Purpose Islamic banking (IB) is growing rapidly not only in Islamic countries but also in all over the world. The purpose of this paper is to stumble on the features that have an impact on Islamic banking adoption (IBA) in case of Pakistan. Design/methodology/approach The identification of the factors that affect IBA has made by extending the theory of reasoned action (TRA). However, the conceptual model for this study includes knowledge (K), business support (BS), government support (GS), reputation (Rep), religious obligation (RO), cost-benefit (CB) and social influence (SI) as the independent variables. To test the conceptual framework data were collected through a survey by distributing the 400 questionnaires among users- and non-users of Islamic banks. Multiple regression analysis was applied to test the hypothesis of this study. Findings The findings of the study suggest that Rep, CB, RO and SI has a highly significant and positive influence on IBA. On the other hand, K, GS and BS have insignificant influence on IBA. The bottom line of this study suggests that more the ROs will be adopted by Islamic banks, more will be the tendency to adopt it by a bank customer in case of Pakistan. Research limitations/implications The generalizability of the findings of this research is limited to IB. Practical implications Findings of the study present worthy insight especially for the practitioners to develop significant strategies to bridge the gap between industry and academia in case of IB. Originality/value This study is an extension of TRA.

Abstract

The purpose of this study is to investigate the relationship of leadership styles and employee performance. In addition to that, this study also examines the mediation effect of perceived organizational politics between leadership styles and employee performance in the telecom sector of Lahore, Pakistan. Positivism research paradigm and deductive research approach has been adopted. Survey research method and focus group interviews have been triangulated in order to validate the findings of the research. Random sampling technique has been used in which 360 questionnaires has been distributed in the selected telecom companies of Lahore, Pakistan and 249 valid questionnaire were received at a response rate of 69%. Results of this study indicated that transformational leadership is insignificantly related with employee performance while transactional leadership significantly related with the employee performance. This findings of this study also indicated that perceived organizational politics fully mediate the relationship of transformational leadership and employee performance. Moreover, perceived organizational politics partially mediate the relationship of transactional leadership and employee performance. Future implications and limitations are also discussed.

The emergence of modern societies has created many challenges for organizations to counter hyper competition in the market. In this regard, firms that are innovatively using their intellectual resources have not only preeminent chances to grow and sustain in intensive competitive milieu but also reap significant performance in the marketplace. Therefore, the main endeavor of this study is to investigate the impact of intellectual capital on organizational performance of small and medium enterprises of Pakistan. Further, the mediating role of entrepreneurial orientation which is recently recognized as the most crucial factor in ameliorating firm performance is also empirically tested in the model. The study has employed structural equation modeling (SEM) and principle component analysis (PCA) to test the mediating model. It has been found that human capital and relational capital have direct and indirect effect on organizational performance while structural capital does not show any direct relationship with organizational performance. The findings of this research facilitate the policy makers, practitioners and entrepreneur’s/owner mangers of Pakistan in particular and other developing country in general to formulate strategies that can accelerate performance and strengthen SMEs operations across borders.