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Purpose: The purpose of this study is to explore the role of internal branding (IB) in fostering branding citizenship behavior in the hospitality context as well as the mechanisms underlying the relationship.

Design/methodology/approach: This study obtained empirical evidence from 377 hotel employees in North Cyprus.

Findings: Our findings support the positive relationship between IB and brand citizenship behavior (BCB). The evidence was found for a dual and sequential mediating role of brand trust and brand commitment. Moreover, the organizational climate serviced as a moderator to influence the positive relationships between IB and BCB.

Practical implication: This study has shown that employees are rewarding firms involved in IB initiatives in the form of BCB – directly and indirectly –through trust and commitment. This finding can advance managers’ understanding, enabling them to better manage their IB initiatives to achieve the most effective outcomes.

Originality/value: The research advances convergence between IB and BCB research streams, which has been under-explored in the tourism context. Besides, it extends the IB and brand citizenship literature through a novel dual and sequential mediation mechanism and organizational climate as a novel moderator.

The objective of this paper is to extend the extant literature on the relationship between psychological safety (PS) and individual performance (IP) through the mediating influence of intrapreneurial behavior (IB). Therefore, the social exchange theory (SET) and psychological entrepreneurship theory (PET) are integrated to achieve this objective.

Survey method of data collection was engaged through self-administered questionnaire. The sample of 355 medium enterprises (MEs) production/operations managers was analyzed by means of partial least square (PLS) structural equation modeling (SEM).

The result shows that PS has a significant direct relationship with both IP and IB; likewise, IB has a significant positive influence on IP. The mediating influence of IB on the PS–IP relationship was also confirmed.

The result suggests that PS–IP relationship will be better explained when IB is fortified among managers. Therefore, MEs could stimulate production/operations manager performance by encouraging IB through PS–IP relationship.

To the authors’ knowledge, this paper is the first to study the influence of individual-level PS on the complete individual-level IB and the mediating influence of individual IB on PS–IP relationship. Moreover, the intraprenerurship literature is relatively lacking expressly among developing countries and precisely Nigeria. As such, the attention of researchers is important on the role of individual-level IB in MEs against the assumption that entrepreneurial events are limited to firm-level concerns.

The purpose of this study is to extend the existing literature on the relationship between psychological empowerment and individual performance (IP) through the mediating role of intrapreneurial behaviour (IB). Therefore, the empowerment theory (ET) and psychological entrepreneurship theory (PET) were integrated to nurture the IP of medium enterprises (MEs) production/operations managers by analyzing the mediating influence of IB on the psychological empowerment–IP relationship.

Survey method was engaged by means of self-administered questionnaire. Data were collected from a sample of 355 MEs production/operations managers and analysed with partial least square (PLS) structural equation modelling (SEM).

According to the results, Psychological empowerment (PE) has a significant direct relationship with both IB and IP. Equally, IB has a positive significant impact on IP. Moreover, the mediating influence of IB on the psychological empowerment–IP relationship was established.

The result implies that MEs can stimulate the IP of production/operations managers by encouraging IB through psychological empowerment–IP relationship. Therefore, the psychological empowerment–IP relationship will manifest better when IB is invigorated among production/operations managers.

To the best of the authors’ knowledge, this paper is the first to examine the mediating influence of IB on the psychological empowerment–IP relationship, which revealed a significant contribution to both entrepreneurship and organizational behaviour literature. The IB literature is relatively lacking, particularly among developing countries and in particular Nigeria.

The purpose of this paper is to extend the prevailing literature on the relationship between personality and individual performance (IP) through the mediation of intrapreneurial behavior (IB). This study, therefore, integrated the traits theory and the psychological entrepreneurship theory to improve the IP of medium enterprise (ME) managers by examining the mediating role of IB on the relationship between big five personality traits five factor model (FFM) and IP.

The paper used the survey method of data collection, through self-administered questionnaire. Partial least square structural equation modeling method was used to analyze the result of the sample of 355 production/operations managers.

The result study shows that three big five personality traits (conscientiousness, disagreeableness and emotional stability) have a direct relationship with IB. However, IB positively mediates the relationship between conscientiousness, disagreeableness and emotional stability on IP of production/operation managers.

The result implies that positive relationship between personality traits (conscientiousness, disagreeableness and emotional stability) and work performance will manifest better, only when the IB is encouraged among managers.

To the best knowledge of the authors, this paper is the first to examine the mediating effect of individual IB on FFM – IP relationship. Studies on IB were also limited especially in developing countries, Africa and specifically Nigeria. As such, individual IB requires the attention of researchers and managers in MEs against the assumption that entrepreneurial orientation is a firm-level activity only.

We consider conditions under which firms hire an intermediary advisor in acquisition deals. Although acquirers pay large advisory fees to investment banks for their assistance in acquisitions, we know little about the conditions under which acquirers form a relationship with an investment bank for an acquisition deal. Specifically, we examine the role of overall acquisition experience, acquisition experience specific to the target’s industry, prior relationship-specific experience, and deal size in relationship formation and continuation. We test their hypotheses using a dataset of US-based acquirers and targets between 1991 and 2015. Our findings provide nuanced insights into the role of acquisition experience for acquirer–investment bank pairing up on acquisition deals.

Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context.

Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software.

Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship.

This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.

This paper aims to investigate the impact of regulation and market competition on the risk-taking Behaviour of financial institutions in the Middle East and North Africa (MENA) region.

The empirical framework is based on panel fixed effects/random effects specification. For robustness purpose, this study also uses the generalized method of moments estimation technique. This study tests the hypothesis that regulatory capital requirements have a significant effect on financial stability of Islamic and conventional banks (CBs) in the MENA region. This study also investigates the moderating effect of market power and concentration on the relationship between capital regulation and bank risk.

The estimation results support the view that capital adequacy ratio (CAR) has no significant impact on credit risk of Islamic banks (IBs), whereas market competition does play a significant role in shaping the risk behavior of these institutions. This study report opposite results for CBs – an increase in the minimum capital requirements is followed by an increase in a bank’s risk level, which has a negative impact on their financial stability. Furthermore, the results support the notion of a non-linear relationship between banking concentration and bank risk. The findings inform the regulatory authorities concerned with improving the financial stability of banking sector in the MENA region to set their policy differently depending on the level of concentration in the banking market.

This study contributes to the literature on the effectiveness of regulatory reforms (in this case, capital requirements) and market competition for bank performance and risk-taking. In regard to IBs, capital requirements are less effective in requiring IBs to adjust their risk level according to the Basel III methodology. This study finds that IBs’ risk behavior is strongly associated with market competition, and therefore, the interest rates. Moreover, banks operating in markets with high banking concentration (but not necessarily, low competition), will decrease their credit risk level in response to an increase in the minimum capital requirements. As a result, these banks will be more stable compared to their conventional peers. Thus, regulators and policymakers in the MENA region should restrict the risk-taking behavior of IBs through stringent capital requirements and more intense banking supervision.

The practical implications of these findings are that the regulatory authorities concerned with improving banking sector stability in the MENA region should proceed differently, depending on the level of banking market concentration. The findings inform regulators and policymakers to set capital requirements at levels that would restrict banks from taking more risk to increase their returns. They are also important for bank managers who should avoid risky strategies in response to increased regulatory pressure (e.g. increase in the minimum required capital level of 8%), as they may lead to an increase in the level of non-performing loans, and therefore, a greater probability of bank default. A future extension of this study will focus on testing the effect of bank risk-taking and market competition on the capitalization levels of banks in the MENA countries. More specifically, this study will investigates if banks raise their capitalization levels during the COVID-19 pandemic.

The analysis of previous research indicates that there is no unambiguous answer to the question of whether IBs perform differently than CBs under different competitive conditions. To fill this gap, this study examines the influence of capital regulation and market competition (both individually and interactively) on bank risk-taking behavior using a large sample of banking institutions in 18 MENA countries over 14 years (2005–2018). For the first time in this line of research, this study shows that the level of market power is positively associated with the level of a bank’ insolvency risk. In others words, IBs operating in highly competitive markets are more inclined to take a higher risk than their conventional peers. Regarding the IBs credit risk behavior, this study finds that market power has a limited impact on the relationship between CAR and risk level. This means that IBs are still applying in their operations the theoretical models based on the prohibition of interest.

The purpose of this paper is to examine the relationship between internal branding (IB) and employees' brand commitment and analyze how transformational leadership (TFL) moderates this relationship.

Data were collected through structured questionnaires from 394 employees in Indian telecommunication sector. The hypotheses and conceptual model were tested by structural equation modeling (SEM), using Statistical Package for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS).

The results suggest that employees' brand commitment is higher when organizations implement IB supported by transformational leaders. Results also indicate that impact of IB on affective commitment (AC) and normative commitment (NC) is greater than its impact on continuance commitment (CC).

Consistent with the brand commitment dimensions, the findings present an empirically tested comprehensive and integrative model of IB moderated by TFL. This study provides scholars a deeper understanding of relationship among IB, employee's commitment and TFL. Though multicollinearity is addressed, presence of cross-sectional data is a limitation in the study.

The study would help practicing managers to gain a new perspective to manage their internal brand mechanisms through TFL style by stimulating change among employees and create emotionally committed brand advocates.

This paper suggests an empirically validated framework of IB tested for moderation effect by TFL. It adds value to literature by reinforcing the effect of IB employees' AC and NC, especially among customer contact employees who represent brand during customer service delivery in telecommunication sector.

For over four decades, IB scholars have been conceptualizing and empirically examining the organizational structure of the multinational corporation (MNC) without really placing relationships at the center of attention. It therefore remains unclear what characterizes those relationships beyond subunits’ roles, motivation, or control mechanisms. Relationship as a term has often been used but rarely defined in the IB literature on intra-firm networks. We develop arguments that position such relationships as the focal unit of analysis. We extend current IB literature to examine in detail the nature and dynamics of relationships in MNCs by borrowing insights from Industrial Marketing and Purchasing research, which focuses on the relational nature and dynamics of interactions between actors. We offer a theoretical framework and develop a conceptual model that brings to the fore the multiplexity and temporality of relationships in MNCs. We also argue that intra-MNC network relationships can be seen as an evolving process and advocate for shifting away from variance-based and typological views toward a process view for examining relationships. Theoretically, understanding what characterizes the nature of MNC intra-firm relationships and what processes contribute to structuring them provides important insights into the global configuration of the MNC and the required organizational design mechanisms needed for MNC existence and resilience. The study is timely and practically relevant in the sense that considering intra-firm relationships deserves even more attention in the current global economic environment when accessing external resources becomes costly and/or inefficient.

Globalization and accelerating product life cycles require use of time‐based manufacturing practices (TBMP) accompanied by organizational integration. Evidence has suggested that cultural integrative beliefs (IB) influence the presence of TBMP but research has not investigated two alternative theory‐based views: TBMP influences the formation of integrative beliefs; and TBMP and integrative beliefs interact to enhance performance. The purpose of this paper is to investigate the relationship between espoused values, TBMP and performance.

The authors empirically re‐analyze work carried out in 2004 by Nahm et al., using structural equations modeling and factor scores regression.

Support is found for the competing model that implies IB is a consequent of TBMP rather than an antecedent. This new theoretical perspective is not reconciled via the interaction model.

The authors' re‐examination suggests TBMP and IB are mutually reinforcing, implying that resources can be devoted to simultaneously implementing TBMP and IB, rather than a time‐consuming sequential strategy.

The paper is the first to empirically test three perspectives on how organizational culture and operations management practices interrelate. Conventional conceptions of cultural beliefs' role are questioned and a new perspective is offered. Additionally, the FSR method gives a structured approach to latent variable interaction modeling.