Purpose: This study aimed to investigate the mechanisms through which organisational justice influences counterproductive work behaviour (CWB). This relationship was explained using a moderated mediation model where organisational embeddedness is a mediator between organisational justice and CWB, while psychological ownership (for the organisation) is a moderator of the relationship between organisational embeddedness and CWB. The conservation of resources (COR) theory was used as the underpinning theory to explain the interrelationships among the constructs.Design/methodology/approach: Data were collected by administering a quantitative cross-sectional survey to employees of Punjab Police, a large public sector, law enforcement organisation in Pakistan. The study model was analysed using PLS-SEM to address the treatment of higher-order reflective-formative constructs.Findings: The results showed that organisational justice is positively related to organisational embeddedness, while organisational embeddedness is negatively related to CWB. Organisational embeddedness was found to play a significant role in mediating the negative effects of organisational justice on CWB. Also, psychological ownership moderated the influence of organisational embeddedness on CWB in an interesting fashion. CWB was the highest when both embeddedness and ownership were low; however, CWB was not the lowest when both embeddedness and ownership were high.Research limitations/implications: Reliance on self-report data, not accounting for the community embeddedness and discounting the differential effects of justice dimensions are some of the limitations of the present study. Despite these limitations, this study offers valuable insights into how the occurrence of CWB can be minimised. That is, apart from providing a work environment based on fair procedures and policies, it is critically important to manage the perceptions of embeddedness and psychological ownership of employees.Originality/value: Although numerous researchers have studied the link between organisational justice and CWB, few have explored the roles of organisational embeddedness and psychological ownership in this relationship. This study thus posits a novel moderated mediation mechanism, based on the COR theory, through which organisational justice is translated into CWB. Moreover, this study adds value by investigating this model in the police force context, where justice and CWB have important consequences.

Purpose: This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational justice. The purpose of this study is to investigate the effects of three dimensions of organizational justice on organizational embeddedness and psychological ownership and the effect of psychological ownership on organizational embeddedness. The mediating role of psychological ownership between organizational justice and organizational embeddedness was also examined.Design/methodology/approach: Data were collected from 300 engineers in Pakistan's power sector using a three-wave quantitative survey. Partial least squares path modeling was used to analyze the data.Findings: The results show that distributive and procedural justice results in the development of organizational embeddedness. Simultaneously, psychological ownership mediates the link between all three dimensions of organizational justice and organizational embeddedness.Practical implications: By highlighting the importance of organizational justice and psychological ownership, this study offers managers with two distinct strategies for enhancing their employees' organizational embeddedness.Originality/value: There is a lack of research investigating the distinct effects of three dimensions of organizational justice on the three dimensions of organizational embeddedness. Further, research to investigate the intervening mechanisms that connect organizational justice and embeddedness is scarce. Finally, the COR theory has been utilized to explain how embeddedness works. However, it had not been utilized previously to understand the process through which embeddedness is accumulated. This study fills these gaps by examining the distinct effects of three dimensions of organizational justice on three dimensions of organizational embeddedness and examining these relationships' mediation through psychological ownership.

Aim. This research aimed to explore how servant leadership nurtures nurses job embeddedness by uncovering the sequential mediation of psychological contract fulfillment and psychological ownership. Background. The healthcare of Pakistan is undergoing an acute shortage of 1.3 million nurses. The gap is widening due to unprecedented natural uncertainties (floods, earthquakes, COVID-19, dengue, polio, and monkeypox) and the large-scale brain drain of nurses. Therefore, exploring the underlying factors that could facilitate nurses job embeddedness is imperative. Methods. A cross-sectional research design was employed, wherein data were gathered in three rounds, two months apart, from 587 nurses employed in public hospitals in Pakistan, and analysis was performed with Smart-PLS. Results. Servant leadership positively influences nurses job embeddedness and psychological contract fulfillment. Besides, psychological contract fulfillment positively affects psychological ownership, and psychological ownership enhances nurses job embeddedness. Finally, psychological contract fulfillment and psychological ownership sequentially mediate the relationship between servant leadership and job embeddedness. Conclusions. This research emphasized the vitality of servant leadership in nurturing nurses job embeddedness. Implications for Nursing Management. Healthcare authorities should keenly focus on promoting servant leadership that shapes the positive perception of nurses about their psychological contract fulfillment and psychological ownership, which are essential resources to cherish nurses job embeddedness.

Goal: The minimal inter-firm resource sharing has raised problems for small and medium-sized enterprises (SMEs). There has been little focus on a thorough understanding of supply chain collaboration in the context of SMEs in Pakistan. This research looks into the antecedent impact of governance mechanisms and collaborative culture on supply chain collaboration (SCC), as well as the direct influence of supply chain collaboration on SMEs' performance in developing countries. Design/Methodology/Approach: The data was collected using a closed-ended questionnaire from randomly selected respondents from Pakistani SMEs. SMART PLS 3.0 software is utilized for statistical analysis. Results: The findings showed a significant positive link between SCC and the performance of small businesses. Moderation was investigated between the variables. This means that supply chain technology Implementation (as moderator) is a process that provides SMEs to improve collaboration between partners through information and advanced manufacturing technology and provide suitable solutions to achieve performance. Limitations of the investigation: It is a cross sectional study and front line managers are eliminated from the study, however they are also the key respondents of supply chain (SC) implementation. Implications: The implications of this research for SC managers and researchers involved in supply chain collaboration adoption in SMEs are important. Originality/ Value: Findings supported the concept that if the organization has a supportive culture towards supply chain collaboration adoption then SMEs will improve their performance.