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This study focuses on the Critical Success Factors (CSF) for developing sustainable entrepreneurship in the Pakistani telecommunication industry. Despite the efforts made by governments and stakeholders to stimulate sustainable entrepreneurship initiatives, contributions in the telecommunications sector are lacking. Therefore, this study has the major objective of identifying a transformation path for these firms. This is done by providing a theoretical framework for sustainable entrepreneurship in the telecommunications industry, focusing on managerial and operational practices that should be modified according to a set of CSFs identified by experts in Pakistani firms.

This article proposes a novel Multiple Attribute Decision Making (MADM) approach based on Grey Systems Theory (GST) and Best-Worst Method (BWM) while unveiling endogenous relationships among current managerial/operational practices and the CSFs for sustainable entrepreneurship in the telecommunications industry.

CSFs for achieving sustainable entrepreneurship in the Pakistani telecommunications industry were found to rely on a tripod, based on effectiveness, transparency, and accountability that are embedded within the ambit of managerial and operational practices, such as focusing and reducing digital illiteracy, targeting poor communities, helping the young in structuring start-ups.

This article contributes to the MADM research stream by proposing a novel use of the BWM technique based on GST to promote sustainable entrepreneurship CSFs in Pakistani telecommunications firms.

The study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.

The data were collected from 689 knowledge workers employed in Pakistan's service industry. The data collection was done through survey design. The data analysis was done through structural equation modeling using PLS-Smart.

Servant leadership was found to be related to psychological empowerment, job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between servant leadership and innovative work behavior. Additionally, psychological empowerment and job crafting were found to be sequential mediators between servant leadership and innovative work behavior.

The study delineated the link mechanism between servant leadership and innovative work behavior.