Development of Nonaka and Takeuchi knowledge management cycle from perspective of emotional intelligence (Case study: Selected employees of the Securities & Exchange Organization)

Abstract

Nature of knowledge is such that it should be self-managing. According to theoretical arguments, managing this huge capital is affected by individuals’ psychological and emotional intelligence. Organizational culture and organizational commitment are key factors significantly influencing on the preparation and adoption of new technology systems, such as knowledge management systems. Organizational culture has a dramatic impact on organizational commitment and knowledge management. Thus, organizational cultures have been explored in this study. The descriptive-survey research method was employed in this paper. According to the type and size of their projects, organizational culture was estimated as bureaucratic in seven organizations. The Quinn organizational culture questionnaire along with several interviews with managers verified the bureaucratic culture in four organizations. The applied tool for data collection was a questionnaire consisting of 33 questions. Moreover, the sample size was 398 employees in four organizations. Reliability coefficient of the questionnaire was obtained using Cronbach’s alpha coefficient while face validity and content validity were confirmed by experts.

The five dimensions of emotional intelligence presented by Goleman were measured in the concerned organizations. Added to that, the dimensions of knowledge management cycle were assessed according to four aspects of Nonaka and Takeuchi model. The results demonstrated that in the bureaucratic cultures, externalization and combination are in a suitable status. The data analysis revealed that the individuals' abilities in different dimensions of knowledge conversion are related to different aspects of emotional intelligence. For instance, individuals' ability in social skill and empathy has a positive and significant relationship with socialization.