CC BY
11
ORIGINAL PAPER
DOI: 10.26794/2304-022X-2023-13-2-26-35 УДК 316.77(045) JEL Z1
(CO ]
BY 4.0
Emotional intelligence as a Factor in the Development of the intellectual Capital of the Organization
M.V. Melnichuk
Financial University, Moscow, Russia
ABSTRACT
There is a recent trend towards increasing the role of an organisation's intellectual capital as a critical resource, success factor and asset that contributes to added value creation and increased capitalisation. As an intangible value driver of potential benefits and competitive advantage, an organization's intellectual capital and its human, structural and relational components need multidimensional study to determine the drivers of its development. From the perspective of the resource-based approach, an organization's intellectual capital is a unique, non-borrowable resource that determines the attainability of a firm's competitive advantages. From the perspective of the knowledge theory of the firm, intellectual capital as the sum of relationships, management and knowledge, the bearers of which are employees, plays a crucial role in shaping the innovation capacity of the organisation, a source of invention and strategic innovation. The purpose of this study is to identify the factor of development of intellectual capital of the organisation from the perspective of social psychology. Due to the fact that human capital develops in the conditions of creative satisfaction, self-actualisation, self-accomplishment and self-fulfilment of the employees as well as in their communication in the process of interaction in a certain structural and functional environment, conducive to the development of new concepts, technologies, intellectual property and improvement of relations with all stakeholders of the organisation, the author analyses the personal characteristics of the organisation employees, in particular the emotional and cognitive competencies that form the ability to consciously evaluate and prioritise their goals, strengths and weaknesses, to effectively achieve professional growth by reflecting and regulating their thoughts and feelings in the process of professional interaction. The paper presents the results of a survey of consulting company employees to determine the importance of emotional competencies as the most important intangible asset of a consulting business. The author concludes that emotional intelligence, as a socio-psychological phenomenon, requires both the attention of the leaders of the organisation and further study, as emotional competencies of employees are a factor in the development of their creative, leadership and innovative initiatives, increasing the effectiveness of organisational culture and relationships with stakeholders. Keywords: intellectual capital; structural capital; human capital; relational capital; emotional intelligence; emotional competences; knowledge firm
For citation: Melnichuk M. V. Emotional intelligence as a factor in the development of the intellectual capital of the organization. Management Sciences. 2023;13(2):26-35. DOI: 10.26794/2404-022X-2020-13-2-26-35
ОРИГИНАЛЬНАЯ СТАТЬЯ
Эмоциональный интеллект как фактор развития интеллектуального капитала организации
М. В. Мельничук
Финансовый университет, Москва, Россия
АННОТАЦИЯ
Интеллектуальный капитал организации выступает не только в качестве важного ресурса, но и является фактором успеха, активом, который создает дополнительную стоимость и повышает капитализацию компании. Требуется более детальное изучение компонентов интеллектуального капитала, включающих человеческую, структурные и реляционные составляющие с целью идентификации факторов, влияющих на его развитие. В исследовании интеллектуальный капитал организации рассматривается посредством ресурсоориентированного подхода, что позволяет определить его как особый ресурс, непосредственно влияющий на приобретение компанией конкурентных преимуществ. Зна-ниевая теория фирмы трактует интеллектуальный капитал организации как синергию знаниевых и управленческих ресурсов, носителями которых являются сотрудники компании, что способствует формированию в ней стратегических инноваций. Цель исследования - выявление фактора развития интеллектуального капитала организации
© Melnichuk M. V., 2023
с точки зрения социальной психологии. Автор, основываясь на общих принципах развития человеческого капитала (творческая удовлетворенность, самореализация, продуктивная коммуникация, взаимосотрудничество), осуществляет анализ личностных особенностей работников организации, в том числе эмоционально-когнитивных компетенций, которые формируют способность сознательной оценки сильных и слабых сторон, приоритизации целей, достижения профессионального роста, рефлексии и регуляции мыслей и чувств в процессе профессионального взаимодействия. Статья содержит материалы, полученные по итогам опроса сотрудников консалтинговой компании с целью определения значения эмоциональных компетенций как важнейшего нематериального актива консалтингового бизнеса. Выводы автора заключаются в том, что эмоциональный интеллект, являющийся социально-психологическим феноменом, должен находиться в зоне постоянного мониторинга со стороны руководящего состава компании и требует дальнейшего изучения в связи с тем, что эмоциональные компетенции работников влияют на развитие творческих, лидерских и инновационных инициатив, способствуют эффективности организационной культуры и установлению контактов со всеми участниками рабочего процесса. Результаты исследования могут принести практическую пользу представителям высшего менеджмента компаний из разных областей деятельности.
Ключевые слова: интеллектуальный капитал; структурный капитал; человеческий капитал; реляционный капитал; эмоциональный интеллект; эмоциональные компетенции; фирма знаний
Для цитирования: Мельничук М. В- Эмоциональный интеллект как фактор развития интеллектуального капитала организации. Управленческие науки. 2023;13(2):26-35. DOi: 10.26794/2404-022Х-2020-13-2-26-35
INTRODUCTION
In retrospect, human society went through several stages of socio-economic development before entering the stage of post-industrial or information society. In the stages preceding the information society, the structure of factors of production included labour, capital, natural resources, and entrepreneurship. With the advent of the information society, priority shifted to a new factor paradigm consisting of knowledge, information, technology, and intellectual capital.
It is generally accepted in the academic literature that intellectual capital includes three constituent elements, such as human capital, structural capital, and relational capital [1-3]. Human capital is defined as the know-how that an organization loses with the departure of its employees. This includes employees' skills, their potential capabilities, experience, competencies, and expertise [4].
From the perspective of the theory of the firm, it is knowledge that is a critical strategic resource of the organisation, which significantly affects the performance of the firm [5, 6]. Intellectual capital as the sum of knowledge, the carriers of which are the organisation's employees, the system of relationships and the management system, i.e., human, relational and structural capital, plays a crucial role in shaping the innovation capability of the organisation [7, 8]. From the perspective of the resource-based approach intellectual capital is presented as a rare, unique, non-borrowable resource that determines the attainability of competitive advantage of the firm. The economic and legal environment in which a firm develops affects its innovation and knowledge resources because this environment sets the expected outcomes and requirements as to what knowledge will be
accumulated, how it will be acquired and used. Moreover, the institutional environment sets the incentives for knowledge creation, as well as its transfer and use [9].
In modern society, human capital, as the most important component of a firm's intellectual capital, is a company's information asset and a source of strategic innovation. Human capital, in turn, consists of such elements as education, competence, expertise, creativity, employee satisfaction and contentment [10-12].
THEORETICAL CONTRIBUTIONS AND APPROACHE
Developing solutions to organisational efficiency problems and ways to add value in the information society requires the consideration and construction of integrated interdisciplinary knowledge [13, 14]. The success of interdisciplinary research depends on the overall objectives and applicability of the results in management decision-making processes. All structural components of intellectual capital of an organisation are based in one way or another on the qualitative characteristics of employees, their communication in the process of functional interaction in the context of organisational structure, on their developed concepts, technologies, algorithms, intellectual property, as well as on the business relationships established by employees with all stakeholders of the organisation. Consequently, there is a need to analyse the factors that enhance an organisation's intellectual capital in terms of employee identity development, as well as his or her cognitive and emotional competencies. Employees entering the organisation have their individual identity and social identity as part of social groups. Employees
have their own specific values and norms that are associated with their individuality, and define their own shared values based on their social identity. It should be emphasised that the more employees are able to adopt and uphold the organisation's values based on their social identity, the more they contribute to the development of the organisation's intellectual capital [15].
Emotional intelligence as a socio-psychological phenomenon has recently attracted more frequent attention of organisational leaders. They use the employee emotional intelligence factor for organisational development, improving management practices, leadership development, motivating employees to create a high-performance work culture, to be creative and innovative [16, 17].
D. Goleman [18] defined emotional intelligence as the ability to recognise one's own emotions and the emotions of others to enhance self-motivation and manage one's own emotions in the communication process. Emotional intelligence implies abilities that are distinct yet complementary to cognitive intelligence, or in other words, purely cognitive abilities as measured by IQ.
Emotionally intelligent goal-directed behaviour is the ability to consciously evaluate and prioritise one's goals. This requires the ability to simultaneously retain and hierarchically organise mental representations of different goals in the brain's working memory, to compare and rearrange them according to values and preferences, which is made possible through motivational correction. The involvement of emotional intelligence in these processes of goal prioritisation and balancing one's own and others' needs determines one's ability to be more goal-oriented and less random and impulsive in behavioural patterns [19]. People with these skills exhibit optimal goal-directed cognitive behaviour and have relevant ways of expressing emotional intelligence in appropriate business behaviours.
Emotional intelligence is related to knowing where and how to express emotions and how to control them. Goleman believed that emotional intelligence is a predictor of professional success and the basis for the development of emotional competences and defined emotional competence as the personal and social skills that lead to high performance in professional life. But developing emotional competence at a high level requires a certain level of emotional intelligence. People who are able to accurately identify other people's emotions develop a specific competence such as influencing or affecting others. People who are able to handle their
emotions can easily develop competencies such as initiative or goal-seeking, leadership. Such competencies should be identified and measured in order to predict employee performance in order to accumulate the intellectual capital of the organisation.
Emotional intelligence as an intrapersonal ability allows employees to understand themselves, assess their strengths and weaknesses, effectively formulate, and achieve professional growth goals by reflecting and regulating their thoughts and feelings. Consequently, emotional intelligence entails awareness of one's emotions and their adjustment, which ensures the success of employees' social interactions both among themselves within the organisation and with all participants in business processes outside the organisation. Emotional intelligence, as the ability to identify other people's feelings in the process of verbal communication and the ability to be empathetic, is of particular value for effective communication between employees and colleagues, subordinates and supervisors [20].
Such employees acquire the ability to be emotionally flexible and to consciously adapt their affective domain to changing conditions, which is reflected in the control and containment of impulsive behaviour that is a factor in the successful management of stressful situations that often arise in the workplace [21]. Adaptability includes skills to manage change or anticipate and handle stressful situations ahead of events.
THE IMPACT OF EMOTIONAL INTELLIGENCE ON THE DEVELOPMENT OF INTELLECTUAL CAPITAL
In the context of the information society and a paradigm shift in organisational resources, it is especially important to build an innovative institutional organisational culture and have a high level of development of emotional competencies of managers, which has a positive impact on organisational performance as a whole, as it ensures that all employees adopt shared values and innovative institutional culture of the organisation [22]. Even P. Drucker viewed innovation as the change and transformation of useful information into new professional qualities of employees [23]. Thus, it seems logical to conclude that positive perception and management of change is achievable only if there is a high level of emotional competence of employees in the organisation.
The capacity for creativity and the desire for research and innovation among employees is also
largely determined by the level of development of their emotional intelligence. Research has shown that highly creative employees are broad-minded, have a positive attitude towards change, are imaginative, inquisitive, open to new ideas and appreciate unconventional solutions. These employees consciously control their affective states. In contrast, employees with low creativity are conservative, reject anything new, are most satisfied with their regular work, and are resistant to change [24]. The development of emotional intelligence leads to the development of employees' creative abilities if they have such qualities as initiativity and active lifestyle and attitudes. In particular, a propensity to be proactive, to identify and solve problems, a willingness to accept personal responsibility, persistence, perseverance, and a tolerance for instability. A focus on personal and professional development is a manifestation of a high level of emotional intelligence and a condition for the development of employees' creativity. In addition to the personal qualities of employees, to foster creativity and innovation processes in an organisation, it is necessary to create an innovative institutional culture of the organisation that creates an enabling environment for cooperation, inter-cluster and inter-level interaction with a sufficient degree of autonomy in the workplace, an atmosphere of involvement and commitment and an environment of trust. [22].
Moreover, emotional competencies and transformational leadership are interrelated personality traits, with transformational leaders in the management being the key to organisational success [25]. In particular, employees led by transformational leaders are more productive, report a high degree of job satisfaction, exhibit behaviours that demonstrate commitment and acceptance of the organisation's values, and are highly creative [26].
In order to practically confirm the idea of the dependence of an organisation's intellectual capital on the level of employees' emotional intelligence development, a survey of employees of HIC Capital Group LLC — an investment hub in the international arena — was conducted. This LLC is a consulting firm that positions itself as an investment hub that brings together investors (funds, corporations, private investors) and startups to promote the venture capital industry in Russia and abroad [27]. Employees were asked to self-assess their emotional competencies according to three levels: "always", "often", "never".
The purpose of the survey was to determine how the emotional competencies of the firm's employees
contribute to the organisation's intellectual capital as the most important intangible asset of the consulting business. This firm was chosen for the study because of the fact that the research and practice of capital attraction for newly established firms represents the involvement of an intangible resource (knowledge and information) in the business cycle, which confirms the penetration and integration of intangible and tangible resources. The HIC Capital Group firm is made up of young enterprising professionals with experience in venture capital and financial business and is, in fact, a start-up itself. The company's main resource is its intellectual capital, as this business is a knowledge firm where, in terms of firm strategy, the knowledge, experience and professionalism and expertise of its employees is the most significant factor of production.
The results of the employee survey confirm the idea of using emotional intelligence as a factor in the development of intellectual capital of the organisation. All participants consciously evaluate their emotional competencies and state that they have the ability to cope effectively with difficulties, manage impulsive behaviour, communicate effectively, accept innovations with interest, interact constructively, motivate employees to find non-conventional solutions and experience deep job satisfaction at the same time (Table 1).
How can emotional intelligence be used as a factor in the development of a company's intellectual capital? Real-world business situations require a series of decisions, each of which depends on links to potentially changing factors in the external and internal environment. For a better understanding of the processes that underlie dynamic decision-making, it is advisable to apply some of the methods of modelling complex systems, the best of which is the construction method of the mutual influence matrix, because it allows us to consider implicit quantitative relationships between the analysed variables [28]. It should be noted that this allows predicting the behaviour of several aspects in their interaction observed in empirical studies [29, 30]. For the matrix to be relevant, the following conditions must be met: a list of professional competences and emotional competences that have a mutual influence on each other must be formed and the degree of this influence must be determined; quantitative characteristics for the matrix of mutual influence of competences must be obtained from expert opinion and an Ishikawa diagram (fishbone diagram) that makes it possible to visually determine the most significant cause-effect relations between the assessed predictors must be constructed.
Table 1
Self-assessment of emotional competences by company employees
No. Aspects of emotional intelligence Personal traits and characteristics Self-assessment of emotional competences Always % of survey participants) Often (% of survey participants) Never % of survey participants)
self-esteem I never raise my voice and resolve conflicts with respect for my colleagues 75 25 0
emotional self-reflection I am aware of my emotions when I provide a service to a client 100 0 0
1 Intrapersonal proactive stance I have a persistent approach to overcoming obstacles to achieving professional goals 90 10 0
self-actualisation I am always inspired to complete a task in the best possible way 80 20 0
innovative search I accept innovations with interest and try to improve them 82 14 4
empathy I share my colleagues' feelings and try to help them in their difficult situation 19 81 0
2 Interpersonal social responsibility I always help my colleagues without expecting to receive benefits or privileges 67 27 6
interpersonal communication I understand how colleagues feel when I talk to them and express emotions that contribute to constructive interaction 70 20 10
leadership initiatives I can motivate others without coercion or intimidation 90 10 0
reality testing I consider my options without preconceptions and do not make impulsive decisions 75 15 10
3 Adaptability flexibility I respond easily to new inputs and enjoy this kind of communication or mode of operation 48 32 20
attitude towards changes I consciously assess events at work that may trigger my positive or negative emotions 100 0 0
problem resolution I solve a problem as soon as I encounter it, and that takes the worry out of my mind 48 52 0
Stress management stress tolerance I respond calmly to conflict and ambiguity 46 34 20
4 impulsivity control I don't let my impulsive emotions ruin my relationships with my colleagues 80 20 0
optimism An optimistic view of the problem allows me to see more possibilities for solutions 72 28 0
5 the mindset job satisfaction I get satisfaction from doing my job 100 0 0
acceptance of the organisation's values I share the basic beliefs on which the company's business is built 100 0 0
Source: developed by the author.
Table 2
Scale for assessing the degree of mutual influence of the variables analysed
Degree of influence of the factor (variable) Characteristics Degree of influence of the factor (variable) Characteristics
(+0,1)-(+1) Very little positive impact 0 Lack of impact
0,1-(-1) Very little negative impact
(+UH+2) Weak positive impact (-1.1H-2) Weak negative impact
(+2,1)-(+3) Moderate positive impact (-2,1)-(-3) Moderate negative impact
(+3,1)-(+4) Strong positive impact (-3,1)-(-4) Severe negative impact
(+4,1)-(+5) Very strong positive impact (-4,1)-(-5) Very strong negative impact
Source: compiled on the basis of data from [28, p. 383-394].
In order to analyse the mutual influence, the ten most significant, according to the author and experts, concepts were used — competences of human capital of a knowledge firm, including: ability to find and use information from various sources; ability to master new knowledge areas and skills; analytical skills; ability to think outside the box; communication skills, teamwork skills; proactivity; ability to express thoughts clearly; ability to use modern software products; ability to allocate time properly or time management skills; ability to use the Internet; ability to work in a multitasking environment. The degree of interaction among the variables was assessed using the scale presented in Table 2.
DISCUSSION
Based on the data obtained, a matrix of mutual influence of competences was obtained (Table 3). The study found that in 39 combinations out of 100 possible variations of mutual influence of competences there is no correlation (highlighted in blue).
The result of summarizing the expert assessment was the development of a fuzzy mutual influence matrix of intellectual capital development competencies based on the improvement of emotional competencies, which takes into account the degree of mutual influence of the factors. The intensity of the influence of variables was assessed based on the calculation of arithmetic mean values assigned by the experts for each predictor.
The matrix illustrated the most significant relationships between the variables, among which "Ability to learn new areas of knowledge and skills" and "Proactive attitude", "Ability to find and use information from different sources", "Analytical skills" and "Innovative search", "Communication skills, teamwork skills" and
"Interpersonal communication" and "Acceptance of organisation values", assessed and awarded by experts with "5" points.
The matrix also allowed us to determine the number of combinations of mutual influence variables characterised as "very weak positive influence", "weak positive influence", "moderate positive influence", "strong positive influence" and "very strong positive influence":
The next step in determining the development of intellectual capital as a function depending on emotional competencies was to construct an Ishikawa diagram (Figure 1), allowing the most significant casual relationships between the assessed predictors to be clearly identified. The Ishikawa diagram was used in addition to the existing logical analysis techniques to visualise interrelated processes and to develop optimal solutions for managing them. The colour and size of the lines in the diagram highlight the relationships similar to those in the fuzzy mutual influence matrix of intellectual capital development competencies based on the development of emotional competencies. The diagram can be reinforced by factors directly affecting the analysed competences, as well as second-order factors [28].
For example, competence K4 "Thinking outside the box" should be formed with the following emotional competencies as second-order factors: increased emotional self-awareness (intrapersonal aspect of emotional intelligence), increased social responsibility and empathy (interpersonal aspects of emotional intelligence), definition of a clear position towards change (adaptability), increased control over impulsive behaviour (stress management), development of an optimistic attitude (mindset).
Table 3
Matrix of mutual influence of competences
T1 T2 T3 T4 T5 T6 T7 TS T9 T10
Variables/impact investigated Self-esteem A proactive stance Self-actualisation An innovative search interpersonal communication Leadership initiatives Reality testing Problem solving Resilience to stress Acceptance of the organisation's values Variables investigated / mutual influence
К1 Ability to find and use information from different sources *** *** К1
К2 Ability to master new areas of knowledge and skills *** *** *** К2
К3 Analytical skills ,,, ,,, *** *** *** ,,, *** К3
К4 Ability to think outside the box *** *** *** *** *** *** *** *** К4
К5 Communication and teamwork skills *** *** *** *** *** *** *** *** *** *** К5
К6 Initiative and proactivity *** *** *** *** К6
К7 The ability to articulate and communicate your thoughts clearly *** *** К7
К8 Ability to use modern software products *** *** *** *** К8
К9 The ability to allocate time properly *** *** *** *** *** К9
К10 Ability to work in a multi-tasking environment *** *** *** *** *** К10
Variables/Impact investigated T1 T2 T3 T4 T5 T6 T7 T8 T9 T10
Source: developed by the author.
Thus, thanks to the information presented in the diagram, it is possible to assess the direction and degree of influence of the different variables (in our case, competences) on each other, the influence of first order and second-order factors on the analysed variables, depending on the task at hand.
CONCLUSiONS
Emotional intelligence is gaining increasing recognition as a criterion for overall organisational performance in various areas of the economy. Researchers conclude that a high level of emotional intelligence is necessary to meet the demands of
Fig. 1. ishikawa diagram for identifying casual relationships between the variables analysed
Source: developed by the author.
success in today's information society. Recognising and managing emotions in social contexts is important both for the personal, professional and career development of individual employees and for the organisation as a whole. It is interesting to note that according to the results of research by scientists in the field of social psychology, the cause of failure and achievement is not so much cognitive abilities of employees, but rather their ability to maintain social interaction, create a positive image and manage the perception of their own personality by others. A high level of development of emotional competencies of employees in an organisation positively affects the quality of intellectual capital of the organisation, as it is a condition for the unlocking of their potential professional opportunities, innovative search, increase in professional competencies and expert knowledge.
In addition, the emotional intelligence of employees is a factor in the development of structural capital of the organisation due to the fact that management processes, technologies and methodologies aimed at the implementation of business strategies function most effectively in an environment of transformational
leadership, team spirit, cooperation and search for innovative ways of organisational development. The high emotional intelligence of an organisation's staff is critical to building the relational capital of the organisation, as effective communication based on highly developed emotional competencies of staff is the key to sustainable market relationships, intra-organisational cross-functional relationships, and external relationships with suppliers, competitors, institutions, and customers. The use and development of the above-mentioned resources of an organisation — its human, structural and relational capital — depends to a large extent on the level of development of the emotional intelligence of the staff.
Consequently, the intellectual capital of an organisation appears to be an emergent or generated intangible asset within the resources of the organisation, the development factor of which is the emotional intelligence of the employees, the importance of which for a successful organisation increases in the information society. The interrelation of intellectual capital development competencies with the emotional intelligence of employees is difficult to
represent in the form of quantitative variables, so the interaction of variables can be ranked using subjective information about the predictors obtained through the involvement of experts. Expert assessments
allow identifying cause-effect relationships and patterns using the cognitive method and one of its components, the fuzzy mutual influence matrix of competencies.
REFERENCES
1. Khavandkar E., Theodorakopoulos N., Hart M., Preston, J. Leading the diffusion of intellectual capital management practices in science parks. In: Shipton H., Budhwar P., Sparrow P., Brown A., eds. Human resource management, innovation and performance. London: Palgrave Macmillan; 2016:213-231. DOI: 10.1057/9781137465191_14
2. Brenner M., Coners A. Process capital as strategic success factor: The Lufthansa example. In: vom Brocke J., Rosemann M., eds. Handbook on business process management 2. Berlin, Heidelberg: Springer-Verlag; 2010:5772. (International Handbooks on Information Systems). DOI: 10.1007/978-3-642-01982-1_3
3. Loseva O.V., Abdikeev N. M., Melnichuk M. V. The concept of intellectual capital management in the conditions of digitization of the economy. In: Int. conf. "Technology & entrepreneurship in digital society" (TEDS'19). (Moscow, November 13, 2019). Moscow: Financial University under the Government of the Russian Federation; 2019:42-48.
4. Mondal A., Ghosh S. K. Intellectual capital and financial performance of Indian banks. Journal of Intellectual Capital. 2012;13(4):515-530. DOI: 10.1108/14691931211276115
5. Grant R. M. Toward a knowledge-based theory of the firm. Strategic Management Journal. 1996;17(S 2):109-122. DOI: 10.1002/smj.4250171110
6. Loseva O. V., Abdikeev N. M., Melnichuk M. V. Method of qualitative assessment of the human intellectual potential at a digital enterprise. Revista inclusions. 2020;7(S 4-2):1-20. URL: https://revistainclusiones.org/ pdf25/1%20VOL%207%20NUM%20OCTDIC%20ESPECIAL2020%20REVISINCLUSIII.pdf
7. Barrena-Martínez J., Cricelli L., Ferrándiz E., Greco M., Grimaldi M. Joint forces: Towards an integration of intellectual capital theory and the open innovation paradigm. Journal of Business Research. 2020;112:261-270. DOI: 10.1016/j.jbusres.2019.10.029
8. Abdikeev N. M. Valuation of intellectual capital and intangible assets created based on innovative products and intellectual property. In: Fangqi Xu, ed. Proc. Int. conf. on creativity and innovation (September 10-12, 2018). Osaka: Japan Creativity Society, The Institute for Creative Management and Innovation, Kindai University; 2018:557-569. URL: http://www.icciosaka2018.net/
9. Andreeva T., Garanina T., Sáenz J., Aramburu N., Kianto A. Does country environment matter in the relationship between intellectual capital and innovation performance? Journal of Business Research. 2021;136:263-273. DOI: 10.1016/j.jbusres.2021.07.038
10. Ordónez de Pablos P. Evidence of intellectual capital measurement from Asia, Europe and Middle East. Journal of Intellectual Capital. 2002;3(2):287-302. DOI: 10.1108/14691930210435624
11. Abdikeev N. M., Grineva N. V. Models of the valuation of intellectual capital in the organization in the framework of the digital transformation. Problemy ekonomiki i yuridicheskoi praktiki = Economic Problems and Legal Practice. 2020;16(6):23-30. (In Russ.).
12. Abdikeev N. M., Grineva N. V., Loseva O. V., Melnichuk M. V. Development of intellectual capital theory in the context of economy digitalization. Moscow: KnoRus; 2022. 172 p. (In Russ.)
13. Yildiz S., Meydan C., Güner M. Measurement of intellectual capital components through activity reports of companies. Procedia - Social and Behavioral Sciences. 2014;109:614-621. DOI: 10.1016/j.sbspro.2013.12.516
14. Cvitanovic C., Colvin R. M., Reynolds K. J., Platow M. J. Applying an organizational psychology model for developing shared goals and interdisciplinary research teams. One Earth. 2020;2(1):75-83. DOI: 10.1016/j. oneear.2019.12.010
15. Wang X., Sadiq R., Khan T. M., Wang, R. Industry 4.0 and intellectual capital in the age of FinTech. Technological Forecasting & Social Change. 2021;166:120598. DOI: 10.1016/j.techfore.2021.120598
16. Ninivaggi F. J. Learned mindfulness — an emotional intelligence perspective. In: Ninivaggi F. J. Learned mindfulness: Physician engagement and M.D. wellness. London; San Diego, CA: Academic Press; 2020:73-100. DOI: 10.1016/B 978-0-12-816484-6.00004-X
17. Mayer J. D., Roberts R. D., Barsade S. G. Human abilities: Emotional intelligence. Annual Review of Psychology. 2008;59:507-536.
18. Goleman D. Emotional intelligence: Why it can matter more than IQ. New York, NY: Bantam Books; 1995. 326 p.
19. Pezzulo G., Rigoli F., Friston K. J. Hierarchical active inference: A theory of motivated control. Trends in Cognitive Sciences. 2018;22(4):294-306. DOI: 10.1016/J.TICS.2018.01.009
20. Hughes D. J., Evans T. R. Putting 'emotional intelligences' in their place: Introducing the integrated model of affect-related individual differences. Frontiers in Psychology. 2018;9:2155. DOI: 10.3389/fpsyg.2018.02155
21. Pertides K. V. Trait emotional intelligence theory. Industrial and Organizational Psychology. 2010;3(2):136-139. DOI: 10.1111/j.1754-9434.2010.01213.x
22. Altindag E., Kosedagi Y. The relationship between emotional intelligence of managers, innovative corporate culture and employee performance. Procedia — Social and Behavioral Sciences. 2015;210:270-282. DOI: 10.1016/j. sbspro.2015.11.367
23. Drucker P. Innovation and entrepreneurship. New York, NY: Harper and Row; 1985, 268 p.
24. Rather M. A., Khan M. A. Creativity and emotional intelligence: A comparative study on emotional intelligence of creative writers. Research Review Journals. 2020;5(5):99-106. DOI: 10.31305/rrijm.2020.v05.i05.022
25. Mhatre K. H., Riggio R. E. Charismatic and transformational leadership: Past, present, and future. In: Day D. V., ed. The Oxford handbook of leadership and organizations. London: Oxford University Press; 2014:221-240.
26. Cheung M. F.Y., Wong C. Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal. 2011;32(7):656-672. DOI: 10.1108/01437731111169988
27. HIC Capital Group — investment hub on the international stage. URL: https://www.hic-capital.com/investments (accessed on 09.09.2021).
28. Melnichuk M. V. Revisiting the building of cognitive maps of human capital development competencies. Upravlencheskii uchet = The Management Accounting Journal. 2021;(8-2):383-394. (In Russ.).
29. Prezenski S., Brechmann A., Wolff A., Russwinkel N. A cognitive modeling approach to strategy formation in dynamic decision making. Frontiers in Psychology. 2017;8:1335. DOI: 10.3389/fpsyg.2017.01335
30. Zagranovskaya A. V. System analysis on the basis of imprecise cognitive cards. Vestnik Rossiiskogo ekonomicheskogo universiteta imeni G. V. Plekhanova = Vestnik of the Plekhanov Russian University of Economics. 2018;(4):152-160. (In Russ.). DOI: 10.21686/2413-2829-2018-4-152-160
ABOUT THE AUTHOR / ИНФОРМАЦИЯ ОБ АВТОРЕ
Я Marina V. Melnichuk — Dr. Sci. (Econ), Professor, Head of the Department of English for Professional Communication, Financial University, Moscow, Russia
Марина Владимировна Мельничук — доктор экономических наук, профессор, руководитель департамента английского языка и профессиональной коммуникации, Финансовый университет, Москва, Россия https://orcid.org/0000-0001-5549-8107 mvmelnichuk@fa.ru
Conflicts of Interest Statement: The author has no conflicts of interest to declare. Конфликт интересов: автор заявляет об отсутствии конфликта интересов.
Article was submitted on 05.06.2023, revised on 07.06.2023, and accepted for publication on 08.06.2023. Статья поступила в редакцию 05.06.2023; после рецензирования 07.06.2023; принята к публикации 08.06.2023. The author read and approved the final version of the manuscript. Автор прочитала и одобрила окончательный вариант рукописи.
