning research, identifying a key antecedent of internal and external learning competencies – ITC – and analyzing the link between internal and external learning competencies and the CSI. Moreover, this study is relevant to IT literature because it shows that ITC, on its own, is insufficient to generate and maintain a competitive advantage. Firms need complementary strategic capabilities such as learning competencies to strengthen the effect of ITC on firm performance.