Small and medium-sized enterprises (SMEs) play a crucial role in fostering economic growth and sustainability, requiring a deliberate emphasis on innovation and applying knowledge to navigate ever-changing markets. This study, grounded in resource-based view (RBV) theory, explores the synergy of entrepreneurial leadership and team diversity, exploring pathways to entrepreneurial success in Pakistan’s SMEs. This study employed a cross-sectional design, utilizing a non-probability convenience sampling approach to survey 350 owners, supervisors, managers, and employees of SMEs in Khyber Pakhtunkhwa, Pakistan. Data were gathered through a survey questionnaire and subsequently analyzed using SPSS and SMART-PLS to validate the measurement model and examine the hypotheses for moderated analysis. The results indicated a significant moderating influence. Entrepreneurial leadership accounted for 15.8% of the variation in entrepreneurial success, while team diversity contributed 8.5%. Moreover, the moderating influence of team diversity substantially affected ES (59.7%), underscoring the pivotal role of team diversity in the interplay between EL and ES. Drawing from RBV theory, this study advances the framework by acknowledging that team diversity is a crucial element that strengthens the connections between EL and ES. This study enhances the existing literature by clarifying the mechanisms by which leadership and diversity collaboratively promote entrepreneurial outcomes. This highlights the necessity for SME leaders and policymakers to utilize team diversity as a strategic asset to improve competitive advantage and ensure sustainable success.

Corporate social responsibility has received substantial attention from researchers in the business and organizational literature. However, this concept is equally desirable in nursing care, as nurses must realize their responsibility towards society in the effective delivery of healthcare services. Employing the concept analysis method of Walker and Avant, 128 journal articles published in the PubMed journal during 2000 to 2025 were selected based on the inclusion criteria. Based on this model, the study proposes a framework for nurses' social responsibility (NSR), especially in the context of developing countries. This framework coins three important dimensions of social responsibility that include NSR towards their profession, community, and patients. Based on the three dimensions of the NSR, this study proposes six major principles that govern this framework. It also presents four strategies for successful implementation of this framework. This framework also outlines certain challenges and mitigation strategies to effectively counter these challenges. Potential outcomes of the proposed framework are discussed, followed by a call for action to nurses, nursing organizations, governments, and the community at large.

Knowledge hiding is a counterproductive workplace behavior that can undermine collaboration, organizational effectiveness, and healthcare quality. This study examined the behavioral mechanisms linking hypocritical leadership to knowledge hiding among nurses by investigating the sequential mediating roles of workplace incivility and workplace cheating behavior. Guided by social learning theory and behavioral integrity theory, a three-wave time-lagged survey was conducted among 299 registered nurses working in a tertiary healthcare hospital in Southern Punjab, Pakistan. Data were analyzed using Hayes’ PROCESS Model 6 to evaluate direct and sequential mediation effects. The findings showed that hypocritical leadership was positively associated with workplace incivility and workplace cheating behavior. The direct association between leaders’ hypocrisy and knowledge hiding was not statistically significant, whereas the indirect effects through workplace incivility and workplace cheating behavior were significant, indicating an indirect-only mediation. This suggests that the association between hypocritical leadership and knowledge hiding is established through intermediate behavioral mechanisms, while the direct effect is not statistically distinguishable from zero in this sample. Furthermore, the sequential mediation pathway from hypocritical leadership through workplace incivility and workplace cheating behavior to knowledge hiding was supported. These findings suggest that leadership hypocrisy is associated with a behavioral environment characterized by incivility and unethical workplace conduct, which in turn is related to employees’ tendency to conceal knowledge. Promoting ethical leadership and respectful workplace interactions may be associated with a lower level of counterproductive workplace behaviors and may support a collaborative knowledge-sharing culture in healthcare organizations.