Purpose: The research on consumerism has been dramatically rising in recent decades. However, in the food industry, little research has been empirically conducted in the beverage industry. This research empirically tests the consequences of consumer perceptions: perceived price (PPR), perceived quality (PQ), perceived packaging (PPG) and perceived taste (PT) on repurchase intention (RI) particularly; it unveils the consumer attributes, e.g. gender, age and ethnicity between consumer perceptions and RI of the consumers.Design/methodology/approach: The data were collected from 403 consumers of the beverage industry (e.g. Nestle, Mitchell's Fruit Farms, Murree Brewery and OMORE) in Pakistan. The researchers used online survey questionnaires followed by a cross-sectional approach because data collection physically was not possible due to COVID-19.Findings: Data were analyzed by Smart partial least square structural equation modeling (PLS-SEM) 3.3.3, and the results supported the significant influence of consumer perceptions separately, e.g. PPR, PQ, PPG and PT on RI. Additionally, gender, age and ethnicity were found to have a moderating role between consumer perceptions and RI, so, the truth of having consumer attributes has been revealed.Practical implications: The managers of beverage industries should provide ethical and operational strategies to tackle consumer's problems based on cultural norms. Furthermore, they should make sensible measures for the quality branding of the beverage products. In this way, the consumers will have a better experience of quality, price, taste and packaging, in turn, to RI.Originality/value: This research targeted the beverage industry that needs facts and figures based on consumer attributes, e.g. age, gender and ethnicity. This research also disclosed the behaviors of consumers according to their gender, age and area of residence.

Purpose: This study aims to investigate the effects of HRM practices on administrative and faculty members’ work engagement and organizational commitment at Minhaj University Lahore, Pakistan. The primary objectives of the research are to investigate how HRM practices – such as selection and recruitment, training and development, rewards and compensation, job security, employee, participation and performance appraisal, directly and indirectly, influence organizational commitment via work engagement. Design/methodology/approach: The study uses a quantitative research methodology using a survey questionnaire given to academic and administrative staff at Minhaj University Lahore. For descriptive statistics, SPSS was used, and Smart PLS 3.3.3 was used for structural equation modelling (SEM). Findings: The results indicate that while selection and recruitment, rewards and compensation and job security do not show a significant direct impact, training and development, employee participation and performance appraisal significantly influence work engagement. Moreover, work engagement also influenced organizational commitment. In addition, work engagement significantly mediates the relationship between training and development, employee participation, performance appraisal and organizational commitment. However, selection and recruitment, rewards and compensation and job security do not show significant mediation effects. Practical implications: To enhance work engagement in Pakistani HEIs, focus on tailored training, active faculty participation, effective appraisals and competitive compensation while fostering a supportive environment and recognizing accomplishments to increase commitment and institutional performance. Originality/value: This study emphasizes the importance of particular tactics catered to the regional academic context for institutional performance and sustainability, providing novel insights into enhancing work engagement and organizational commitment in Pakistani higher education.

Drawing on underpinning theories, this study conceptually develops a model helping organizations to transform green strategic mechanisms into a higher hotel’s green process innovation performance (GPIP). Using a multi-source survey, the study collected data from 401 respondents in hotels (e.g. 213 CEOs and 188 managing directors/general managers, 198 front-desk managers and 203 production managers). PLS-SEM was used to run regression analysis. The results support that green creativity (GC) is the top among five mediating green drivers, e.g. green organizational identity (GOI), green human capital (GHC), green organizational capital (GOC), and green relational capital (GRC) that strongly supports green strategic intent (GSI) to translate environment strategies into hotel GPIP. Accordingly, GOC highly supports GHC toward the hotel’s GPIP compared to GRC. Green knowledge sharing (GKS) negatively moderates the link between GC and the hotel GPIP, but fails to moderate GOI and the hotel GPIP.

Building on the social support theory and the job demands-resources (JD-R) model, the current research explores the role of coworker task support on the perceived uncertainty, job stress, and emotional exhaustion of hospitality employees affected by the COVID-19 crisis. Moreover, this research investigates the moderating impact of supervisor support and family support on the relationship between perceived uncertainty and emotional exhaustion. The data were collected from 353 hospitality employees currently working in the hospitality industry in Pakistan. Partial least squares structural equation modeling (PLS-SEM) was employed using SmartPLS 3.3.3 software to examine the proposed hypotheses and to analyze the research model. The results point out that coworker task support has no significant relationship with emotional exhaustion. Furthermore, perceived uncertainty and job stress fully mediated the association between coworker task support and emotional exhaustion. Additionally, supervisor support and family support significantly moderated the association between perceived uncertainty and emotional exhaustion. This research contributes to the literature by expanding our knowledge of the role of social support in alleviating the perceived uncertainty, job stress, and emotional exhaustion of hospitality employees during the COVID-19 crisis. The theoretical and practical implications of the study are further discussed.

Purpose: This study examines how green human resource management (GHRM), individually and collectively, affects green psychological climate (PGC), green in-role behavior (GIB), extra-role behavior (GEB) and green creativity (GC) in small, medium and large textile companies. The study also explores how green intellectual capital (GIC) moderates the relationship between GHRM and PGC and GC.Design/methodology/approach: The study was conducted in two phases: in phase 1 (N = 41 records), a systematic literature review was performed to identify the gaps, and in phase 2 (N = 412 managers and supervisors), a quantitative survey method was employed. The structural equation model, with 1st-order and 2nd-order hierarchical models, was used to test the hypotheses.Findings: The results showed that GHRM practices positively impacted PGC and GC. GHRM practices, including employee involvement (GEI), compensation and reward (GCR), training and development (GTD) and recruitment and selection (GRS), enhanced PGC. However, performance and management (GPM) do not significantly affect PGC. PGC significantly and positively affects GIB and GEB. GHRM also directly significantly influenced GC. Additionally, GIC significantly and positively moderated the relationship between GHRM and GC but not PGC, improving green creative behaviors in textile companies.Practical implications: This study spurs textile enterprises, especially small, medium and large, to prioritize GHRM practices where employees with green climate (i.e. PGC), behaviors (i.e. GIB and GEB), knowledge, skills and abilities (i.e. GIC) strengthen their GC. Policymakers should encourage the adoption of GHRM to align GIC practices with environmental goals.Originality/value: This study is unique in examining how GHRM practices, individually and collectively, enhance PGC employees’ GIB, GEB and GC. GIC strengthens employee green behaviors to develop innovative ideas (i.e. GC). It examines how GIC is crucial for GHRM to enhance creative activities toward environmental sustainability practices and goals.

Purpose: The purpose of this study is to investigate how the congruence between predecessor and successor personality traits (PTs) with the values of their small family business (SFB) contributes to a successful succession transition across generations.Design/methodology/approach: The conceptual model method was employed in this investigation, which describes an entity and identifies issues that should be considered in a study (MacInnis, 2011). It involves a form of theorizing that seeks to create a nomological network around the focal concept, to examine and detail the causal linkages and mechanisms at play (Delbridge and Fiss, 2013).Findings: Drawing on the trait activation theory (TAT), this study conceptualizes that the congruence of the successor's PTs with those of the predecessor, as well as the values, transitions and nature of the assigned task, activates the successor's PTs and motivates him to work diligently for a successful succession transition while preserving the business's core values established by the founder.Research limitations/implications: This study is an eye-opener for strategists and SFB predecessors to ponder the successor's PTs disparities across generations. Additionally, it urges them to consider the congruence of SFB's values and nature of operations with the successor's PTs for successful succession transition. Thus, such awareness may contribute to stabilizing the SFB's survival rate.Originality/value: This study contributed to the existing literature by answering how predecessor’s and successor's PTs congruence and SFB's values and nature of operations congruence with their PTs may contribute to successful succession transition across generations. This study contributed to the TAT by thematically explaining the organizational cues to bridge a relationship between entrepreneurial personality traits (EPT) and succession success of SFBs.