Emotional intelligence (EI) plays a crucial role in managing emotions within software development (SD) teams, which often face challenges such as stress and anxiety. EI can enhance knowledge sharing (KS) and team performance, contributing to the success of SD projects. This paper examines EI in terms of four aspects – awareness and management of own and others’ emotions – and investigates how they affect KS and team performance. The study is based on survey data from 357 individuals in 86 teams at seven large companies in the United States. Multilevel modeling, specifically using Generalized Structural Equation Modeling in Stata 19, with individuals nested within teams and teams nested within companies, is used to test the theoretical model. Results indicate that awareness of both own and others’ emotions facilitates management of both own and others’ emotions. Management of others’ emotions facilitates both KS and team performance. Surprisingly, awareness of own emotions also facilitates both aspects, whereas management of own emotions affects neither. Finally, awareness of others’ emotions inhibits knowledge sharing. The paper’s findings are limited by its focus on large companies in the United States and cross-sectional design and should be replicated in other settings. Despite these limitations, the paper’s expected as well as unexpected findings have potential theoretical and practical implications.

In order to investigate the impact of social media monitoring on a firm’s market understanding and performance, and how to manage online rumors, two complementary studies are conducted on visitors’ engagement and three aspects of engagement. The first study indicates that conversations and inbound traffic positively affect visitors’ engagement, which, along with referrals, influences social media monitoring’s impact on market understanding. Next, the impact of social media monitoring on a firm’s performance is affected by social media monitoring’s impact on market understanding. The second study indicates that first, online rumors from direct engagement are more likely to be true than those from indirect engagement, second, online rumors’ spreading shows similar engagement patterns, third, a firm’s quick and frank reaction to rumors can reduce their influence, and fourth, adding contents to online rumors increases cognitive engagement, and a company’s support or denial of online rumors affects all engagement dimensions.

The literature on information systems development appears to be fragmented into three main categories: one that uses a knowledge management perspective, another one that considers social aspects of information systems development, and the last one that emphasizes the role of information technology. Such fragmentation detains the understanding of influential factors. In this paper, we synthesize the prior literature on information systems development and propose a concise model that incorporates all three approaches to assess the relative importance of each category. We empirically tested the model by using a three-wave longitudinal dataset of 64 teams consisting of more than 250 individuals. We found that individual and organizational factors are more important than technological factors. While human capital is the strongest predictor, IT support does not affect team performance. Our findings yield implications for both the theory and the practice.

Organisations are spending considerable resources on electronic knowledge repositories (EKRs) that should have a positive effect on employees’ EKR performance impact. Seeking to build on and extend the theory of knowledge reuse, this paper focuses on the various roles individuals play in knowledge exchange, and how the knowledge exchange role mediates the effect of previously studied individual perceptual variables (perceived time pressure, extrinsic and intrinsic rewards, and knowledge contribution self-efficacy) on EKR performance impact. In order to identify the various knowledge exchange roles, we simultaneously consider both knowledge contribution process (embedded vs. separate activity) and knowledge reuse (internal EKR, external EKR, colleagues, manuals, knowledge self-reliance). When work is highly specialised and technical as in the context of system administrators, we observed four roles: Self-reliant Contributors, Detached Moderates, Involved Brokers, and Reluctant Limited Users. Results indicate that the effects of intrinsic rewards and knowledge contribution self-efficacy on EKR performance impact are fully mediated by knowledge exchange role. Perceived time pressure does not influence either knowledge exchange roles or EKR performance impact. Overall, the paper provides insights into roles individuals play in knowledge exchange, and extends the theory of knowledge reuse.