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This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The general aggression model and conservation of resources theory guide our research model.

The authors developed a multilevel design and used multisource data. The authors collected data from 50 bank branches located in Pakistan. A total of 50 branch supervisors participated, which yielded 200 supervisor-subordinate dyads. Machiavellianism was self-assessed by the supervisors who further rated the specific task performance of each of their respective subordinates. Burnout and abusive supervision ratings were provided by the subordinates. Abusive supervision scores were aggregated at the group level.

Machiavellianism has an indirect negative effect on individual-level task performance through the serial cross-level mediating effects of abusive supervision at the group level and attendant individual-level burnout.

Findings provide practical implications for the management of task performance and human resources.

This study offers a comprehensive cross-level model to analyze the effect of Machiavellianism on group-level and individual-level outcomes known to affect the effectiveness of leaders.

Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.

We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.

Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.

While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.

This chapter is about how the tourism is revived and how it can be rebuilt in Asian and Pacific countries after the deadliest COVID-19 pandemic with facts and stats of prepandemic and postpandemic impacts on economies of Europe and Asia due to COVID-19. The pandemics are not new to the hospitality industry but this COVID-19 pandemic has changed the whole industry concepts, and several hotels have revived their products and protocols and redesigned them to cope with any pandemic in future. Family businesses hotels are the most affected stakeholders in the hospitality industry of Asia where the governments of different countries have provided the financial support to them to revive back. The purpose of this chapter is to provide the readers with the facts about the current scenario of the hospitality and tourism industry in Asian tourist destinations and how these countries have taken proper measures to face the future (Pandemic situations). The literature is based on prepandemic stats and the effects of COVID-19 on tourism industry during the existing phases of COVID-19 including the facts and available stats of Asia which will help in the understanding of how these countries are rebuilding the tourism industry in postpandemic situation.

The chapter is about the revamping of the hospitality and hotel industry in the South East Asian Region after the COVID-19 pandemic. The hotel industry contributes largely to the GDP of the economy. Therefore, the success of this industry is mandatory for the development of a country. The reconstruction of this sector depends upon the advanced techniques and practices to boost up this sector after crisis. Therefore, to implement such practices highly depends upon the highly educated and aware managers. This chapter focuses on how crisis management plan revamps this industry after the greatest destruction.