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The main purpose of this paper is to examine the mediating role of psychological capital in the relationship between perceived psychological empowerment and employee satisfaction, normative organizational commitment and turnover intentions.

To test the proposed research model, the authors collected field data from seven telecommunication companies located in the Islamabad Capital Territory of Pakistan. Through a two-wave data collection design, a total of 411 participants reported their perceptions about psychological empowerment and psychological capital at Time 1 and their job satisfaction, normative organizational commitment and turnover intention at Time 2.

Results supported the hypothesized relationships, showing that psychological capital fully mediates the relationship between perceived psychological empowerment and employee job satisfaction, normative organizational commitment and turnover intention.

This study relied on cross-sectional data, which does not fully satisfy the conditions of establishing causality.

Results of this study will help organizations and practitioners to understand the importance of psychological empowerment and psychological capital and how they positively influence organizational performance, including employee job satisfaction, normative organizational commitment and turnover intention.

Drawing upon the self-determination theory of Deci and Ryan (2000), this study contributes to organizational behaviour literature by proposing and testing psychological capital as an underlying mechanism that can explain the impact of psychological empowerment on employee satisfaction, normative organizational commitment and turnover intention.

The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work.

To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance.

Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high.

To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

The purpose of this study was to examine whether servant leadership (SL) buffers the negative relationship between perceived organizational politics (POP) and employee performance outcomes.

Time-lagged multi source data were collected from 236 supervisor-subordinate dyads in a public sector university in Pakistan. SL, POP and several control variables were measured in subordinates at time 1, and supervisor ratings of organization citizenship behaviors and task performance were measured at time 2. The authors performed moderated multiple regression analysis to test the hypotheses underpinning the study.

Findings revealed that POP was negatively related to employee task performance and two types of organization citizenship behavior (individual and organizational). Findings also revealed that SL attenuated the negative effect of POP on employee task performance and the two types of organization citizenship behavior.

SL is particularly important in organizational cultures characterized by high politics; therefore, managers seeking to enhance task performance and citizenship behavior in employees should adopt this style of leadership if possible.

This is the first study conducted in the South Asian context that has examined whether, and how, SL buffers the negative effects of POP on employee task performance and organization citizenship behavior.

This study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of leader-member-exchange (LMX). Furthermore, this study also examines whether perceived organizational support (POS) strengthens the positive effect of servant leadership on LMX and subsequently, on employee organizational identification and career satisfaction.

Survey data were collected from 314 respondents working in hotels in United States of America (USA). Structural equation modeling (SEM), hierarchical moderation analysis and bootstrapping were used to test the study hypotheses.

Servant leadership was found to positively influence employee organizational identification and career satisfaction. Further, analysis revealed that LMX partially mediated the positive relationship between servant leadership and employee career satisfaction and fully mediated the positive relationship between servant leadership and organizational identification. However, although POS moderated the indirect relationship between servant leadership and employee’ career satisfaction, it did not moderate the indirect relationships between servant leadership and organizational identification.

This study provides insight into the nexus of servant leadership and organizational support in hospitality industry to foster the employee organizational identification and career satisfaction which are extremely needed for competitive advantage in hotel industry.

This study addresses recent calls for future researchers to investigate the important of servant leadership in the hospitality industry.

Using Pakistan's public sector higher education institutions as the study site, this study aims to empirically substantiate, under the theoretical underpinnings of job enrichment theory (Hackman and Oldham, 1976) and Maslow's (1943) theory of the hierarchy of needs, the impact of flexible work practices (FWPs), on employee work engagement and organizational attractiveness, with the mediating lens of work life enrichment.

Field data were collected at five higher education institutions located in the Islamabad Capital Territory (ICT) of Pakistan, using the convenience sampling technique and analyzed under the quantitative research paradigm.

This study substantiates with an empirical evidence that flexible work practices (FWPs) have a significant positive impact on both employee work engagement and organizational attractiveness. Markedly, the study findings reveal that the said impact is significantly stronger than that of sabbaticals. Furthermore, the study reveals that the positive relationship is mediated by work life enrichment, signaling its significance in understanding FWP's such impact on employee work engagement and organizational attractiveness.

The study findings provide significant implications for academia, practitioners, and policymakers, in evidence-based recommendations for higher education institutions to design and implement FWPs that are effective in enhancing employee work engagement and organizational attractiveness, and, in turn, leading to improved organizational performance.

This research study provides a novel contribution to the existing literature by exploring the combined impact of flexible work practices on employee work engagement and organizational attractiveness in the peculiar context of Pakistan's public sector higher education institutions. Additionally, the study's focus on the mediating role of work life enrichment further adds to its novelty.

The purpose of this study is to investigate employee trust in the leader as the underlying mechanism between transformational leadership and employees’ organizational identification and their continuous improvement efforts.

Survey data were collected from 282 employees, working in 8 different private and public sector organizations from the banking, higher education, telecommunications and health sectors in Pakistan. Structural equation modeling was used to test the study hypotheses.

The results support the hypothesized relationships showing that trust in the leader partially mediates the relationship of transformational leadership with organizational identification and continuous improvement efforts.

This study relied upon cross-sectional data, which does not satisfy the conditions to establish causality.

The results of this study will help organizations and practitioners to understand the importance of trust between transformational leaders and followers, which ultimately results in higher organizational identification and continuous improvement.

Using the broader framework of social exchange theory (Blau, 1964), this study contributes to the extant employee – organization relationship literature by proposing and testing trust in the leader as an underlying psychological mechanism that can explain the impact of transformational leadership on employees’ organizational identification and their continuous improvement efforts.

Using the frameworks of social exchange theory (SET) and conservation of resources (COR) Theory, this study examined the influence of servant leadership on employees' performance through the social exchange indicator (trust), and how perceived organizational politics (POP) influences these relationships.

Survey data were collected from 236 supervisor/subordinate dyads in a public sector organization in Pakistan. Structural equation modeling and bootstrapping were used to test the study hypotheses.

Servant leadership was found to positively influence employees' task performance and organizational citizenship behaviors (OCBs). Further, analysis revealed that trust in leader partially mediated the positive relationship between servant leadership and subordinates' task performance and OCBs. However, although POP moderated the indirect relationship between servant leadership and subordinates' task performance, it did not moderate the indirect relationships between servant leadership and OCBs.

This is one of the first studies to be conducted in the South Asian context, testing the relationship between servant leadership and employee performance through the social exchange indicator (trust) in a political organizational environment. Theoretical contributions, practical implications, study limitations and future research directions are discussed at the end of the study.

This study determines the relationship between small and medium-sized enterprises (SMEs) and their support providers during three phases: pre-conflict environment, during conflict environment, and the post-conflict (uncertain) environment with the reference to institutional theory in the northwest region of Pakistan where there is ongoing unrest between the authorities and the insurgents.

Using a qualitative approach, a total of 23 semi-structured interviews were conducted, 19 with the owner-managers of small manufacturing firms and 4 from small business support providers in the region.

The authors theorise the changing role of support agencies as differing institutional gaps, while conflict is destructive for SMEs and support agencies; paradoxically the crisis results in stronger relationships between the support providers and SMEs which was weaker in the pre-conflict environment. Such stronger relationship enhanced the cognitive pillar of institutional theory where entrepreneurship is supported by various groups including government agencies and SMEs to alleviate unemployment in the region which is one of the potential reasons of terrorism in the country.

The study may have value for policymakers who need to know more about how small businesses and support providers develop a support network in difficult regions and give a comprehensive framework to other conflictual regions who face similar circumstances.

This research contributes to the previous literature in several ways. First, the study reveals the impact of conflict environment on small businesses and support providers where a little research has been undertaken. Second, the study shows the support mechanism in three different intervals pre-conflict, during the conflict and post-conflict and how the Talibanization in the region has a positive impact by strengthening the support structure among small businesses and support providers. Finally, the study contributes to the growing body of literature on entrepreneurship in conflict environments.

This study aims to empirically investigate the impact of oil prices, political instability and changes in stability on the bank diversification of the two types of banking systems in the Middle East and North African (MENA) countries.

The study uses bank diversification, stability measurement of probability of default and Zscore by adopting the generalised method of moment for the data between 2007 and 2021. The authors estimate short- and long-run dynamic panel analysis and a robustness test.

The findings reveal that Islamic banks are slightly lower in diversification and stability than conventional peers in the region. Diversification increases with a positive increase in GDP growth, law and order, political stability, bank size, asset quality, oil price, return on equity, profitability and change in banking asset-based stability. The authors found consistency in the two stability measurements in both short- and long-run situations.

Despite the change in banking stability and economic growth and oil prices improved diversification, banks in the region are not diversifying during the crisis period and political instability. Therefore, policymakers should improve mechanisms to monitor the crisis and political unrest to avoid the systemic risk that adversely affects the system through macro-financial linkages in the region.

This study uses change dual stability measurements and oil prices to predict MENA region bank diversification. The authors extended the banking literature by estimating the relationship between crisis periods, political and banking stability, oil prices and other institutional indicators of banking diversification. This study uncovers the effect of the global crisis period on banking diversification and the impact of banking stability changes and validates the models through robustness tests.

The paper seeks to document attitudes and patterns of behavior in Pakistan's criminal justice system over the past 30 years.

A conceptual discussion and approach are taken following extensive interviews, conducted in 1992‐1993, with members of the police, judges, civil service bureaucrats, torture victims, psychiatrists, political detainees, criminal lawyers and others.

The patterns of behavior are longstanding and deeply rooted despite periodical changes in political leadership. Cynicism about law enforcement is widespread throughout the country and much crime goes unreported as a result. There is a lack of faith and support for police officials and legal safeguards for criminal suspects are often ignored.

The conditions in Pakistan's criminal justice system are explained theoretically with reference to the concept of hegemony in Pakistan's prevailing political culture.