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This study aims to explore the challenges to knowledge sharing (KS) in the context of public sector universities in developing countries. Furthermore, it explores why knowledge hoarding behaviour is flourishing even when employees are encouraged to share their knowledge in organisations and are rewarded for doing so.

Research data were collected from vice chancellor, registrar, professors, assistant professors and lecturers using an interview technique. They shared their knowledge, expertise, experiences and understanding about issues relating to KS practices in public universities. These interviews were thematically analysed using the NVivo 11-Plus software and different themes emerged.

The results reveal that hoard knowledge to gain power, authority, influence, promotion opportunities and employee favouritism negatively influence KS practices. Furthermore, an unsupportive culture and a poor linkage between KS and rewards negatively influence KS practices in public sector universities.

The present study aids academic leadership in designing policies and strategies to enhance KS among faculty staff and to create a supportive KS culture. These results are useful for top management officials of public sector universities, especially in developing countries, and for policy makers, who can plan and execute effective policies to foster KS behaviour.

The originality can be viewed as a new window open towards the motivation of the university staff to hoard their knowledge instead of sharing it. This study gives the novel conceptual model based on why people do not share their knowledge and how KS practices can be fostered among the employees in public sector universities. Few studies have been conducted to explore KS issues in the real context of developing countries, and specifically in the Asian culture.

In recent times, organizations and leaders are focusing on new strategies to increase the success rate of organizational change (OC) implementation. Therefore, this study aims to uncover the sources and role of knowledge sharing (KS) to overcome the challenges of OC implementation.

For this research, data have been gathered from respondents based on their key designations by using unstructured interview method. Thematic analysis was then performed using the NVivo 11-Plus software.

It has found that employees in public sector organizations are opposing OC because of ineffective communication, and a lower level of employee participation in decision-making and barriers of, for example, a cultural, social, structural and political nature. Therefore, this study suggests how KS can be used to overcome the challenges of OC implementation.

KS has become necessary to ensure incremental and radical changes in the survival of dynamic businesses. The results are useful to enhance understanding regarding the role of KS in the context of OC among change leaders, researchers, academicians and policymakers.

The study provides meaningful and novel knowledge regarding role of KS to overcome the challenges of OC implementation. No prior research that contributes practical and theoretical knowledge in the perspective of KS and OC has been found, especially in the context of developing countries and Asian culture. Therefore, this investigation attempts to explore the role of KS and presented overarching conceptual framework in the real context of OC implementation.

Organizations are keenly interested to find out the causes of work disengagement that are harmful to achieve desired level of performance. Antecedents and levels of work disengagement vary across organizations and sectors due to differences in organizational culture. Therefore, the purpose of this paper is to determine the antecedents of work disengagement in the public sector organizations.

The research data were obtained from 303 employees of the public sector organizations using the self-administered questionnaires and cluster sampling technique. The research model proposed in this study has been examined by using the regression analysis and Hayes’s (2013) guidelines for moderation.

It is found that work disengagement increases because of managers’ personal preferences, unfairness, above the rule practices, negative political influence, work overload, and a lack of accountability in the workplace. The results reveal a positive association among organizational injustice, organizational politics, work overload, and work disengagement. Moreover, it is also found that organizational injustice is a strongest predictor of work disengagement. Bureaucratic culture of the public sector organizations has a strong strengthening effect on above-stated relationships.

The study has identified various practical implications related to top management, employees, union, and researchers. The study provides new avenues for senior managers of the services sector to eradicate the levels of work disengagement by improving fairness and perception of organizational politics in the workplace.

There is rare literature that investigates the link between work disengagement and organizational injustice, organizational politics, and work overload especially in the presence of interactive effects of a bureaucratic culture. Most of the studies on employee disengagement did not use the unbiased and significant sample size so their results cannot be generalized to larger population. Therefore, the current study has aimed to overcome the shortcomings of previous studies and brings a novel conceptual model on work disengagement.

The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.

In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.

The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.

The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.

A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.