LITERATURE REVIEW

Groff and Jones (2003) explained three key term to understand as the building blocks for knowledge management. First one was Data which described nature of data was raw and without context and exist in any form, usable or not. For example, numbers in a spreadsheet were data. Second was Information data that had been given meaning. Spreadsheets were often used to create information from a set of data, such as sales over a period of time, increases or decreases in sales, competitor trends, and so on. Third was Knowledge Information that when combined with understanding enables action. For example, a manager analyzed a declining sales trend may take action to identify issues and carry out strategies to change the trend. Jialin Yi (2009) developed a new measure of KSB with desirable psychometric properties a well-developed KSB scale with a sufficient level of reliability and validity. The main objective was achieved by using the following procedures : (1) specify domain of construct, (2) generate scale items, (3) purify scale, and(4) validate scale. The new KSB scale developed in this study is a 4-dimensional, 28-item, 5-response choice frequency scale. The scale included written contributions, organizational communications, personal interactions, and communities of practices dimensions. The results provided evidence of the dimensionality, reliability, and validity of the KSB scale. M Begoa Llorias purpose was to order and connect different perspectives on the creation and management of knowledge. The classification of the main approaches to knowledge management were considered and their connections and differences were discussed. Three main groups emerged which were : measuring knowledge, managing knowledge and creating knowledge. The main contribution of this study was the compilation of literature on knowledge management and creation along with the analysis of the proposal for the classification of different approaches, depending on their more descriptive or more normative perspective. According to Richard Baskerville and Alina Dulipovici knowledge management has emerged as an important field for practice and research in information systems. This field was built on theoretical foundations from information economics, strategic management, organizational culture, organizational behavior, organizational structure, artificial intelligence, quality management, and organizational performance measurement. These theories were being used as foundations for new concepts that provide a rationale for managing knowledge, define the process of managing knowledge, and enable us to evaluate the results of this process.An analysis of the theoretical foundations of knowledge management reveals a healthy arena with a strong foundation and clear directions for future work. Jerry Ligon, ABM Abdullah and Majharul Talukder examined the relationship between Information Systems (IS) managers' formal education, level of technical and managerial training and their managerial effectiveness as perceived by their subordinates. There was a significant relationship between IS managers' level of managerial training and their subordinates' perception of their managerial effectiveness. The managers' level of formal education was not found to have a significant relationship to the subordinates' perceived level of (their) managerial effectiveness.A regression model has been proposed to measure Information System managers'managerial effectiveness. D. I Akintayo investigated the impact of emotional intelligence and work-family role conflict on managerial effectiveness of managers in work organizations in Nigeria. The descriptive survey

research method was adopted for the study. The instruments used for data collection were: Emotional Intelligence Scale, Work-Family Role Conflict Scale and Managerial Effectiveness Scale. The Finding revealed that there was a significant combined contribution of emotional intelligence and work-family role conflict to managerial effectiveness. It was also found that emotional intelligence significantly predicts managerial effectiveness of the managers. The emotional intelligence of the managers needs to be considered in the selection and placement process for managerial effectiveness to be guaranteed. The managers with high emotional intelligence should be posted to highly challenging managerial positions while the low emotional intelligence should be posted to less challenging managerial positions for their leadership effectiveness to result in goals achievement Anne S. Tsui and Susan J. Ashford described a set of processes involved in attaining managerial effectiveness. These processes were components of an adaptive self-regulation framework. They involve the active management of constituencies' role expectations and performance opinions through standard-setting, discrepancy-detection, and discrepancy-reduction. These processes served to enhance constitutents' opinions of the manager's effectiveness. According to L. Melita Prati, Ceasar Douglas, Gerald R. Ferris, Anthony P. Ammeter, M. Ronald Buckley Emotional intelligence reflects the ability to read and understand others in social contexts to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control.It represents a critically important competency for effective leadership and team performance in organizations today. A conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. James Bishop, Dino Bouchlaghem, Jacqueline Glass, Isao Matsumoto identified a set of critical success factors which ensure the effectiveness of knowledge management initiatives with particular focus on the effect of people-oriented success factors. The research suggested that organisations need to consider several key areas the processes and practices undertaken to understand and define knowledge management, the implementation of dedicated champions, the integration of the initiative into the business, and effective communication of its benefits to members of staff. Each of these factors had a direct bearing on the level of effectiveness reached by an organisation's knowledge management initiative.

Silvia Massa and Stefania Testa investigated how two small Italian food producers manage their knowledge. The first company under consideration was mainly focused on marketing while the second on the technology knowledge domain. This paper enriches the existing literature by documenting examples of how companies can successfully manage organizational knowledge on the basis of their relative knowledge domain. This research claims that not only knowledge domain but also innovation behavior seem to be the contingencies that mostly impact on knowledge management system features.

Joseph Ciarrochi, Frank P. Deane and Stephen Anderson hypothesized that EI would make a unique contribution to understanding the relationship between stress and three important mental health variables, depression, hopelessness, and suicidal ideation.302 university students participated in a cross-sectional study that involved measuring life stress, objective and selfreported emotional intelligence, and mental health. Regression analyses revealed that stress was associated with greater reported depression, hopelessness, and suicidal ideation among people high in emotional perception (EP) compared to others, greater suicidal ideation among those low in managing others' emotions (MOE). Akinsanmi, Titilayo Olujumoke sought to understand the knowledge management (KM) practices in use by networked southern non-profit organisations (NPOs), which directly or indirectly impact on their effectiveness. It explores the realm of NPOs, and the concepts of organisational effectiveness (OE) and KM with the aim of identifying their interrelationships from a theoretical and practical perspective. The three organisations studied are the Association for Progressive Communications (APC), South Africa NGO Network (SANGONet) and Womens Network (WomensNet).Data gathered was analysed to examine the KM concepts of people capacity, systems and procedures, information and knowledge flow and stakeholder relations within and across all three case studies and their use of information and communications technologies (ICTs) as an enabler. The research concludes with an integrated framework, an addition to the existing body of knowledge on KM theory with key elements for networked southern NPOs.

Peter J. Jordan, Neal M. Ashkanasy, Charmine E. J. Hrtel and Gregory S. Hooper outlines the development of a new emotional intelligence measure, the Workgroup Emotional Intelligence Profile, Version 3 (WEIP-3), which was designed specifically to profile the emotional intelligence of individuals in work teams. They applied the scale in a study of the link between emotional intelligence and two measures of team performance: team process effectiveness and team goal focus. The results suggest that the average level of emotional intelligence of team members as measured by the WEIP-3 is reflected in the initial performance of teams. In our study, low emotional intelligence teams initially performed at a lower level than the high emotional intelligence teams and teams with low average emotional intelligence raised their performance to match that of teams with high emotional intelligence. Lan Snell, Lesley White investigated the role of self-efficacy (SE) and emotional intelligence (EI) on perceived quality and adherence. SE and EI were proposed to moderate the relative strength of the relationship between perceived technical and functional quality and adherence. These variables were also proposed to directly influence adherence behaviour. The findings suggested that SE and EI moderate the relative strength of quality perceptions and also support a direct link between these variables and adherence.

Jen-Te Yang and C.-S.Chin-Sheng Wan examined the possibility of sharing and retaining the knowledge which resides in employees minds. The operational practices of this focus would not only add value for internal and external customers but also benefit overall organizational effectiveness in today's knowledge-oriented era. This study aims to examine the extent to which the hotels implement knowledge management (KM) practices, the manner in which they are implemented and the impediments they face. The data clearly showed that programs and cultures that support knowledge acquiring, sharing and storing,can benefit such hotels. Timothy Ewest explored the change of the organizational environment from a structured production model, bureaucracy; to an information based organization which is directed to mange knowledge. Moreover this essay will discuss how organizations and leaders can all play a part to enhance knowledge transfer and create more efficient organizations.

Joseph Ciarrochi, Amy Y. C. Chan and Jane Bajgar induced one hundred and thirty one students of 13 to 15 years of age into either a positive negative or neutral mood and asked to complete a task that assessed mood management behaviour. They found that EI was reliably measured in adolescents was higher for females than males and was positively associated with skill at identifying emotional expressions, amount of social support, extent of satisfaction with social support, and mood management behavior Benjamin Palmer, Melissa Walls, Zena Burgess, Con Stough had identified emotional intelligence as a measure for potentially effective leaders as a tool for developing effective leadership skills.The aim of the present paper was to explore the relationship between emotional intelligence and effective leadership. Effective leaders were identified as those who displayed a transformational rather than transactional leadership style as measured by the multifactor leadership questionnaire. Emotional intelligence correlated with several components of transformational leadership suggesting that it may be an important component of effective leadership.

John D. Mayer, Richard D. Roberts and Sigal G. Barsade explained emotional intelligence as the ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought. They discussed the origin of the EI concept, defined EI, and described the scope of the field today.They reviewed three approaches taken to date from both a theoretical and methodological perspective and found that Specific-Ability and Integrative-Model approaches adequately conceptualize and measure EI. Pivotal in this review were those studies that address the relation between EI measures and meaningful criteria including social outcomes, performance, and psychological and physical well-being.

According to Susan Cartwrightand Constantinos Pappas concept of emotional intelligence (EI) has attracted a huge amount of interest from both academics and practitioners and has become linked to a whole range of outcomes including career success, life satisfaction and health. This paper takes a critical review of the methodologies and robustness of the validation and application studies that have used EI measures. Jing Zhou and Jennifer M. George described five routes through which the innate creativity of organizational members can be awakened: identification, information gathering, idea generation, idea evaluation and modification, and idea implementation. They proposed that leaders in particular are the emotional intelligence of leaders plays a critical role in enabling and supporting the awakening of creativity through these five complementary routes. After describing theory and research on emotional intelligence they developed propositions concerning how leaders emotional intelligence can enable and promote followers creativity in multiple ways Brenda Scott-Ladd, Christopher C.A. Chan argued that organizational learning was more effective if enacted by emotionally intelligent employees within clear operating boundaries such as those offered by participation in decision-making. Organizational learning, based on Senge's (1992) conceptualization of the five elements of personal mastery, mental models, shared vision, team learning and systems thinking, aims to facilitate an organization's ability to learn and adapt to change. Emotional intelligence was claimed to promote emotional knowledge, perception and regulation as well as general intelligence (Mayer and Salovey, 1997).This paper synthesizes a model of how emotional intelligence, organizational learning and participation in decisionmaking can be operationalized to improve an organization's capacity to manage change and improve performance outcomes.