Rapid development of smartphone technologies in Asian countries has increased the demand of mobile banking in financial services and mobile commerce. Current research is conducted for mobile banking adoption in China and Pakistan. The social influence was added with technology acceptance model to investigate the direct effect on individuals' intention. Moderating role of cultural values was explored in the proposed model. Empirical study was performed for the data received from both countries to examine the developed model. Multiple and hierarchical regression analyses (IBM SPSS software) were carried out to test the proposed hypotheses. We have observed that perceived usefulness, social influence, and perceived ease of use are significant predictors of individuals' intentions to adopt m-banking in Pakistan, whereas the perceived usefulness is an important predictor in China. The moderating role of cultural values was observed as dampening factor in positive relationship between social influence and individuals' intentions.

The objective of this investigation is to analyze the impact of leadership styles on frontline employee psychological empowerment, and thereby, improving the job satisfaction level of employees. A questionnaire‐based survey was conducted in nongovernmental organization (NGO) functioning in two major cities (Islamabad and Peshawar) of Pakistan, analyzing a total sample size of 319. Structural equation modeling results revealed that transformational leadership style has a significant association with job satisfaction, and the effect is partially mediated by the psychological empowerment. Conversely, findings showed that the relationship between transactional leadership and psychological empowerment was insignificant. Though, there existed a direct positive relationship between transactional leadership and job satisfaction. This research makes an important contribution in the area of leadership, which can be useful for NGOs to recognize the importance of leadership and encourage psychological empowerment of frontline employees. The findings also provide significant implications for organizations to understand better the importance of leadership, which will be helpful to enhance organizational success.

The aim of this research is to find out the determinants of social entrepreneurial intentions for educational programs. For this purpose, some of the factors have been included in this research as the determinants of social entrepreneurial intention. Prior experience has been added as the independent variable although empathy, moral obligation, self-efficacy, and the perceived social support have been added as the variables that moderate the relationship between prior experience entrepreneurial intentions. The study has been conducted through the positivism philosophy, and with the quantitative method, a survey was conducted based on the questionnaire consisted of the items related to understudied variables. Through purposive sampling, the data were collected from 231 students studying bachelors and masters at University of Beijing and Shanghai. SPSS software was used for screening and descriptive analysis, and AMOS was used for structure modeling and confirmatory factor analysis. Results showed that prior experience tends to have greater social entrepreneurial intent, empathy, self-efficacy, and moral obligation that have positive and significant impact on entrepreneurial intent. On the other hand, perceived social support puts negative impact on entrepreneurial intention. Business schools and policymakers can take advantage of this study. The future studies can increase the sample size and can add the variables of belief to study the entrepreneurial intention.

BACKGROUND: Despite wide global attention to training programs in business organizations, research on training programs and their outcomes at the social enterprises in general is very limited. This study aims to explicate the drivers and effects of manager’s training.OBJECTIVE: Based on institutional theory, this research explores the reasons why social enterprises train their managers as well as how the legitimacy and performance improves in response to training.METHODS: Our theoretically derived model is tested using survey data obtained from ninety-nine senior managers of social enterprises in Pakistan. Data was analyzed through Partial Least Square structural equation modeling method (PLS-SEM).RESULTS: The results of analysis support the idea that training of managers is synergistically and interactively driven by institutional forces e.g. normative, mimetic and coercive pressures. These institutional pressures spur social enterprises and induce them to adopt training programs to enhance their external and internal legitimacy and improve their performance.CONCLUSIONS: This research emphasizes the importance of institutional pressures in adopting training programs in social enterprises. In sum, the present study provides important insights for senior managers in social enterprises who seek to foster external and internal legitimacy and improve performance. This study makes important contribution to the literature by developing an empirical link between institutional pressures and social enterprises performance. This research reiterates finding in previous studies to show the significance of the institutional forces in adoption of certain practices e.g. training of managers, to monitor the outcomes of training and providing further explanation regarding effects of training on legitimacy and performance.