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This study aims to focus on how informal value transfer networks, Hawala business in particular, used social exchanges in their business dealings. More specifically, the conducted research looked into how social exchange theory was used in Hawala business relationship initiation and management.

Twenty-one depth interviews were conducted with Hawala Network members, and Hawala customers, in Qatar, Saudi Arabia and Pakistan. The collected qualitative data were analyzed through content analysis and NVivo 11 software.

The study outcome indicated that Social Exchange Theory was a principal relationship driver in Hawala Networks. Especially, trust had a pivotal role in evolvement and nurturing of Hawala Network business and social exchanges. Other relationship variables, namely, reciprocity, religious affiliation, reputation and information sharing had a significant part in relationship building as well. Results supported a prominent influence of time in carefully controlled and rigorously assessed transformation of Hawala relationships. This metamorphosis converted an exchange from short-term into a long-term orientation where limited amount transactions changed into large sum transactions and restricted information exchange moved to elaborate information sharing. In addition, findings revealed that monetary and non-monetary interactions between Hawala Network members took the form of a homogeneous club, with shared social, cultural, religious and ethnic values. In particular, financially constrained and illiterate social groups preferred Hawala services due to ease of servicing in the form of minimal bureaucracy, fast transfers and low service charges. These marginalized fractions of society had limited access to formal banking which made Hawala business their main (and in most cases only) source for sending and receiving financial remittances. Hawala Networks provided an effective alternative to formal banking for disadvantaged communities.

This study provided unique and useful insights into the nature of social exchanges within Hawala Networks. Especially, it provided clarification on how informal networked businesses used Social Exchange Theory to by-pass the need for legal protection and formal contracts. Furthermore, the study highlighted the role Hawala business played in providing essential banking services (e.g. transfer of money and micro-lending) to educationally and economically deprived individuals.

The study aims to investigate students' attitudes toward using technology for micro-credential programs (MCPs) and their behavioral intention toward using MCPs for learning and enhancing their skills. The study also intends to investigate the moderating influence of labor market conditions (LMC).

A closed-ended questionnaire is employed to collect data from 474 participants through a convenience sample, from the university students in Karachi. Two theoretical frameworks are used in the study: technology acceptance model (TAM) and self-determination theory (SDT). The partial least squares structural equation modeling (PLS-SEM) technique is used to analyze data.

Findings reveal significant and positive relationships between all variables, except controlled motivation (CM) and perceived challenges. Moreover, the moderation results ascertain that the labor market does not moderate the relationship between attitude toward using technology for MCPs and students' behavioral intention toward using MCPs for learning.

The study seeks to understand students' attitudes and behavioral intentions toward using technology for MCPs. Also, the moderating effect of LMC is highlighted in understanding the impact of the attitude to use technology (AT) for MCPs and behavioral intentions in higher educational institutions (HEIs) in Pakistan. The study highlights intuitive practical implications for students of HEIs, universities and digital credential program providers.

Elucidating on the concrete outline of conservation of resource theory, this study aims to explore the links between work-family conflict and workplace thriving. In particular, this study has integrated depersonalization as a mediator and tested the moderated mediation effects of intrinsic motivation in work-family conflict and depersonalization relationships.

Data were collected using a sample of 357 doctors working across various public hospitals in India over two waves (T1 and T2) and was tested using AMOS and Process Macros.

Exploration reveals that work-family conflict is negatively associated with workplace thriving. The mediating role of depersonalization in between work-family conflict and workplace thriving was established. Moreover, the moderating role of intrinsic motivation in work-family conflict and workplace thriving via depersonalization was also established.

The present study makes a theoretical addition to the literature by investigating nuances through which work-family conflict relationships and thriving at the workplace can be affected. To date, such a relationship has not been established. The study also extends the role of depersonalization as an underlying mechanism between work-family conflict and workplace thriving, making an imperative contribution. This study also tested the moderating role of intrinsic motivation. Overall, these relationships are novel and have been seldom reported.

This study aims to explain the relationship of employee voice and turnover intention with the mediating role of top management team (TMT) conflicts. Moreover, this study also aims to find the moderating influence of union instrumentality among employee voice and TMT conflicts.

The study was conducted by using a quantitative approach and data was collected from 300 employees of the manufacturing sector of Pakistan through questionnaires. Data were analyzed by applying different statistical tools and tests through SPSS-21 and AMOS.

Results demonstrate that employee voice has a significant negative impact on employee turnover intention; TMT conflicts significantly mediate employee voice and intention to quit. However, union instrumentality is only initiated to moderate the relationship between employee voice and cognitive conflict.

This research focuses on the manufacturing sector and data have been collected from manufacturing firms situated in Gujranwala, Pakistan only. Moreover, the sample size of the study is also small. Therefore, the current study is an addition to the knowledge and understanding of the studied variables.

This study is of great use for managerial level employees because the adequate implication of employee voice can reduce turnover intention.

This study aims to add value to the existing exit-voice theory and discuss the internal organizational factors that generate quitting intentions. Moreover, it provides insights about union instrumentality and its significant role as a moderator and the significant mediating role between employee voice and intention to quit paving new ways for future researchers.

In times of crisis and volatility, especially in the Covid-19 scenario, project organisations are facing multifaceted threats. Project organisations are inclining towards flatter organisational structures. Employees are demanding more decision-making authority due to the changing working scenario. Despite the advancement in project management, a hard skill side, project organisations are still struggling to achieve successful projects. The project manager's leadership, employee self-leadership and soft skills are presented as the solution to these aggravated problems. This article attempts to determine whether a transformational leadership style can influence project success, directly and indirectly through employee self-leadership.

The author raises the hypothesis, supported by social cognitive theory, that transformational leadership impacts project success directly and indirectly through self-leadership. Data were collected from 289 project team members in the IT sector, and the proposed relationships were assessed through Partial least squares structural equation modelling PLS-SEM.

Results show that a project manager's transformational leadership behaviour and employee self-leadership positively impact project success. Additionally, self-leadership mediates the relationship between transformational leadership and project success. Lastly, empowerment demonstrated significant moderation for self-leadership and project success, and for transformational leadership and project success.

In this study, one obvious methodological limitation is a cross-sectional design. Future research can be performed while adopting a longitudinal research design. Another conceptual limitation of the model is that the authors did not include all transformational leadership dimensions, which can be considered for future studies while replicating this research model. Another future front can be by examining other leadership styles. Another research limitation may be the single source data collection, a future study may be conducted by several sources for data collection to adequately test both of the leadership styles at different hierarchies and for project success.

The paper contributes to the literature by finding that, in crises, a project manager's transformational leadership style enhances project success. In practice, project managers are needed to adopt transformational behaviour and encourage employee self-leadership and empowerment.