The internal dimension of Corporate Social Responsibility (CSR) refers to the socially responsible behavior of an organization towards its employees. The CSR relationship to employee behavior has received some attention but in general, there is little knowledge about the underlying explanatory mechanisms that can describe this relationship. In this study, a theoretical model of mediation and moderation is developed to explain how CSR can influence employee behavior. Organizational identification and work engagement are used as proxies for employee behavior in the model and internal dimension of CSR is assumed to affect both of them positively. Further, it is proposed that CSR influences the organizational identification positively and this relationship will be stronger in a collectivist culture, which will eventually lead to higher work engagement. A proposed model was tested on a sample of bank employees in Pakistan by using the Structural Equation Modeling (SEM) method. The results of this study provide contextual and empirical insights into how CSR influences employee behavior.

The work-related antecedents of negative behavior are well known, but less is known about cross-domain antecedents, specifically how workplace ostracism affects negligence behavior. Our study aims to address this limitation by considering the Stress-Non-Equilibrium-Compensation (SNEC) Approach and Conservation of Resources (COR) Theory; we propose a moderated mediation model wherein workplace ostracism instigates nurse’s negligence behavior through emotional exhaustion, and task interdependence act as the boundary condition. The current study proposed and empirically tested the moderated mediation model. A time-lagged three-wave survey design was utilized and data was collected from (N = 402) nurses. The findings indicate that emotional exhaustion could mediate the relationship between ostracism and nurses’ negligence behavior. Furthermore, the results from the moderated mediation analysis suggest that the mediation of emotional exhaustion is moderated by task interdependence such that with a higher level of task interdependence, the mediation effect of emotional exhaustion becomes weaker. Theoretical and managerial implications are discussed.

Organizational cronyism is described as a relationship, companionship, and friendship based favoring. There are a number of examples regarding the existence of organizational cronyism in the workplace. However, there are a few empirical studies on this most observable fact and its consequences specifically in the higher education sector. Therefore, the purpose of this study is to examine the impact of organizational cronyism on deviant workplace behavior in public sector universities of Pakistan. Second, we use employee negligence as a mediating mechanism to explain how the construct of organizational cronyism translates into deviant workplace behavior. Using a time-lagged (three waves) research design, the data were collected from 250 faculty members of public sector universities of Pakistan. Hypothesized relationships were tested using partial least squares structural equation modeling (PLS-SEM) approach, using SmartPls 3.2.8 software. The results reveal that organizational cronyism increases employee deviant workplace behavior and employee negligence partially mediates the relationship between organizational cronyism and deviant workplace behavior. Managerial and theoretical implications, along with future research directions, are also discussed.

Purpose: Fear of COVID-19 is a new workplace hazard that has made drastic changes at workplaces globally. Based on the conservation of resource (COR) theory, this research investigates the relationship between fear of COVID-19 and employee engagement. Furthermore, this study examines the moderating role of emotional stability in the relationship between fear of COVID-19 and employee engagement.Design/methodology/approach: Data were collected using self-administrated questionnaires from bank employees located in different cities of Pakistan. PROCESS macro by Hayes et al. (2017) was used to analyze 267 valid responses.Findings: Consistent with the hypotheses of this study, fear of COVID-19 was negatively associated with employee engagement. In addition, the moderating role of emotional stability was confirmed in the relationship between fear of COVID-19 and employee engagement. The findings of this study support the notion that fear of COVID-19 can be considered a workplace stressor that affects employee engagement. By contrast, emotional stability acts as a personal resource with a buffering effect.Research limitations/implications: This study investigates only the moderating mechanism in the relationship between fear of COVID-19 and work engagement. A self-reported questionnaire was used to collect the data. For future studies, other sources can be used to reflect the actual situation.Originality/value: This study is currently relevant because of the sudden occurrence of the COVID-19 pandemic that has mentally and emotionally challenged the service employees. Unlike most prior studies, which investigated the impact of fear of COVID-19 on the health sector professionals, this study investigated the impact on the bank employees. Moreover, this study is among the first to provide insights on the role of employee's personality to maintain positive work attitudes during uncertain circumstances from COVID-19.

Purpose: Drawing on Broaden and Build (B&B) theory, this study develops and tests a theoretical model to investigate how corporate mindfulness fosters organizational agility. The proposed model further examines the mediating role of knowledge sharing in the above relationship and the moderating role of employee resilience in the relationship between employee knowledge sharing and organizational agility.Design/methodology/approach: The study sample consisted of 268 employees working in Pakistani service organizations. The SPSS Process macro was used to test the study hypotheses.Findings: Corporate mindfulness was found to significantly positively impact organizational agility. Knowledge sharing partially mediated this relationship. However, the interaction effect of employee resilience in the knowledge sharing and organizational agility relationship was insignificant.Research limitations/implications: Our study contributes to understanding one of the underlying mechanisms through which corporate mindfulness influences organizational agility. We discuss the study’s implications for theory and practice, limitations and directions for future research.Originality/value: This study provides empirical evidence on the workplace mindfulness and organizational agility relationship. Moreover, this study presents a holistic view of mindfulness by considering its Eastern origins and Western adaptations and offers a unique angle of the Islamic perspective on mindfulness in the global south country. It acknowledges the critique of corporate mindfulness and emphasizes the balanced approach that can lead to positive organizational outcomes such as organizational agility.