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The leader of the knowledge‐based organization is faced with the continuing dilemma of delivering the highest quality and most technologically innovative products or services at the lowest possible cost in a rapidly changing environment. This paper aims to start with the identification of the complexities of managing the knowledge‐based organization, using emotional intelligence to balance the interests of the individual and organization, and it may also be redefined as an organizational development process rather than an outcome.

In order to be effective the knowledge‐based leader must possess the characteristics most often associated with the description of emotional intelligence and must also be effective at injecting these same characteristics throughout the organization. Utilizing the premises of Stewart's intellectual economy and adapting the work of Buckingham and Coffman to the knowledge‐based organization, a series of questions is outlined to assist leaders, managers and workers in the improvement of emotional intelligence awareness and the utilization of emotional intelligence as an organizational development process.

Knowledge‐based organizations may benefit from the utilization of behaviors most often attributed to emotional intelligence, and emotional intelligence may be redefined as a process rather than an outcome for organizational development.

The knowledge working environment must utilize innovative processes to maintain the engagement and effectiveness of the workforce. Applying emotional intelligence as an organizational development process rather than an outcome, it becomes a strategy for the development of the individual and the organization concurrently rather than treating them as opposing interests.

Little research has been contributed to how the behaviors associated with emotional intelligence may be practically applied to enhance both individual and group decision‐making. The purpose of this paper is to identify practical approaches to the application of emotional intelligence to the decision‐making process. These practical approaches are designed to instruct and aid decision makers in the utilization of emotional intelligence skills to improve decision‐making.

Goleman's and Boyatzis et al.'s four essential elements of emotional intelligence and their associated 20 behavioral competencies are utilized to develop a methodology for the practical application of emotional intelligence skills to decision‐making. A series of questions and observations are outlined to assist decision makers in the improvement of emotional intelligence awareness, as well as the utilization of emotional intelligence skills to enhance decision‐making processes.

Organizations and individuals may benefit from the development and utilization of behaviors attributed to emotional intelligence. The practical application of emotional intelligence skills can enhance individual and group decisions and outcomes.

The practical application of emotional intelligence skills becomes a strategy for the development of the individual's and organization's ability to assess the impact and consequences of decisions, while simultaneously improving the quality and effectiveness of the decision‐making process.

The purpose of this paper is to describe the methods used and the qualitative success of organizational development (OD) supported efforts to alter the culture and enhance agency outcomes of an academic health center.

Myers‐Briggs, FIRO‐B, and DISC assessments plus consultations conducted by OD professionals determined emphasis should be targeted on people, structure, and processes to create a more strategic and action‐oriented environment. The OD process accomplished: the alignment of managerial and personal styles with job responsibilities; the development of a change ready culture; the initiation of a coaching/mentoring system for individual development; the identification and ownership of core values; the reestablishment of more transparent communications; and the redistribution of power within the institution.

The OD process created an environment where performance was valued and rewarded. The institution has experienced record growth in the number of physicians attracted to the institution and in the number of patients served. Operational and fiscal performance measures also achieved record results. Beyond the metrics achieved, the institution developed a high‐performance organization with relationships based upon trust and mutual respect.

OD provides the ability to challenge people in a collegial and a highly competitive environment. Thus, the capacity to continually improve and change is now built into the organization so it can adapt to changes in the external environment.

This paper aims to examine how long-lived firms can further develop through digitalisation in terms of actions, conditions and effects from a competitiveness perspective.

This exploratory study follows an inductive approach based on a survey conducted via interviews undertaken with nine long-lived Italian firms. The dimensions of the model (command, continuity, community, connection), elaborated by Miller and Le Breton-Miller (2005) in relation to longevity factors, were chosen to analyse digitalisation’s contribution to these long-lived firms’ development.

The digitalisation implemented by the analysed firms contributed in a variety of ways: (1) improved the efficiency and effectiveness of their business processes, (2) enhanced the understanding of customer experience, (3) supported their craftsmanship and the transmission of the knowledge included in the entrepreneurial path, (4) increased the awareness of the cultural value of the firms’ heritage and (5) allowed for the development of cutting-edge design skills by experimenting with content on different digital platforms and devices.

This study suggests managers of long-lived firms develop digital skills that allow them to interact with the rapid evolution of this context and understand how to effectively implement digitalisation in their specific firm. From this perspective, it is strategic to establish or strengthen collaborative network relationships to acquire such necessary skills.

This study provides novel empirical evidence on how long-lived firms are facing the challenge of digitalisation in terms of actions, conditions and effects to improve their competitiveness and ensure their survival.