Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.

The global use of smartphone has had tremendous social, environmental, and economic impacts in the last decade, and continues to grow impressively. In order to comprehend customers’ purchase behavior, it is crucial to understand the driving force behind their choice of one specific brand among various competitors. A few prior researches have demonstrated that not only the optimal experience of flow, but also identity features (i.e., self-identity, social identity, brand identity) facilitate a customer’s purchase intention. Previous studies also indicate that brand-related constructs (e.g., typically brand image but sometimes also brand personality and communication) predict purchase intention. As the first study combining flow, which focuses on investigating the consumer purchase behavior through identity and brand-related constructs, we propose a conceptual model that combines flow theory, brand image, brand communication, brand identity, and brand personality to investigate purchase intention. We have empirically tested the conceptual model based on the data collected from 1377 Chinese smartphone users. Results via the structural equation modeling with AMOS software indicated that flow experience, brand image, brand communication, brand personality, and brand identity all directly or indirectly explain purchase intention. Flow experience serves a critical role in mediating the path from brand communication, brand personality, and brand identity to purchase intention. The research focuses on the strategic implication of the various brand features management and aims to harmonize economic, social, and environmental sustainability.

A growing number of studies suggest that flow experience is associated with life satisfaction, eudaimonic well-being, and the perceived strength of one’s social and place identity. However, little research has placed emphasis on flow and its relations with negative experiences such as anxiety. The current study investigated the relations between flow and anxiety by considering the roles of self-esteem and academic self-efficacy. The study sample included 590 Chinese university students, who were asked to complete a self-report questionnaire on flow, anxiety, self-esteem, and academic self-efficacy. Data were analyzed using structural equation modeling (SEM) with AMOS software, in which both factorial analysis and path analysis were performed. Results revealed that the experience of flow negatively predicted anxiety, and both self-esteem and academic self-efficacy fully mediated the path between flow and anxiety. Specifically, self-esteem played a crucial and complete mediating role in this relationship, while academic self-efficacy mediated the path between self-esteem and anxiety. Our findings enrich the literature on flow experience and help with identifying practical considerations for buffering anxiety and more broadly with fostering strategies for promoting psychological sustainability and resilience.

This study was designed to examine the effect of authentic leadership on organizational citizenship behaviour (OCB), as well as to examine the mediating mechanism of corporate social responsibility (CSR) on the aforementioned relationship. Using the cross-sectional design method, the data were collected from 395 employees working in the banking sector of Pakistan. Drawing on social exchange theory, it was hypothesized that authentic leadership would positively predict organizational citizenship behaviour. Furthermore, it was hypothesized that CSR would positively mediate the relationship between authentic leadership and OCB. The results of the study indicate that authentic leadership positively predicts OCB. Importantly, CSR was found to positively mediate the effect of authentic leadership on OCB. Theoretical implications of the study and future research directions are also discussed.

Authentic leadership has appeared as a significant field of research. Building on social exchange theory that explicates how individuals mutually mechanize reciprocation and eventually establish a trust-based relationship, we postulated a positive relationship between authentic leadership and followers’ organizational citizenship behaviors (OCBs). Based on a two-wave time lagged design, the data were obtained from 270 employees working in a private banking sector of Pakistan. We found that authentic leadership is positively associated with subordinate’s OCBs, as well as leads to a higher-level of both affective‐ and cognitive-based followers’ trust. The results also indicated that both affective‐ and cognitive-based trust positively mediated the relationship between authentic leadership and OCBs. The implications for theory and practice are discussed.

Authentic leadership has emerged as a positive relational-leadership approach that has gained the attention of academicians and practitioners by stimulating a healthy work environment. This study examined the direct influence of authentic leadership on employees’ communal relationships. In addition, the study examined the mediating role of affective- and cognitive-based trust on these relationships. We adopted a cross-sectional study design and collected data from 200 employees working in the private banking sector in Pakistan. The findings indicated that authentic leadership was positively correlated with communal employee relationships. In addition, both affective- and cognitive-based trust were found to have a positive mediating effect on the relationship between authentic leadership and communal employee relationships. The practical implications, limitations and suggestions for future research are discussed.