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This study aims to investigate the efforts and role of technology leaders in achieving organizational commitment to sustainability through mediating the role of green HRM practices and moderating the role of green knowledge sharing.

This empirical research study is based on two theories: upper echelon theory and social capital theory, in which data were collected from 284 permanent faculty employees belonging to the government, semi-government and private HEIs recognized universities of Pakistan.

The results confirm that the technology leadership style has a significant impact on organizational commitment to sustainability. Whereas green HRM practices as a mediator and green knowledge-sharing behavior as a moderator have also significant impacts on the organizational commitment to sustainability.

This study integrates the concept of technology leadership as a strategy and green HRM practices as a process that jointly impacts organizational commitment to sustainability.

The purpose of this paper is to identify drivers and deterrents to sustainable procurement (SP) via field-level inquiry in the context of public sector higher education institutes in an emerging economy like Pakistan.

Unstructured interviews guided by the interview guide were conducted. The participants were selected via purposive sampling. A three-step process was carried out for data analysis. The first-order codes were generated from the views expressed by the informants. The descriptive codes (second-order categories) were developed, providing insights into the main factors. These codes helped to generate the third-order themes related to drivers and deterrents of SP.

The results reveal that interdepartmental cooperation is the most discussed driver, followed by government regulations. The most noted deterrents include a lack of interdepartmental cooperation, a lack of environmental laws and resistance to change. The participants have highlighted interdepartmental coordination as both a driver if available and a deterrent if not available.

The identified drivers and deterrents shall help the managers and policymakers as a guide while transitioning from traditional procurement to SP.

With the increased focus of the higher education commission Pakistan on implementing green practices in higher educational institutes, this study proposes the understanding of a systematic and holistic view of SP by proposing a theoretical framework.

In this study, the authors aim to explain the mechanism between transformational leadership and job crafting. They predict that job-based psychological ownership (job-based PO) mediates the relationship between transformational leadership and job crafting. Furthermore, job-based PO is more effective when employees have a high level of affective organizational commitment.

The authors collected time-lagged data through a paper–pencil survey from the sales department of large pharmaceutical companies in Pakistan.

The findings of this study suggest that job-based PO mediates the positive relationship between transformational leadership and job crafting. Moreover, the relationship of job-based PO with job crafting is moderated by affective organizational commitment such that the relationship was stronger at the high levels of affective organizational commitment than that of the low levels of affective organizational commitment.

On practical grounds, job crafting can be useful for individuals and organizations. On individuals’ side, it helps them to balance their job demands and resource; on organizations’ side, it provides a solution to the ongoing problem of disengaged employees and suggests managers identify new ways to support employees with their job redesign.

This study suggests that job-based PO and affective organizational commitment are important factors that influence the relationship between transformational leadership and job crafting.