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This paper aims to unify the fragmented views on organizational intelligence from the perspective of Giddens' structuration theory.

The paper used a case study of a firm, which is a small electronics manufacturing group located in the New England area of the northeast USA. Data were collected by observation, oral histories and through discussion and interviews with organization members.

It was observed that a structuration view of organization intelligence removes the individual/organization level intelligence dichotomy, and integrates the fragmented studies on the epistemology of intelligence, e.g. cognitive, behavioral and social/emotional.

Propositions for further research are formulated. However, findings are derived on the basis of a substantive case study in a particular country. Further, research needs to expand this base to encompass other organizations in a wider range of countries across different cultures.

This paper helps managers to assess and to operationalize organizational intelligence.

This paper proposes a more comprehensive understanding of intelligence in organizations.

This study examines the impact of digital corporate social responsibility (CSR) on social entrepreneurship, organizational resilience and competitive intelligence during the coronavirus disease 2019 (COVID-19) crisis. It also examines the impact of competitive intelligence on social entrepreneurship and organizational resilience.

Data were collected from telecommunication companies in Jordan with a sample of 223 managers, using Smart-PLS for analysis and testing the research model and hypotheses.

The results reveal a significant impact of digital CSR on social entrepreneurship. They show that digital CSR significantly impacts organizational resilience. The findings also indicate a significant role of digital CSR in competitive intelligence. This study shows that social entrepreneurship significantly impacts organizational resilience. The results also confirm the impact of competitive intelligence on social entrepreneurship. Finally, the results confirm that competitive intelligence significantly impacts organizational resilience.

This study provides valuable academic and practical insights into digital CSR practices, social entrepreneurship and how to support organizational resilience during crises.

This article introduces a systems‐centered model for emotional intelligence (EI). This makes it possible to consider not only the emotional intelligence of individuals, but the emotional intelligence of work groups and organizations themselves. Agazarian's theory of living humans systems (TLHS) (and its constructs) applies to all levels of living human systems. Using these constructs, we operationally define emotional intelligence from a systems‐centered framework (Agazarian & Peters, 1981, 1997). From the systems‐centered perspective, individuals contribute energy that is necessary for organizational emotional intelligence. Yet equally important, emotional intelligence in organizations is a dynamic output of the function and structure and energy of the organizational system itself, rather than a property of individuals. This conceptualization extends the focus in the field of emotional intelligence from individuals with a selection and personnel development emphasis and instead to building work groups and organizations that function with greater emotional intelligence. Introducing a systems‐centered perspective on emotional intelligence enables emotional intelligence to be viewed at all system levels in the organization, including individuals, work teams and the organization itself.

Based on a typology of contextualized multiple thinking, this paper aims to elaborate how the levels of thinking (data, information, knowledge, and intelligence), and the types of thinking as a whole, can be used to profile the characteristics of multiple thinking in organizational learning, re‐conceptualize the nature of creativity in organizational action and thinking, and provide a new systematic framework to broaden the possibilities and approaches to developing multiple thinking and creativity in organizational action and learning in education and other sectors.

The paper presents a theoretical framework of multiple thinking and creativity in organizational learning.

Based on the typology of contextualized multiple thinking, a new theoretical framework can be proposed to facilitate understanding and development of multiple thinking and creativity in organizational learning and to enhance the effectiveness of action of individuals and organizations in education and other sectors in a complicated context.

The theoretical framework provides a new direction and new strategies for conceptualizing research, development and practice, designed to promote thinking, creativity and effectiveness in organizational action and learning in education and other sectors in a new era of globalization and great transformation.

This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.

What is organizational emotional intelligence? Does it matter? And how can organizations increase their level of organizational emotional intelligence? In an attempt to find answers to these questions, this chapter provides a conceptualization of organizational emotional intelligence, discusses what we know about its associations with organizational outcomes, and proposes several practically relevant ways to improve organizational emotional intelligence. Specifically, organizational emotional intelligence is conceptualized as a combination of the aggregate level of individual emotional intelligence of employees and the utilization of emotionally intelligent procedures, norms, and behaviors throughout an organization. Preliminary evidence suggests that organizational emotional intelligence is positively associated with organizational performance and employees’ health. Organizations might be able to increase their organizational emotional intelligence by accumulating individual emotional intelligence among their employees and by applying emotionally intelligent procedures, some of which are discussed in this chapter.

In this chapter, we extend existing models of individual and collective emotional intelligence to the organizational level and provide an empirical study on the performance impact of organizational emotional intelligence. We propose that organizational emotional intelligence is composed of the average level of individual emotional intelligence of organization members and the collectively shared emotionally intelligent norms, values, and behaviors that shape their interaction. Across 156 organizations, we demonstrate sufficient within-organization consistency and between-organization difference to consider emotional intelligence a collective organizational characteristic. In addition, we show that the level of organizational emotional intelligence is positively associated with operational performance, financial performance, and innovation performance, and negatively associated with involuntary absence. Thus, organizational emotional intelligence can be considered a valuable asset for organizations.

The purpose of this study is to examine the relationship between organisational learning and adaptive performance. Furthermore, the study investigates the moderating role of emotional intelligence in the perspective of organisational learning for addressing adaptive performance of executives employed in manufacturing organisations.

The participants were selected through purposive sampling. The study has used established scales on organisational learning, emotional intelligence and adaptive performance to collect data from the respondents. Data were analysed through structural equation modelling using linear structural model (LISREL 8.72). Moderated regression analysis was carried out through a series of hierarchical models to test the hypotheses. The authors have followed the interaction graphs recommended by Aiken and West (1991) to check the moderating effect of emotional intelligence.

The result of the study indicates a significant relationship between organisational learning and adaptive performance. The significant moderation effect was observed in the interaction graph, wherein it was found that the relationship between organisational learning and adaptive performance was stronger among the executives with high levels of emotional intelligence and weaker for those having low levels of emotional intelligence.

The present study gains significance through highlighting the role of emotional intelligence in the perspective of organisational learning and, thus, offers insights to practitioners for addressing adaptive performance of employees.

This study aims to examine the relationship between perceived organizational politics and emotional intelligence, and their interplay in the context of work attitudes/behaviors.

A sample of 368 employees was used to test a mediation effect of perceived organizational politics on the relationship between emotional intelligence on the one hand, and job satisfaction, turnover intentions and negligent behavior on the other.

Perceived organizational politics was found to mediate the relationship between emotional intelligence and all three outcomes.

Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to reduce perceived organizational politics and enhance work attitudes and performance.

This research broadens the scope through which the intersection between emotion and organizational politics can be viewed, taking it beyond the role of both felt emotion and affective disposition. The findings show that emotional intelligence directly affects perceptions of politics, and indirectly affects employees' work attitudes and behaviors, through a mediation effect of perceived politics.

This study examines the relationship between emotional intelligence, self-efficacy and organizational commitment, focusing on the mediating role of self-efficacy in the relationship between emotional intelligence and organizational commitment.

The authors used an online survey to collect data for this purpose. The sample consisted of 145 employees of different organizations in Kosovo. To test the hypothetical model, a mediation analysis was conducted using PROCESS Model Type 4.

The results show that emotional intelligence is positively related to self-efficacy and that self-efficacy is positively related to organizational commitment. Furthermore, the results of the mediation analysis confirm that the relationship between emotional intelligence and organizational commitment is mediated by self-efficacy.

For future research, the authors recommend using the sub-dimensions of the above variables to test this model, and multiple models could be formulated. At the same time, the survey can be applied to managers to examine their emotional intelligence and to determine whether emotional intelligence influences their organizational commitment through self-efficacy. Consistent with the findings of this study, managers and executives in organizations should consider the emotional intelligence of their employees and that the employees with higher emotional intelligence have higher self-efficacy and can perform better.

This study extends the current literature in organizational behavior and provides a comprehensive understanding of the relationship between emotional intelligence, self-efficacy and organizational commitment. This study was also conducted in a developing country context, which can always lead to different results than studies conducted in developed countries.