This paper aims to investigate the impact of spirituality on the psychological well-being of the consumers involved in reusing as sustainable consumption behavior (SCB). In addition to this, the study also investigates the mediating effect of reusing as SCB between spirituality and psychological well-being. The moderating effect of religiosity has also been taken into account while studying the relationship between spirituality and reusing. A survey was conducted to collect the data from clothing industry consumers using a structured questionnaire and employing a convenience sampling approach. PLS-SEM was used to analyze the useable data of 286 respondents. Results validate that spirituality has a positive and significant effect on psychological well-being. Further, reusing (SCB) was found to be a significant mediator, also the moderating effect of religiosity on the relationship between spirituality and reusing was significant and high. This study contributes to the existing literature by concentrating on predictors that undermine psychological well-being. To the best of the authors’ knowledge, this is one of the early studies to contribute to the literature by investigating the impact of spirituality on consumer psychological well-being specifically reusing (SCB) as a mediator between the two constructs. Further, it also investigated the moderating impact of religiosity on the relationship between spirituality and reusing. Research findings have implications for researchers, policymakers, marketers, ecologists, social activists, and practitioners. For research students, such contribution will bring a new avenue to consider further research. Managers will find help to control such factors which induce reusing and increase psychological well-being.

Aim of the Study: The purpose of this study was to investigate the relationship between job stress (JS) and workplace deviance behavior (WDB) that is organizational deviance (OD) and interpersonal deviance (ID). The study also investigated the moderating role of perceived social support between job stress and workplace deviance. Methodology: In this current study, the cross-sectional design was performed to collect data from (n=380) front service employees working in private and public hospitals in Rawalpindi and Islamabad. Data were collected through a questionnaire or online Google form survey. Findings: The findings indicated that research data supported the proposed model of the study. Job stress and perceived social support significantly influenced workplace deviance forms i.e. interpersonal deviance but not supported organizational deviance. It specifies that job stress has a negative and significant relationship with interpersonal deviance. Results also indicate that perceived social support moderates the relationship between job stress and interpersonal deviance but don’t moderate between job stress and organizational deviance. Conclusion: The practical implication of this study is that it is helpful for service employees (front service employee). Management should provide training to employees to reduce job stress through stress coping techniques. Perceived social support from supervisors and coworkers would help the employees to stop them from going towards deviant behavior. So, it can be helpful for future researchers.

Aim of the Study: This study investigates the effect of creative leadership on innovative work behavior (IWB), emphasizing the mediating roles of employee creativity and innovative culture. Methodology: Utilizing a quantitative research design, data was collected through snowball sampling and an online questionnaire distributed via social media platforms such as WhatsApp, Instagram, and Facebook to Advertising and Media Industry of Pakistan. Findings: The analysis, conducted using SPSS and Hayes' Process Macro, involved 199 respondents and revealed that creative leadership significantly impacts IWB both directly and indirectly through the mediating effects of employee creativity and innovative culture. The findings underscore the importance of creative leadership in enhancing employee creativity by providing necessary support and resources, thereby promoting IWB. Additionally, creative leadership fosters an innovative culture that further mediates the relationship between leadership and IWB. Conclusion: These insights are critical for organizational leaders aiming to cultivate a culture of innovation by focusing on creative leadership and the development of both employee creativity and innovative culture. However, the study's reliance on snowball sampling and a predominantly sample from one industry limits the generalizability of the findings. Future research should include a more diverse and larger sample and explore these dynamics across different cultural and organizational contexts.