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Emotional Capital for Building Sustainable Business Performance Dan Candea, Rodica M.

Candea Technical University of Cluj-Napoca, Cluj-Napoca, Romania dcandea@alum.mit.edu rcandea@gmail.com Abstract: The paper relies on an interdisciplinary approach to treating a source of business performance that is often overlooked or superficially acknowledged by practicing managers: developing the emotional knowledge (EK) and expanding the emotional capital (EC) of organizations. We show that EK and EC also influence the sustainability of business performance. Sustainable business performance is defined as the capability to deliver profits over the long term to shareholders, for which purpose the short term and the long term have to be integrated. EK is considered an integral of emotional information and abilities, prior emotional experiences, and emotional insights that provide a framework for evaluating and incorporating new experiences. It resides at the level of individuals, groups, organization, and their interactions. We maintain that when EK is put to work by exercising emotional competencies, EC is generated as an important intangible asset of an organization. EC affects directly the work climate and the organizational development process, spurring work performance and implicitly business performance on. Traditional approaches to business performance focused exclusively on private interest cannot guarantee long-term success. When aspiring to sustainable business performance, other factors should be considered too. Those factors originate from the organizations responsibilities that extend beyond its economic purpose and function, to protecting and developing its operating environments, social and natural, which could support in return the organization for long-term prosperity. EC is a tremendous asset for carrying out those responsibilities. In an organizations interactions with its internal and external stakeholders EC plays mediator role. The stakeholders are individuals and groups that have needs and expectations relative to the organization and can influence, directly or indirectly, its long-term performance. The employees, as individuals and groups who are intimately tied to the workings of the organization, are its internal stakeholders. The external stakeholders can be shareholders, customers, suppliers, financial institutions, local communities, authorities, etc. A business addresses the needs and expectations of stakeholders by exercising corporate social responsibility, whose effectiveness hinges on the emotional competencies involved in the interactions. The EC can therefore be regarded as a twocomponent asset: the internal and external EC. The internal EC bears on the goodwill, enthusiasm and loyalty of the internal stakeholders, reflected in their work performance. Strongly connected with internal EC is the external EC, which has an impact on the perception of the external stakeholders of the organizations behavior and brand value, on their understanding and goodwill, and on their support. All these affect the sustainability of business performance. Consequently, both the internal and external EC have to be managed strategically. The paper advances a conceptual model, derived from the above considerations, that presents how EC can add to the organizations energy for pursuing sustainable business performance. The model helps managers set strategic objectives and conceive practical approaches for taking charge of the process. The paper also highlights ECs support for the creation of benefits for both business and society, as an approach to better prospects for sustainable business performance. Key words: emotional capital, emotional knowledge, emotional competencies, sustainable business performance 1. Sustainable business performance (SBP) This work is part of a larger project that researches the organizational factors that influence the sustainability prospects of organizations, having as the main goal to identify approaches and to formalize tools for managerial intervention.

Our paper focuses on identifying factors that affect business performance and sustainability. We have in view factors that are located in the area of organizational emotional knowledge (EK) and emotional capital (EC) development. By sustainable business performance (SBP) we understand the capability to generate profit both in the short and long term. An organization undertakes various actions that lead to SBP of which some target immediate business performance, others aim at building organizational capability to produce long-term efficiency. Although it is not a sound managerial practice to think about the short term and the long term separately, for the purpose of analysis we will identify the two perspectives distinctly and emphasize that the integrated approach leading to SBP requires an extra effort. We will show that EC is a potent influence factor for both perspectives. Management has always felt responsible for business performance and, many times, that concern proves to be short-term oriented. Even under these circumstances, in pursuit of efficiency enlightened managers look upon employees as individuals who lend their intellectual and emotional capabilities to the organization to the extent they are stimulated to do so. Employees can offer the company more than their physical strength, knowledge and rational thinking and, for this to happen, they should be energized by positive complex emotions of enthusiasm, passion for their work, pride, devotion, etc. The organization, through its management, plays an important role in impelling employees to work decisively towards business performance, for which purpose the aforementioned emotions are a prerequisite. When the sustainability of business performance is at stake, however, managers focus has to broaden from narrow business self-interest to taking into account societal concerns related to the social and physical environments. An organization has a variety of stakeholders, individuals, groups, and organizations, who have diverse interests, needs and expectations relative to the organizations activities and who can affect, directly or indirectly, SBP. The group of internal stakeholders consists mainly of employees (managers and non-managers, unions, special interest groups in the organization), who are intimately involved with the workings of the organization. The employees are a non-homogeneous group of stakeholders who place specific demands and expectations on how they are treated, on how responsible the organization is relative to the workplace health and safety, on the organizations moral stand on societal issues. The external stakeholders are the shareholders, other investors, customers, suppliers, NGOs, public authorities, communities, individuals and groups, who affect or can be affected by the actions of the organization. These stakeholders exert pressure on the organization to assume responsibilities for: ! protecting the natural environment by reducing the pollution generated by the companys processes and by diminishing non-renewable resource consumption, ! proper consideration for the welfare of the employees, who run the companys processes, ! ethical business conduct, ! contributing to the prosperity of the surrounding community and the society at large. A summary of the preceding views is presented in Figure 1, which affirms that SBP has good prospects when the organization creates simultaneously benefit for the company and society while protecting the environment. Responsibility to create benefit for the company

SUSTAINABLE BUSINESS PERFORMANCE [SBP]

Responsibility to protect the physical environment Figure 1: Three determinants of Sustainable Business Performance (SBP)

Responsibility to create benefit for society

EK plays a role in almost any factor that influences people performance and organizational effectiveness.

In what follows, we will show how using EK and emotional competencies can lead to developing an organizational asset, the EC, which, if invested in the interactions inside and with the outside of the organization, contributes to SBP. 2. Emotional knowledge (EK) People are physical, intellectual and emotional beings, they first feel and then think and cannot always be rational. Emotions can support or sabotage our thinking depending on the emotional competencies we have. Emotional competencies are manifestations of the emotional intelligence defined as the ability to carry out accurate reasoning about emotions and the ability to use emotions and EK to enhance thought (Mayer, et al., 2008). Emotions motivate our actions, help us make decisions, be creative, relate better to other people. They help us learn from our previous experiences and change. They are what energize us, what urges us to act. They influence how we process information, affect our interpersonal relations and create the interface between the stimuli from the environment and the urge to adopt a certain behavior towards work and workrelated performance. Emotions help us harmonize with ourselves and with the social environment. The emotional memory determines our mentality, prejudices and value system. EK is a dynamic mix of framed emotional experiences and abilities, emotional information and its understanding, values, beliefs, feelings, and emotional insights that provides a framework for evaluating and incorporating new experiences (Davenport & Prusak 1998). EK is essential in knowing how to label emotions and recognize relations among emotions, how to interpret the meaning emotions convey, how to understand complex feelings and recognize likely transitions among emotions, how to identify the causes of emotions, how to foresee the consequences of emotions and how emotions evolve (Mayer, et al., 2001). EK acquisition involves complex perceptual processes, experiencing and learning, communicating, associations, and reasoning. EK can be developed through a set of mechanisms and organizational practices and activities that include facilitating relationships and dialogue, teamwork and openly discussing emotional states, joint problem solving, sharing EK across organization. The EK found at the level of individuals builds mutual influences and integrates at group level, generating an emotional climate that in turn affects the individual EK. EK influences information processing by making it profound or superficial, accelerated or slower, correct or distorted, depending on the emotional climate (Druskat & Wolff 2001). Emotional toxicity is a performance killer and emerges primarily through toxic relationships, the same way emotional intelligence and competencies emerge primarily through productive relationships. Organizations should have in place policies and practices to ecologize the work climate (Frost, 2003), and emotional competent managers. Accumulating organizational EK takes place in three stages, which can be either sequential or can overlap: acquisition, transfer, and exercising the EK. Acquiring EK is the stage in which the organizations members accumulate information of an emotional nature, individually and in groups, originating from their own and others experiences, from their own and others successes and failures, and by training and experimenting. The stage of EK transfer (dissemination) occurs by open dialogue on the emotional experiences encountered in the work process, in problem solving or in decision making (Candea, 2008). Exercising the knowledge is the last stage, in which EK emerges through the practice of emotional competencies. The individual and collective EK, explicit or implicit, constitutes the emotional memory of the organization. The unfolding of the EK accumulation processes is bolstered by communication both at the cognitive and affective levels. The psychologically complex nature of communication can create many problems because of emotional distortions, which raise perceptual filters in the communication process (Candea & Candea 2008). 3. Emotional competencies and emotional capital (EC) Emotional intelligence consists in the capability to perceive, access, control and generate emotions in a controlled manner. The existence of a superior emotional intelligence assumes an extensive EK and

manifests itself by significant personal and social (interpersonal) emotional competencies. These refer to self-awareness and social awareness, and self-management and the management of interactions (Goleman, et al., 2002). Emotional competencies allow the individual to think, feel and act in a way that integrates the information contained in the emotions. Individuals are born with a certain emotional potential (demonstrated by emotional sensitivity, emotional memory, emotional processing, and emotional learning), which can be developed or inhibited over lifetime by education in the family, learning institutions or the work place, depending on the lived emotional experiences. Emotional competencies are shaped by the innate emotional potential and its augmentation by learning and experimentation, by the accumulation of EK. EC gets generated when the organizations members are motivated to exercise their EK, to practice their emotional competencies. EC is the source of the collective emotional energy, which reveals itself through the employees level of passion and enthusiasm for their work, through their work performance, loyalty level and attachment to the organization, involvement and availability to assume responsibilities. The emotional energy of the organization is a measure of the EC and reflects in the internal and external interactions of the organizations members, in the organizations behavior in its operating environment. Figure 2 presents the processes that can magnify the employees emotional potential in the work place and turn it into the EC that feeds the organizations emotional energy.

ORGANIZATIONS EMOTIONAL ENERGY

EMOTIONAL CAPITAL

Presence of emotional competencies at the managerial level A stimulating climate for practicing emotional competencies

EMOTIONAL COMPETENCIES MANAGEMENT OF INTERACTIONS SOCIAL CONSCIENCE SELF-AWARENESS SELF MANAGEMENT

-Learning about emotions -Expressing and experimenting emotions -Association and reasoning about emotions

EMOTIONAL KNOWLEDGE

Motivation and support for externalizing and putting the emotional knowledge to use

EMOTIONAL POTENTIAL

Figure 2: Mechanisms for generating organizational EC and emotional energy The dashed lines indicate the conditions under which these processes can take place. Organizational policies and practices, and the management style can create the conditions. The emotional competencies are displayed in the hierarchical order of their interdependency (Cherniss & Goleman 2001). In the current business context, the interactions among individuals, groups and organizations are factors that affect the evolution of an organization. Business performance is thus related to interactions, and better interactions can bolster competitive advantage. 4. Communication at emotional level Any interaction takes place through verbal and nonverbal, oral and written communication. There are three kinds of interactions depending on the nature of the work (Bradford, et al., 2005): - transformational take place in the processes of extracting raw materials or converting them into

finished goods, which are specific to operators performing industrial types of jobs, transactional routine (rule-based) interactions, which stay the same over time and are typical of clerical jobs, and the like, tacit interactions complex, requiring a higher level of judgment, characteristic of jobs in which the employee repeatedly faces one of a kind situations.

The tacit interactions originate in the heads of people, requiring employees to analyze rational and emotional information. This means that these interactions must often draw on emotional knowledge and competencies. They are complex, ambiguous, requiring a high level of experience, instinct, judgment at rational and emotional levels. While one can improve transformational interactions through process design, and transactional interactions by providing procedures and structures, tacit interactions require a flat hierarchy, individual empowerment, EK and emotional competencies, and an emphasis on networking. Tacit interactions are becoming central to economic activity today because workers involved in tacit interactions make up the fastest-growing segment of employees. The shift from transactional to tacit interactions requires organizations to think differently about interactions and transparency, about management style and how to improve performance, and also about their communication technology investments (Candea & Candea 2009). Emerging technologies (e.g., web interactive social communication tools including intranet, wikis, collaborative software, multiple-source videoconferencing) offer the technical support for organizations to extend the impact of tacit interactions. These technologies can facilitate, speed up, and progressively cut the cost of such interactions. The tacit interactions within an organization and between an organization and its external stakeholders open up the opportunity to create capabilities that competitors can not easily duplicate. Advantages built on tacit interactions are long-term. To illustrate, a company could use tacit interactions between its marketing staff and customers to comprehend customers needs and preferences and then cater to customers expectations more effectively. However, most of today's organizational models aim to maximize the performance of transactional or transformational interactions. The rigidity of traditional organizational models too often limits innovation and learning (Bradford, et al., 2005). Interactions are performed through communication that can take place at three levels (Candea & Candea 2005): Cognitive level logical, rational, objective. It aims at thinking and communicates, for example, facts, data, numbers, and technical information. Emotional level subjective, symbolic, having a certain emotional charge. Opinions, perceptions, experiences, reactions, values and the like are communicated at this level. Behavioral level observable as the decision to act in a specific way. It is a manifestation of what we think and feel which reflects the actual feelings and thoughts closer or in a distorted way depending on the emotional filtering. In some organizations, communicating at the cognitive level is preferred because of the widespread belief that emotions are undesirable in the workplace. The proponents of this belief disregard the fact that all normal individuals experience emotions, which accompany any interaction. Denying or prohibiting those leads to dissimulated emotions and distorted communication. Reluctance to accept emotions as a source of information, influence or motivation originates in emotional incompetence, in the inability to understand and control ones own emotions and to understand and act effectively on others emotions. 5. Emotional climate, emotional energy and the attitude towards Corporate Social Responsibility (CSR) An important class of interactions in which the emotional energy plays a major role is the class of interactions with the stakeholders, which, in part, appear as CSR activities. CSR is a responsibility assumed voluntarily by an organization that materializes as respect for human rights in general and employee rights in particular, environmental protection, community involvement and corporate volunteerism, supplier relations and minority purchasing, corporate philanthropy, corporate reporting and transparency, lack of corruption, adoption of moral principles and codes, consumer education, product and service stewardship, collaboration with stakeholders, etc.

CSR may be regarded as a contract with the stakeholders, freely undertaken by the organization, from which, in exchange for the incurred expenses, the organization gains advantages in terms of improved image, higher sales, lower costs, mitigation of risks, etc. CSR activities can contribute towards establishing a social dialogue, developing relationships and even partnerships that can lead not just to social cohesion but can also bring important benefits to both sides, such as mutual support, anticipation of future changes and risks etc. A socially responsible corporation can create value for society in various ways, besides bringing products and services to markets. There is a strong connection between an organizations attitude towards social responsibility and the condition of its emotional energy. The literature suggests that organizations can have reactive (R), defensive (D), accommodative (A) or proactive (P) attitudes towards CSR (Clarkson 1995). The reactive organizations deny their responsibility and do less than what stakeholders require. The defensive organizations admit responsibility but fight it by doing the least amount required. The accommodative organizations accept responsibility by doing all that is required. The proactive organizations anticipate the expectations and needs of stakeholders and do even more than it is required. Porter and Kramer (2006) discuss the organization that accepts and anticipates social responsibility, and integrates it in its core business strategy. As a result, CSR becomes an asset for the organization, a core value, and enhances the prospects for sustainable business performance. We denote this case by (S). The emotional energy of an organization can register several states defined by the intensity and type of the dominant emotions (Bruch & Ghoshal 2003): the comfort state, the resignation state, the aggression state and the passion state (Figure 3). An organizations different parts can have differing energy states depending on the prevailing emotional climate.
Intensity of emotions
Aggression state
[R-D; A-P for unilateral advantage]

Passion state
[A-P, S]

Resignation state
[R-D]

Comfort state
[R-D, residual A-P]

Type of emotions

Figure 3: States of the organizational emotional energy and the attitude towards CSR (R-D: reactivedefensive attitude; A-P: accommodative-proactive attitude; S: CSR objectives intertwined with business strategy) The comfort state is distinguished by an emotional climate dominated by positive emotions, although low in intensity, such as calm, contentment, relaxation, tranquility. In this state, an organization lacks the vitality and the emotional tension required for initiating major changes or significant interactions. Employees are satisfied with their condition even if business performance (financial results included) is inadequate. Interactions with stakeholders continue with inertia but are sporadic and motivated by company selfinterest or by the pressure from some stakeholders. The attitude towards CSR is most likely of a reactivedefensive or residual accommodative-proactive type, depending on the activities that were carried on in the prior successful period. CSR actions will continue for a while but lose momentum and fade away. Without an intervention the emotional energy will regress to resignation. The characteristic of the resignation state are the negative emotions (frustration, disappointment, suffering, lethargy etc.) of reduced intensity. Employees tend to be indifferent to the organizations objectives and lost their hope for better days. Interactions with the stakeholders are, in the best case, limited to the internal stakeholders. The attitude towards CSR is reactive-defensive, CSR initiatives tend to be neglected or, if pressure is exerted, they will be maintained at the lowest possible level. Organizations in the aggression state have a tensioned emotional climate, charged with strong negative emotions, which feed the organizations competitive spirit. This negative tension could be targeted against the common enemy in order to overtake it. Relations with stakeholders are used as a way to bring immediate profit and unilateral advantage. It is unlikely that the aggressive organization will invest in strategic CSR activities. The attitude towards CSR is of a reactive-defensive or accommodative-proactive kind. This state cannot last for a long time. Success is threatened by the regression to a comfort state, then

failure by resignation. In the passion state organizations have an emotional climate dominated by strong positive emotions, by self-confidence, pride, enthusiasm for what people intend to achieve, enjoyment for completed work, esprit de corps. Interactions with stakeholders are multiple and complex, often in the form of partnerships, and target joint benefits. The attitude towards CSR is accommodative-proactive and the tendency is to incorporate CSR in the business strategy. Organizations in this state can weather crises easier and emerge stronger. Employees can withstand failures better because they are sustained by their relations. 6. Strategies for SBP buildup by employing emotional capital Emotional states exist at individual, group and organizational levels and affect the capability of people to become self-aware, high performing, to relate and collaborate, and generate a collective emotional intelligence. Emotions affect all processes either targeted directly to the market or aimed at internal functions, such as organizational communication, human resource activities, managing change, etc. They influence the organizations capability to strengthen its business performance while acting responsibly towards its social and physical environments. Instead of disregarding them, the emotional states of an organization should always be taken into account when managing that organizations processes. We elaborate on the two ways in which emotions can help organizations achieve SBP (Figure 4): - by investing the emotional energy in pursuing market-related performance, and - by applying the emotional competences in the interactions with relevant internal and external stakeholders. The scheme in Figure 4 starts off from the EC generated by capitalizing on the EK (as described in Figure 2), from which the emotional energy stems and reflects in the four states presented in Figure 3. Using the internal EC to improve the emotional work climate serves a companys business objectives through better employee performance; business growth and market-related performance are expected. At the same time, the EC invested in the interactions with the stakeholders will favor the adequacy of CSR actions. The two directions in employing the EC contribute to increased prospects for the sustainability of business performance, so we recommend that any business strategy implementation should use and monitor the EC and the organizations emotional energy. SUSTAINABLE PERFORMANCE: BUSINESS ENVIRONMENT SOCIETY Emotional energy invested, through emotional competencies, in the interactions with internal and external stakeholders Emotional energy invested, through emotional competencies, in marketrelated-performance and business growth

EMOTIONAL ENERGY

EMOTIONAL CAPITAL Figure 4: SBP buildup mechanism based on managing organizational emotional energy It is a generally held view that negative emotions are counterproductive and, consequently, human resource management actions focus on reducing or eliminating them. However, research on emotions in organizations suggests that in major change processes negative emotions make an important contribution, together with developing positive emotions (Quy Nguyen Huy, 2005). Therefore, the strategies for developing and mobilizing the emotional energy required to achieve SBP can be grouped in two diametrically opposed categories: strategies based on negative emotions and on positive emotions. The strategies founded on negative emotions intend to channel the EC associated with the comfort and resignation states towards the aggression state by focusing attention and efforts on the threats to the organization, and by concentrating negative emotions and the associated energy on overcoming

obstacles. The strategies based on positive emotions aim at directing the EC towards the passion state by awakening and feeding positive emotions and enthusiasm for an attractive and inspiring vision. These strategies bank on strong positive emotions, capable to engage the dreams of people and bring about willingness for heroic effort. Leaders should harness employees passion with such a force as to overcome passivity, resignation, complacency with existing conditions. The strategies should be used in the context of the existing condition. When an organization is in a critical situation, such as the risk of bankruptcy, it is unlikely to induce an emotional climate of enthusiasm. Similarly, if no imminent threat is in sight aggressiveness is not justified, not credible. When an organization is in a state of resignation, experiencing negative low intensity emotions, and is confronted by a threat, it is unlikely that employees are able to push themselves to the limit of the emotional energy required to fight the danger. They need to develop positive emotions and the vision of a better future that would energize them out of the current state. They need leaders who can generate enthusiasm and sustain it. The case is different with organizations in a state of comfort. Employees experience relative satisfaction and the level of emotional energy generated by the weak positive emotions is low. Under this condition, by promising a better future it is difficult to induce in them a positive energy strong enough and lasting. They should rather be energized by sensitizing them to an imminent threat, which should stimulate negative emotions of aggressiveness. All these situations, characterized by various emotional charges, reflect in an organizations attitude towards its internal and external stakeholders and in the way the organization exercises its responsibility regarding the social and physical environments. They all affect SBP. 7. Conclusions We treated the sustainable business performance in an interdisciplinary manner, from within the fields of emotional capital and management science using practical organizational sociology and psychology approaches. We highlighted the relationship among EK, EC and the emotional energy of an organization. The organizations emotional energy can be regarded as a measure of its EC. A practical implication is that EC can be and should be developed as a collective, organization-wide capability, through individuals relating with each other at emotional level. Management communication, internal and public, plays a crucial role in this endeavor and the competency of communication at the affective level can be turned into a competitive factor. A key aspect for increasing the prospects for business performance sustainability is the interaction with the internal and external stakeholders. Embedding CSR and ethics in all organizational processes, infusing the CSR spirit into all departments, engaging stakeholders through leadership, CSR reporting and web social interactions can benefit from the managers emotional competencies and the organizations emotional capital. The paper calls attention to the fact that traditional approaches to business performance focused exclusively on private interest cannot guarantee long-term success. When aspiring to sustainable business performance, other factors should be considered too. By identifying those factors our conceptual model helps managers set strategic objectives and conceive practical approaches for taking charge of the process. References Bradford, C. , James, M. and Lareina, A. Y. (2005) The next revolution in interactions, [online], http://www.mckinseyquarterly.com/Organization/Strategic_Organization/The_next_revolution_in_interactio ns_1690?gp=1 Brown, J.S, and Hagel, J. (2005) From Push to Pull: The Next Frontier of Innovation, [online], The McKinsey Quarterly, October 19 pp 83-91 http://www.johnseelybrown.com/pushpull.pdf Bruch, H. and Ghoshal, S. (2003) Unleashing organizational energy, MIT Sloan Management Review, Fall pp 45-51. Candea R.M. (2008) Comunicarea manageriala etica in dezvoltarea organizatiei sustenabile, Revista de management si inginerie economica, Vol 7, Nr 1, pp 27-40.

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