The purpose of this study is to examine the influence of two reward types (i.e., monetary reward and non-monetary rewards, such as competence development, autonomy support, and recognition) on autonomous motivation and further explore whether autonomous motivation plays a mediating role in the relationships between rewards and turnover intention. The study used a survey data from 100 employees working in public sector banks in Pakistan. The hypothesized relationships were assessed using partial least squares structural equation modelling technique. The results revealed that monetary reward and competence development were positively related to autonomous motivation, which in turn had a negative association with turnover intention. The indirect effects of rewards on turnover intention were only supported for monetary reward and competence development, as there was no significant link from autonomy support and recognition to autonomous motivation. We discuss implications for research and practice.

The role of organizational structure as an important contextual variable has long been recognized in affecting a host of employee attitudes and behaviors, but there is a dearth of theoretical and empirical research that examines the ways in which organizational structure influences the occurrence of self-efficacy and its performance effects. This study addresses this gap by exploring how the two core structural components—formalization and centralization—separately and jointly affect employee self-efficacy and how they interact with self-efficacy to influence employee task performance. The study further examines the extent to which structure weaves its influence on individual performance through perceptions of self-efficacy. Data from 120 Pakistani public sector employees were analyzed using partial least squares structural equation modelling (PLS-SEM) and polynomial regression to assess the hypothesized relationships. The empirical analysis shows that formalization is positively associated with self-efficacy while centralization has a negative association, and such an improvement/attenuation in self-efficacy is partly transformed into performance improvements. The findings further reveal that self-efficacy and performance relationship is diminished under conditions of high formalization and high centralization. We discuss implications for theory and practice and delineate directions for future research.

Orientation: There is a growing body of research that indicates that personal factors such as collectivist value orientation play an important role in individuals’ preference for teamwork, and an individual’s propensity to work in a team is seen as a contributing factor in one’s personal learning. Research purpose: The purpose of this article is twofold. Firstly, the article aims to explore whether individual-level cultural values of power distance, uncertainty avoidance and masculinity–femininity interact with individual collectivist values to influence teamwork orientation. Secondly, the study aims to examine the influence of teamwork orientation on personal learning further exploring the role of perceived value congruence in this relationship. Motivation for the study: While an extensive amount of research has been conducted on teamwork orientation, the question of how individual cultural values influence formation of teamwork orientation is still largely unanswered. This lack is especially evident with regard to how the influence of collectivism on the development of positive attitudes towards teamwork is promoted or inhibited by other values such as power distance, uncertainty avoidance and masculinity–femininity. Moreover, the current evidence about the influence of teamwork orientation on personal learning and the role of personal and contextual factors in such a relationship is still scarce. Research design, approach and method: The study used a cross-sectional survey, with data collected from 120 business students engaged in project teams at a Norwegian university. All the hypothesised relationships were assessed using partial least square structural equation modelling technique. Main findings: The findings indicate that the link between collectivism–teamwork orientation is stronger for team members who scored high on uncertainty avoidance values and the relationship was weaker for team members who endorsed high-power distance values. Teamwork orientation was significantly associated with personal learning independent of the degree of perceived value congruence between individual member and other team members. Practical or managerial implications: Our study offers implications for managing teams and facilitating employee learning and development in organisations. The study may also benefit teachers in higher education in facilitating students’ learning through group activities. Contribution or value-added: This study provides initial evidence on the contingent effect of power distance and uncertainty avoidance in the collectivism–teamwork orientation relationship. The study further contributes to the existing literature on the effects of preference to work in teams by assessing the influence of teamwork orientation on personal learning in addition to considering the role of perceived value congruence in this relationship.

Purpose: This study examines the unique effects of Industry 4.0 technologies and servitization on firm performance and explores whether servitization mediates the Industry 4.0 and firm-performance relationship.Design/methodology/approach: Data were collected from 76 manufacturing firms in Pakistan using an online survey questionnaire. The partial least squares structural equation modeling (PLS-SEM) method was used to test the proposed hypotheses.Findings: Analysis in SmartPLS revealed significant positive effects of Industry 4.0 and servitization on firm performance and showed that servitization acts as a mediator in the relationship between Industry 4.0 and firm performance.Practical implications: This study offers valuable insights for manufacturing firms, particularly in the context of Pakistan, that firms can improve their performance by adopting Industry 4.0 technologies and implementing servitization strategies.Originality/value: Drawing on the practice-based view of firm, this study adds value to the body of knowledge that firms can improve their performance by adopting widely known and transferrable technological and organizational practices like Industry 4.0 and servitization.