An Empirical Study on Emotions, Knowledge Management Processes, and Performance within Integrated Business Process Teams

This study focuses on the impact of knowledge management processes on the performance of business process teams, as well as the moderating role of team arousal variability on such relationship. Using a controlled research setting involving the use of an ERP system, our results show that not all knowledge management processes are beneficial for team performance, and that the variability within the level of team arousal moderates the relationship between knowledge management processes and team performance. This paper has implications in research on business process management, knowledge management, and electronic collaboration.