The Role of Brand Orientation in Developing a Learning Culture and Achieving Performance Goals in the Third Sector Organizations

ABSTRACT

This study is first in nature to find the empirical evidence of relationship between brand orientation (BRO), learning orientation (LO), and its impact on Performance (PERF) of third sector organizations (TSOs) in Pakistan. A structured questionnaire was filled through non-probability snowball sampling method from more than 300 senior managers working in different cities of Pakistan. The structural equation model was used for the mediation by running smart partial least squares software. The results prove that organizations with strong BRO philosophy not only help to develop strong LO culture but also help in achieving organizational performance goals. The study also discussed practical implications, limitations, and areas of future directions.     

REFORMS TO THE FEDERALLY ADMINISTERED AREA OF PAKISTAN (FATA) – AN UNRESOLVED PROBLEM

In March 2017, Pakistan formally took the decision to begin a process of incorporating the Federally Administered Tribal Territories into the framework of regular Pakistani law. This article offers an overview of the historical system of governance of the Tribal territories, along with a discussion of the development of the recent reforms and their prospects for success.     

Getting Ratees to Accept Performance Feedback: A Relational Approach

This paper seeks to understand the association between ratees’ relational justice perceptions and their feedback acceptance, both directly and through leader–member exchange (LMX). The paper also examines the moderated mediation effect of supervisory trust. The paper presents the findings of two studies. Study 1 utilized two data sets collected through an online survey from 280 part-time students working full-time (Sample 1) and 292 working professionals (Sample 2) in Pakistan. Study 2 utilized data collected from N?=?167 students recruited for a scenario-based experiment that manipulated whether a manager was fair or unfair. Results revealed that relational justice positively predicted feedback acceptance in Studies 1 and 2. LMX positively mediated the above-mentioned relationship in both studies. As expected, supervisory trust negatively moderated the relational justice–feedback acceptance relationship in Study 2. The present study contributes to performance management theory and practice by illuminating that raters can stimulate performance partnership by employing a relational justice approach that increases the likelihood that employees accept performance feedback.

     

The New Gulf Order: Crisis,Mediation, and Reconciliation

The longevity and depth of regional challenges in the Middle East have elevated political and security concerns to a new level within the Gulf Cooperation Council (GCC) in recent years. Three conflicting worldviews have confronted one another, resulting in debilitating consequences for the region. Increasing fragmentation of Arab politics, in turn, has engendered attempts at enforced Arab unity that have ultimately failed, further dividing and destabilizing the regional order. This article delineates the background of the Gulf crisis of 2017 within the broader context of the Arab Spring and analyzes the ensuing attempts at mediation, the US role in the region, political developments in Kuwait and Oman, normalization efforts with Israel, and the recent resolution of the Gulf crisis by examining various actors’ political roles.     

Fiscal consolidation and economic growth in India: Do policymakers need to shift focus from quantity to quality of fiscal adjustments?

This paper evaluates the impacts of fiscal consolidation programmes and their composition on the growth rate of national income for Indian economy. More specifically the study tries to address two questions that is, composition of consolidation and its resultant impact on growth rate of income and the relative desirability of alternative sources of deficit financing that is, internal versus external borrowing. The study employed time series data from 1990–1991 to 2017–2018 and used the technique of ordinary least square and generalized method of moments. The study finds that, in long run, fiscal consolidation need not be necessarily recessionary in nature. Moreover, the composition of consolidation was found to have a significant impact. The study could not extend empirical support in favour of back‐loaded (spending financed) consolidation design as has been established for advanced economies. Moreover the study could not establish the negative impacts of revenue funded (both tax and non‐tax) fiscal consolidation on the growth rate of economy. The study documented that it is desirable to target expenditures such as subsidies, transfers and interest payments to infuse more discipline. A judicious mixture of both spending cuts and revenue increase may be a better strategy to consolidate in order to have better returns. The study highlighted that the external source of deficit financing is always costlier against the internal borrowings. The study noted that it is imperative on part of policymakers to shift their focus from quantity to the quality of deficits and the resultant consolidation programmes.     

An agenda for the study of Public Administration in Developing Countries

Developing nations demand a different scholarly approach in the field of public administration. We advance an agenda for research that stands on four pillars. First, in the absence of easily accessible data scholars of developing world public administration must assemble it for themselves. Second, building and testing theory plays a paramount role because researchers face limited information. Third, in developing countries, multi‐national and non‐governmental organizations are often crucial and must be considered in studying public administration. Fourth, given the novelties and ambiguities researchers face, qualitative information must be integrated throughout the research process. Our article—and the articles in this volume—constitute a call for developing country research to contribute to the study of public administration writ large, informing our understanding of both developing and developed states.     

The mediating role of dynamic managerial capabilities: The interplay between dominant logic and small‐ and medium‐sized enterprises performance in China

Transition economies, such as China, are characterized by volatile and rapidly changing markets. Firms, in order to be successful and get a competitive advantage over their competitors, need to build intangible resources. In the light of the resource‐based view and dominant logic (DL), this study is an endeavor in this regard and proposes that DL and managerial capabilities are intangible resources, which can drive the performance of small‐ and medium‐sized enterprises (SMEs). We hypothesized that dynamic managerial capabilities (DMCs), measured by human capital along with social capital and managerial cognition, play a mediating role in the relationship between DL, consisting of proactiveness and routine, and firm performance. The data in this study were obtained through a survey from 204 SMEs in China and were analyzed by structural equation modeling to generate results. We found that while successfully utilizing intangible/operant resources that are characterized as firm dynamic capabilities, SMEs can achieve superior performance and competitive advantage. Our results support the proposed hypotheses that show the importance and significance of DL and DMCs in order to attain higher level of performance. The concept of DL and its impact on SME's performance has been less researched in general, particularly in China. Limited research is available regarding intangible resources and their impact on SME performance in China.     

How empowering leadership reduces employee silence in public organizations

The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors reduces public employee silence, by improving employee trust in their supervisors, granting employees control over their jobs, and strengthening identification with the organization. We test the model in two cross‐sectional studies with data collected from all employees working in two local governments in the United States. We find empirical support for the model in both studies. We discuss the implications of the research results for public management scholarship and practice.