OIQ or OEQ, which matters more: evidence from China

Abstract

Purpose The purpose of this paper is to compare the contribution of organizational intelligence quotient (OIQ) and organizational emotional quotient (OEQ) for intelligent organizations. Design/methodology/approach This paper develops a framework of OIQ and OEQ, based on the structure of intellectual capital (intellectual capital). Then, a specific questionnaire is designed and sent to ten national research institutes in China. Data from nine of them are analyzed as case study samples. Findings Data show that intelligent organizations are related with high OIQ as well as high OEQ. In the case of average-intelligent organizations, even if around high-IQ employees, “collective stupidity” caused by the failure of synergy of structural capital is the major gap to be a smart organization, just like a football team grouped by brilliant players always loses due to the dearth of coordination. OEQ, or the synergy between structural capital and human capital, is the critical point to avoid collective stupidity for organizations with intelligent employees. Research limitations/implications Research results are based on case study in a particular country. Measurement tools for OIQ and OEQ are in bound of the IC concept. Practical implications The paper helps organizations to find out the critical problems causing collective stupidity in a changing environment. Originality/value Analogic to human beings’ intelligence, this paper develops a frame of OIQ and OEQ, and compares their contribution to intelligent organization building in a changing environment.