Emotional intelligence and innovative work behaviour in knowledge-intensive organizations: how tacit knowledge sharing acts as a mediator?

Abstract

PurposeThis study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored.Design/methodology/approachA structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling.FindingsThe results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing.Practical implicationsTo enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour.Originality/valueThis study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.