Purpose The purpose of the study is to examine the role of the types of psychological contract (PC) to enhance knowledge sharing (KS) behavior of employees through the intervention of perceived organizational support (POS). Design/methodology/approach The current study uses primary sources to get data from the participants of both private and public hospitals. Overall, 210 respondents participated in the study, which later subjected to the analysis using CAUSALMED procedures using statistical analysis software. Findings The findings from the study projected that all types of psychological have a considerable effect on KS behavior of employees, either directly or through the intervening mechanism. Furthermore, the study also indicates that if employees’ POS, they will share a stronger bond with the organization, which will be beneficial for the organizations’ health. Research limitations/implications Firstly, despite the fact that this study proposes valuable insights into KS behavior; it allows some impediments of a primary study. Secondly, the research is constrained to the hospital industry. Finally, this exploration can likewise be reinforced by incorporating other intervening mechanisms, to give an extensive understanding of the connection between employees’ perception regarding PC and KS behavior. Practical implications The findings of the present research have potential applications for human resource managers of the healthcare industry to place more emphasis on the types of PC, organizational support and KS among the employees to achieve a competitive advantage in this dynamic environment through knowledge management, which is considered a strategic asset nowadays. Originality/value This study provides an original contribution by identifying the diverse paths, indicating how the types of PC can impact KS with employees’ perceptions toward organizational support. It also highlights that how the heaths care industries, as compare to the old practices can encourage a culture of KS in this highly competitive and dynamic environment to remain at the top on the market.

This article examines the relationship between structural empowerment and interpersonal conflict. We examine whether this relationship is moderated by cultural diversity. Although there is some understanding of conflicts in an organization, there is little understanding concerning how conflicts may arise because of structural empowerment. We propose that structural empowerment is positively associated with interpersonal conflict and that this relationship is contingent upon cultural diversity. We draw on survey evidence from 351 employees of international nongovernmental organizations in Pakistan. Our results reveal significant positive relationships among cultural diversity, structural empowerment, and interpersonal conflict and show that where the organization is characterized by a high cultural diversity, the relationship between structural empowerment and interpersonal conflict is stronger, and vice versa. We contribute by offering the first of empirical evidence on the issue using the collectivist context of Pakistan and further extending the research scholarship by offering a contingency of cultural diversity to the structural empowerment and interpersonal conflict relationship. Our study suggests for the managers, a clearer understanding of the roles and responsibilities of the workforce as well as developing a proper socialization process through which a conducive environment for the culturally diverse workforce can be developed.

Building upon institutional, this paper seeks to understand the relationship of gender diversity and employee’s work performance. Specifically, this paper makes a case for interpersonal conflict to mediate the relationship between gender diversity and employee performance. The research is based on survey data from 240 professionals of the Pakistan's private and public hospitals. As per the study’s findings, there is a substantial positive association between gender diversity and employee performance. Further, the study`s results have also established the fact that interpersonal conflict is also a vital intervening mechanism to establish the relationship between gender diversity and employee performance.

Strategic human resource management scholars have devoted substantial research to determine the relationship between human resource management (HRM) and creativity. It has focused primarily on HRM architecture at the macro level: exploring the effect of the HRM system on performance related to capacity building, skills and competencies. In framing that HRM architecture, this macro focus informs organisations about how to promote creativity. However, literature on how a creativity-targeted HRM system, for instance, the ambidextrous HR system, influences employees’ perceptions and experiences to be more creative at the individual level is still limited. The multilevel perspective on how the HRM system can potentially promote the creativity of employees is still limited. The multilevel data from 100 HR heads and 400 faculty employees of public and private sector universities show that the top-down effect of the ambidextrous HR system on employee creativity is partially mediated by ambidextrous learning and organisation-based self-esteem. Based on the findings, the study offers practical and theoretical implications.

PurposeThe purpose of the current study is to investigate the role network value of firm on the relationship between firm strategic initiatives on firm performance by managing the market antecedents including user's expectations, user's coordination and user's compatibility.Design/methodology/approachThe current study uses secondary date of telecom industry of Pakistan, India and China. The data obtained were later subjected to the analysis using CASUALMED procedures of statistical analysis software (SAS).FindingsThe findings from the study projected that strategic drivers played an important role in leveraging the firms' performance. The results also confirm that in order to increase the firm performance, the network value of firms' plays a very crucial role.Research limitations/implicationsDespite making novel contribution, the present study has few limitations, need researchers' attention to be explained in the future, which includes narrow population size, not being able to work on indirect network effects and the theoretical explanation of behavioral antecedents of network value.Practical implicationsThe present research have potential applications for managers of telecom industry, which in turn would help them to develop the strategies that they could build to leverage their network value and firms' performance.Originality/valueThe current study has made a considerable contribution in the literature by proposing a model that adds to the theoretical foundation of strategic management of the firm. So, closely considering these insights would be helping for the firms to leverage its network value in mobile telecommunication industry.