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This study aims to analyze the nexus between transformational leadership and corporate entrepreneurship through an integration of dispersed scholarly work on transformational leadership, absorptive capacity, and corporate entrepreneurship under one framework. A survey method was employed for the collection of data from small and medium-sized enterprises (SMEs) of Pakistan. The data were analyzed using structural equation modeling (SEM) technique to empirically test the hypotheses. The results demonstrate that transformational leadership positively affects corporate entrepreneurship and its dimensions—namely, innovation, new business venturing, self-renewal, proactivity, and risk-taking—both directly and through absorptive capacity. The potential of transformational leadership to influence corporate entrepreneurship via absorptive capacity added additional interesting substitutes. Future studies may produce novel insights by examining different leadership styles, settings, or utilizing qualitative technique. Firms should invest to initiate transformational leadership training programs for their managers. Additionally, if these firms are aiming to promote corporate entrepreneurship, they should focus on hiring managers that have attributes of transformational leadership. Furthermore, they should also invest in absorptive capacity to utilize outside knowledge for the enhancement of entrepreneurial activities. This study exploits research work on the relationship between transformational leadership and corporate entrepreneurship in a novel way; it investigates the dimensions of entrepreneurship individually, as well as unidimensionally, and includes the mediating role of absorptive capacity and tests several other hypotheses that previously have been ignored. This study, compared to the existing research, contributes to the impact of transformational leadership on corporate entrepreneurship and absorptive capacity, especially in Pakistan's business settings.

AbstractThis study aims to investigate the effects of organizational ambidexterity and green entrepreneurial orientation (GEO) on the environmental performance of small‐ and medium‐sized enterprises (SMEs). Drawing upon social capital theory (SCT), this study suggests corporate social responsibility (CSR) as an important context that moderates the organizational ambidexterity–GEO nexus. Data were collected from 307 Pakistani manufacturing SMEs and analyzed through partial least squares (PLS)‐based structural equation modeling (SEM). The results provided empirical evidence in support of the study's hypotheses. The findings imply that the complexity and difficulty firms face in achieving environmental performance can be reduced through simultaneous exploration and exploitation of innovation as well as and through GEO. Furthermore, the effectiveness of ambidexterity in prompting GEO and subsequent environmental performance can be optimized as long as firms are capable of creating a suitable context, that is, CSR.

The aim of this research was to examine the impact of job stress on performance (creativity and in-role performance) of employees working in tourism sector of Pakistan. Over and above the direct effect of stress on performance, this study also proposes and empirically tests the moderating effects of social support and perceived organizational politics. Social support is proposed to have positive moderating effect such that higher level reduces, whereas lower level of social support enhances the adverse effect of stress on performance. Contrary to this, perceived organizational politics is suggested as negative moderator where a greater level of perceived organizational politics increases the negative effect of stress on performance. Data were collected from 322 employees working in tourism organizations of Pakistan and were analyzed using hierarchical regression analysis. Findings suggest that employees with higher level of stress perform poor on both creativity and in-role performance. Further, if employees are provided low social support at workplace, it increases the detrimental effect of stress on employee creativity and in-role performance. In addition to that, the findings highlight that higher level of organizational politics catalyzes the detrimental effect of stress on performance. Findings imply that tourist firms can foster employee creativity and in-role performance by providing social support and facilitating workplace environment to cope with stress and organizational politics.

Purpose
The purpose of this paper is to examine the influence of cyberbullying at work on employee creativity with moderating role of family social support (FSS) and mediating role of job burnout.


Design/methodology/approach
Using convenience sampling technique, data were collected from 212 employees working in manufacturing sector. The partial least square-structural equation modeling (PLS-SEM) was used to test the hypotheses.


Findings
Results reveal that cyberbullying has found to be negatively associated with employee creativity and positively linked with job burnout. Furthermore, job burnout has negative connection with employee creativity; however, job burnout does not mediate the link between cyberbullying and creativity.


Research limitations/implications
This study provides comprehensive insights in the literature about the negative workplace context (cyberbullying) as antecedent, job-linked psychological exhaustion (job burnout) as mediation and generation of original thoughts by employees (employee creativity) as consequence.


Originality/value
Examination of FSS as coping strategy and job burnout as underlying mechanism between the cyberbullying and employee creativity is the novelty of the present research.

PurposeDrawing from dynamic capability (DC) theory, this study aims to investigate how big data analytics (BDA)-enabled dynamic capabilities (DCs) prompt firm performance. This study proposes that BDA-enabled DCs lead firms toward simultaneous exploration and exploitation of new knowledge about markets and products (i.e. marketing ambidexterity) which in turn improves firms' market and financial performance. This study also examines if environmental dynamism strengthens the aforementioned relationship.Design/methodology/approachThis study uses survey questionnaire and data were collected in the form of two heterogeneous samples from Turkey and Pakistan. Partial least square-structural equation modeling (PLS-SEM) was used to test the hypotheses.FindingsResults reveal that BDA-enabled DCs positively affect both dimensions of marketing ambidexterity (exploration and exploitation). Marketing exploration and exploitation have positive effects on firms' market and financial performance. Results also demonstrate that environmental dynamism moderates the link between BDA-enabled DCs and firms' marketing exploitation. The moderating effect for BDA-enabled DCs and firms' marketing exploration was not consistent across both samples.Research limitations/implicationsThis study contributes to the literature of BDA and marketing ambidexterity in the light of DC theory in a way that when and how the marketing ambidexterity, derived from BDA-enabled DCs, has a positive impact on firm performance. Moreover, findings imply that the development and enhancement of BDA-enabled DCs facilitate firms to calibrate marketing exploitation and exploration to seek new knowledge about markets and products and using such knowledge to achieve superior performance.Originality/valueThe novelty of present study is development of dynamic capabilities-based framework which sheds light on the role of big data for sensing, seizing and (re)configuring firms' resources to develop marketing ambidextrous capabilities in order to stay successful. From methodological perspective, this study uses two heterogeneous samples to assess robustness of results for ensuring greater generalizability and theoretical resonance.

PurposeThis study examines the relationship between knowledge management (KM) capability and innovation ambidexterity, and their subsequent influence on firm performance. It also investigates whether organizational structure – in terms of connectedness and centralization – helps to develop a suitable context that either hinders or catalyzes the effectiveness of KM capability in predicting innovation ambidexterity.Design/methodology/approachData were collected from 336 manufacturing organizations in Pakistan using a random sampling technique. Partial least square-based structural equation modelling (PLS–SEM) was employed to analyze the data.FindingsResults reveal that KM capability is positively linked with innovation ambidexterity and firm performance. Innovation ambidexterity positively mediates the link between KM capability and firm performance. Connectedness positively moderates the association between KM capability and innovation ambidexterity. However, centralization negatively moderates the link between KM capability and innovation ambidexterity.Research limitations/implicationsThis research offers theoretical insights into when and how KM capability is effective in prompting performance through innovation ambidexterity by creating a suitable context.Practical implicationsThe study indicates that innovation may develop in an ambidextrous manner in an organization as long as the organization is proficient in creating a suitable context, i.e. structure to support it. Organizations should strive to develop sustained KM capabilities because these are seminal for enabling the challenging task of exploiting existing resources for innovation while also tapping on new opportunities for explorative breakthroughs.Originality/valueThis research contributes to a novel understanding regarding the importance of KM capability in fostering manufacturing organizations to engage in ambidexterity by creating a suitable context where optimal amount of each form of innovation activities is calibrated using KM capability.HighlightsKnowledge management capability is crucial for simultaneous exploitation and exploration of innovationInnovation ambidexterity (i.e. simultaneous exploitation and exploration of innovation) fosters firm performanceInnovation ambidexterity mediates the positive effect of knowledge management capability on firm performanceConnectedness strengthens the relationship between knowledge management capability and innovation ambidexterityCentralization weakens the effect of knowledge management capability on innovation ambidexterityInnovation can be developed in an ambidextrous way in organizations as long as organizations have knowledge-based competencies and proficient in creating suitable context

AbstractSustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well‐being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country‐level individualism–collectivism. Thus, we suggest national culture functions as a second‐level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi‐level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice.